EFFECT OF CHANGE MANAGEMENT STRATEGIES ON EMPLOYEE

PERFORMANCE AT MAKINI SCHOOL

BY
ESTHER MARAGA ONDIEK
HS NUMBER: 00696

A HUMAN RESOURCE MANAGEMENT RESEARCH PROJECT SUBMITTED TO

THE COLLEGE OF HUMAN RESOURCES MANAGEMENT IN PARTIAL
FULFILMENT OF THE REQUIREMENTS OF THE AWARD OF CERTIFIED HUMAN
RESOURCE PROFESSIONALS OF HUMAN RESOURCE MANAGEMENT
PROFESSIONALS EXAMINATION BOARD (HRMPEB)

NOVEMBER 2021
 DECLARATION
It should be noted that I wrote my Human Resource Research Proposal fully on my own
initiative and that it has not been submitted to any other institution of higher learning in order to
be eligible for the certificate of completion.

NAME OF STUDENT: ESTHER MARAGA ONDIEK

SIGNATURE……………………….

DATE: ………………………………..

HS NUMBER:……………………..

DECLARATION BY THE SUPERVISOR

This research proposal has been submitted for examination with my approval as the Supervisor

SUPERVISOR’S NAME: MS. JOYCE KAMAU

SIGNATURE……………………….

DATE: ………26/11/2021

This research proposal has been duly submitted to the Human Resource Management
Professionals Examination Board for examination with my approval as the College Principal.

COLLEGE PRINCIPAL: MARGARET KINYANJUI

SIGNATURE……………………….

DATE: …………26/11/2021

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 DEDICATION
It is in honor of my husband Douglas Ochieng, my son Douglas Ochieng Jr., and my daughter
Rosalya Wangiri Ochieng that I am dedicating this research effort. They have all supported me in
every way possible, including financially, morally, and emotionally, as I worked through the
night on this project. My sincere gratitude goes out to my colleagues Jackie, Susan, and Silas,
who have given me with the drive to work hard and achieve my goal of becoming a certified
health-related professional in kinesiology (CHRPK) by submitting this study project.

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 COPYRIGHT
As a result, I declare that this is my original idea, and that I maintain ownership of any
intellectual property rights associated with it. No portion or all of the information included
within this publication may be reproduced without the express permission of the author.

Copyright© Esther Maraga Ondiek: 2020

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 All rights reserved

ACKNOWLEGMENT
I'd want to use this opportunity to show my thankfulness to God Almighty for giving me
with the opportunity to complete my study project and I hope you will join me in doing
so. The fact that anything has happened has undoubtedly been due to his grace. I would
also want to extend my thanks to Dr. Kepha Ombui and Ms. Joyce Kamau, my
Supervisors, for their unshakable dedication and unrelenting attention to the development
of this proposal, despite the many inquiries I have continued to make about the project.
I'd want to convey my appreciation to everyone who took the time to complete the
questionnaire and for their participation in this project. Your thoughtfulness has been
much appreciated. Please accept my sincere thanks on behalf of all the members of the
panel who will be deciding on my work. I am grateful for their time and consideration.
The College of Human Resource Management has provided me with a digital library as
well as well-educated professors who are dedicated to their excellent work, and I would
like to convey my heartfelt appreciation to them for their efforts on my behalf.

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TABLE OF CONTENTS
DECLARATION.............................................................................................................................ii

DEDICATION...............................................................................................................................iii

COPYRIGHT.................................................................................................................................iv

ACKNOWLEGMENT....................................................................................................................v

LIST OF TABLES...........................................................................................................................x

LIST OF FIGURES........................................................................................................................xi

LIST OF ABREVIATION AND ACRONYMS...........................................................................xii

OPERATION DEFINITION OF TERMS...................................................................................xiii

ABSTRACT.................................................................................................................................xiv

CHAPTER ONE..............................................................................................................................1

INTRODUCTION...........................................................................................................................1

1.1 Background to the Research Study........................................................................................1

1.1.1 Makini Profile..................................................................................................................2

1.2 Research Problem Statement.................................................................................................3

1.3 Objectives of the Research Study..........................................................................................5

1.3.1 General objective.............................................................................................................5

1.3.2 Specific objectives...........................................................................................................5

1.4 Research Question of the Study of the Research Study.........................................................5

1.5 Significance of the Research Study.......................................................................................6

1.5.1 Makini School Employees...............................................................................................6

1.5.2 Facilitators.......................................................................................................................6

1.5 Scope of the Research Study..................................................................................................6

1.6 Limitation to the Research Study...........................................................................................7

CHAPTER TWO.............................................................................................................................8

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2.0 LITERATURE REVIEW.......................................................................................................8

2.1 Introduction............................................................................................................................8

