INFLUENCE OF STRATEGIC CHANGE ON EMPLOYEE PERFORMANCE: CASE STUDY OFDIRECTORATE OF IMMIGRATION SERVICES KENYA

Authors

  • Leah W Thugi College of Human Resource Development, Jomo Kenyatta University of Agriculture and Technology, Kenya
  • Jane Gathenya College of Human Resource Development, Jomo Kenyatta University of Agriculture and Technology, Kenya

Abstract

The general objective of this study was to investigate the influence of strategic change on employee performance at the Directorate of Immigration services, Kenya. It was also guided by specific objectives namely; to establish the influence of restructuring, cultural change, top management change and planning horizon on employee performance at the Directorate of Immigration services, Kenya. A sample size of 119 employees in management positions was taken for the research study. The study used primary data collected using questionnaires. For quantitative data, descriptive statistics and inferential analysis was used in the analysis of data. The findings of the study affirmed that strategic change influences employee performance at the Directorate of Immigration services, Kenya. More so, the study concluded out the existence of a significant positive relationship between the four key components of strategic change namely; organizational culture change, restructuring, top management change and planning horizon change with employee performance. The study recommends that organizations in Kenya should put in place effective organizational culture change strategies, have a well-structured restructuring process, good planning horizon in place since it affects employee performance.

 Key Words: Organizational Restructuring, Organizational Culture Change, Top Management Change, Planning Horizon Change, Employee Performance

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Published

2018-10-28

How to Cite

Thugi, L. W., & Gathenya, J. (2018). INFLUENCE OF STRATEGIC CHANGE ON EMPLOYEE PERFORMANCE: CASE STUDY OFDIRECTORATE OF IMMIGRATION SERVICES KENYA. Journal of International Business, Innovation and Strategic Management, 2(3), 249–269. Retrieved from https://www.jibism.org/core_files/index.php/JIBISM/article/view/79