Effect of Change Management Strategies on the Performance of National Land Commission in Kenya

Abstract

Performance of the National Land Commission has been characterized by low revenue collection and slow business processes efficiency in the last three years. The commission has adopted various change management strategies which the current study sought to determine by evaluating the effect of change management strategies on organizational performance of The National Lands Commission. The objectives of the study were to; determine the effect of planning strategy on performance, examine the effect of communication strategy on performance, establish the effect of training strategy on performance of The National Land Commission. The study adopted the diffusion of innovation theory/rogers’ theory, Kurt Lewin model, Kotter’s Eight-Step Change Model and the Balance Score Card Model. This study adopted a cross-section survey research design. Target population was 239 respondents and the sample size was 150 respondents. Both descriptive and inferential statistics were adopted in the study. Results were as follows; Planning strategy, β = 0.255, t=5.222, p=0.0000, Communication strategy, β=0.456, t=3.295, p=0.000 and Training strategy, β=0.104, t=1.747, p=0.000. The study concluded that Planning strategy, communication and training strategies help to improve organizational performance. The study recommends that the management of the Commission should adopt planning strategy, communication strategy and training strategy as they help to improve organizational performance.