Management of strategic change at national social security fund, Kenya
The study was meant to investigate the strategic change that has taken place in NSSF and how the process was being managed. Further there was need to establish the factors that were influencing the management of the strategic change. The most significant change under study is the Job Evaluation process. NSSF carried out a structure review vide performing a Job Evaluation in 2008. In August 2008, vide tender No 03/2008-2009 (RFP), the Fund granted a consultant to carry out a job evaluation process of the organization. The study adopted case study as its research design. Both primary and secondary data was used to gather information on the change management process. The primary data included interview guide and observation. This was intended to allow for generation of in-depth and detailed information from the respondents. The secondary data included internal memos, reports and newsletters. The guide was administered directly by the interviewer. The interview was conducted with the Heads of the key departments namely, Finance, Administration, Human Resources, Research & Development, Public Relations, Information Technology, Internal Audit and Customer Services. The research study has revealed and unearthed several issues regarding how NSSF has been managing change and how the change has lagged on for too long and finally what factors have affected the implementation of this strategic change. The overall results and findings indicate that when the process of job evaluation began in the organization, there was a plan in place. A team of senior managers was formed to spearhead the change. The management initially kept all informed of the progress. But somewhere down the line, communication was broken and this resulted in resistance to change as staff felt it would lead to loss of jobs, victimization and unfairness in the whole process. In conclusion the process is still ongoing and therefore management can still save the situation. The management can deal with factors that have been identified that inhibit implementation of strategic change. These are resistance to change, poor leadership, negative organizational culture, teamwork across all levels in the organization to spearhead change and seek stakeholder support before embarking on change in the organization.
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