Relationship Between Employee Involvement and Cynicism About Organizational Change
In the year 2003, the NARC Government introduced performance management as a policy. This was later followed by Vision 2030 in year 2006 which aimed at making Kenya a middle income country by year 2030. The government agents (public and civil servants) were involved in the introduced organizational changes for improved quality, public service delivery to Kenyans. CCN being a government agency had its officers involved but the pace of adaption of the changes fell behind schedule. The same had continued to date. This study sought to determine the relationship between employee involvement and cynicism about organizational change at the CCN. Research methodology used was descriptive survey. Stratified Random sampling was done to select members from all the departments. Data was collected using semi- structured questionnaires and statements rated on Likert scales while data analysis was done using descriptive statistics namely frequency distribution tables, percentages, mean and standard deviation. Pearson Correlation analysis was used to show the relationship between the variables of study. Findings of this study revealed that the respondents were conversant with the changes and had positive perception on them. Although they were neutral on employee involvement and communication about change, the respondents agreed on training and development as leading to career growth and development and reduction of employee cynicism. The study also established a correlation between employee involvement and cynicism about organizational changes a.t CCN. This study concluded that employee involvement in organizational changes was practiced at CCN as evident in employee positive perception about organizational changes and low levels of employee cynicism.
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