Structural Change Managementand Employee Performance in Public Sector Organizations in Kenya: Case of the Parliamentary Service Commission

Abstract

Purpose: The purpose of this study was to analyze the effect of structural change management on employee performance in the Parliamentary Service Commission (PARLSCOM) and it was undertaken through descriptive research design. Methodology: The study targeted all the nine hundred and fourteen employees of PARLSCOM. Stratified and simple random sampling techniques were used to select a sample of ninety one participants from the target population. Self-administered questionnaire and interview guides were used to collect primary. Secondary data was obtained from PARLSCOM’s annual reports, government publications and earlier research. Reliability of the instruments was tested using Cronbach’s alpha reliability. Data was analyzed using descriptive and inferential statistics. Multiple linear regression analysis was done using Microsoft Excel 2013 Analysis ToolPak and output used to test study hypotheses. Results: The results indicated that structural change management had a positive significant effect on performance of employees in PARLSCOM.Unique contribution to the theory, practice and policy: The study recommends that structural change management is a critical factor in increasing employee performance, therefore HR managers should ensure clarity and stability in the organization’s structure during change management in order to enhance employee performance. Finally, the study recommends further research be done by replicating the same study in other organizations and also using other independent variables other than the ones used in this study.

Effect of Legal Factors on Strategic Leadership Practices and Devolved Administrative Structures in Selected Semi-Arid Counties in Kenya

“…Odero et al (2019) while studying the impact ofistrategicileadershipioniperformanceioficommercial iand financial state corporationsiiniKenya, discovered that, a balanced organizational control in the management of human, financial, and social capita plus the organizational culture was effective towards the realization of good performance. Odero et al, (2019) This was also the outcome in a case study by Jumanne and Njoroge (2018) Further, Rigii, Ogutu, Awino, and Kitiabi (2019) emphasized that county leadership has to incorporate strategic leadership and innovatively train its employees for improved service delivery. Their scope was limited as it did not include resource allocation or execution of policy regulations in the devolved units.…”

A Review of Organisational Change on Employee Performance in Public Sector Organisation in Nigeria

“…Therefore, organisations should keep an eye on their current structure to see whether or not it matches the goals they have set for themselves and modify/adjust it if necessary. Similarly, Jumanne and Njoroge (2018) argue that to improve the effectiveness of employee performance in public organisations, the roles and responsibilities of each employee should be clearly defined and consider merging similar roles and departments to avoid confusion. This is because improved management systems, work structures and administrative procedures facilitate successful business growth.…”

Public Accountability Practice and Devolved Administrative Structures in Selected Semi-arid Counties in Kenya

“…realized that the burden of accountability squarely lies on the counties although decision making and resource management authority still remains with the national government. Ochieng (2017); Jumanne & Njoroge (2018) suggested that this relation requires the right accountability and coordination mechanism. This study investigated communication and access to information, social audits and publication of citizens' budgets as measures for leadership accountability.…”