Effects of Organizational Change on Performance of NGOs in Kenya: A Case of Family Health International (Fhi360)

Abstract

Organizations face frequent changes in their structure and procedures due to various reasons such as technological advances, competition, and the need to improve performance. In spite of the importance of organizational change, most change initiatives fail to deliver the expected organizational benefits. The purpose of this research was to investigate effects of organizational change on organizational performance at Family Health International (FHI360), Kenya. To achieve this purpose, the study was guided by four objectives: identifying the key factors that influence organizational change at FHl360; ascertaining the different forms of organizational change at FHl360; establishing the effect of organizational change on the performance of FHl360; and examining the challenges associated with organizational change at FHl360. The research used descriptive research design. The population of the study was 441 employees of FHl360. The study used stratified sampling technique. The study utilized both primary and secondary data for the analysis. The study established that economic, social and technological factors triggered changes in the organization in terms of structural, strategic and people change. These changes did affect organizational performance. The challenges experienced included employee resistance and high transition costs. It was recommended that employee involvement and communication should be ensured in future changes to reduce negative organizational impacts.