2.2 Theoretical Framework of the Research Study......................................................................8

2.2.1 Kotter’s Theory (Kotter John P., 1996)...........................................................................8

2.2.2 Kurt Lewins Change Management Model (Kurt Lewin 1947).......................................9

2.2.3 Elisabeth Kubler Ross Theory.......................................................................................10

2.3 Empirical Literature Review................................................................................................11

2.3.1 Change Communication Strategy and Employee Performance....................................11

2.3.2 Change Leadership and Employee Performance...........................................................13

2.3.3 Change Technology Strategies and Employee performance.........................................15

2.3.4 Employee Involvement Strategies and Employee Performance...................................16

2.4 Conceptual Framework of the Research Study....................................................................18

2.4.1 Communication.............................................................................................................20

2.4.2 Leadership.....................................................................................................................20

2.4.3 Change Technology Strategy........................................................................................20

2.4.4 Employee Involvement..................................................................................................20

2.5 Chapter Summary................................................................................................................20

CHAPTER THREE.....................................................................................................................22

3.0 RESEARCH METHODOLOGY.........................................................................................22

3.1 Introduction..........................................................................................................................22

3.2 Research Design...................................................................................................................22

3.3 Population of the Study........................................................................................................22

3.4 Sample and Sampling Technique.........................................................................................23

3.4.1: Sample Frame...............................................................................................................23

3.4.2 Sampling Technique......................................................................................................23

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 3.5 Data Collection....................................................................................................................24

3.6 Validity and Reliability........................................................................................................25

3.6.1 Validity of Research Instruments......................................................................................25

3.7 Data Analysis and Presentation............................................................................................26

3.8 Ethical Considerations of the Research Study.....................................................................26

CHAPTER FOUR.......................................................................................................................28

4.0 DATA ANLYSIS, PRESENTATION AND INTERPRETATION...................................28

4.1 Introduction..........................................................................................................................28

4.2 Response Rate......................................................................................................................28

4.3 Pilot Test Results.................................................................................................................28

4.3.1 Reliability Test Results.................................................................................................29

4.3.2 Validity Test Results.....................................................................................................29

4.4 Demographic Analysis.........................................................................................................30

4.4.1 Gender Distribution.......................................................................................................30

4.4.2 Designation....................................................................................................................30

4.4.4 Age Distribution............................................................................................................31

4.4.5 Marital Status................................................................................................................31

4.4.6 Education Level.............................................................................................................32

4.4.7 Employment Duration...................................................................................................33

4.4.8 Retainer as an Employee...............................................................................................33

4.5 Descriptive Analysis of Study Variables.............................................................................34

4.5.1 Change Communication Strategies...............................................................................34

4.5.2 Change Leadership Strategies.......................................................................................36

4.5.3 Change technology strategies........................................................................................38

4.5.4 Employee Involvement strategies.................................................................................39

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 4.5.5 Employee performance..................................................................................................41

4.6 Inferential analysis...............................................................................................................42

4.6.1 Correlation.....................................................................................................................42

4.6.2 Regression Analysis......................................................................................................44

4.6.3 Analysis of Variance (ANOVA)...................................................................................45

4.6.4 Regression Coefficient..................................................................................................46

CHAPTER FIVE.........................................................................................................................49

5.0 DISCUSSION OF FINDINGS, CONCLUSION, AND RECOMMENDATIONS......49

5.1 Introduction..........................................................................................................................49

5.2 Discussion of the Study Findings.........................................................................................49

5.2.1 Change Communication Strategies on Employee Performance....................................49

5.2.2 Change Leadership Strategies on Employee Performance............................................50

5.2.3 Change Technology Strategies on Employee Performance..........................................50

5.2.4 Employee Involvement Strategies.................................................................................51

5.3 Conclusion of the Research Study.......................................................................................51

5.4 Recommendations of the Research Study............................................................................52

5.4.1 Change Communication Strategies on Employee Performance....................................52

5.4.2 Change Leadership Strategies on Employee Performance............................................53

5.4.3 Change Technology Strategies on Employee Performance..........................................53

5.2.4 Employee Involvement Strategies.................................................................................53

5.5 Implication of the Research Study on Human Resource Practice.......................................53

5.6 Recommendation for Further Research...............................................................................53

REFERENCES............................................................................................................................54

APPENDIX 1: RESEARCH LETTER......................................................................................58

APPENDIX 1I: RESEARCH PERMIT.....................................................................................60

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APPENDIX III: QUESTIONNAIRE.........................................................................................61

APPENDIX IV: BUDGET..........................................................................................................68

APPENDIX V: TIME SCHEDULE...........................................................................................69

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 LIST OF TABLES
Table 3. 1Target Population..........................................................................................................21
Table 3. 2Sample Size Distribution...............................................................................................23
Table 4. 1Response Rate................................................................................................................26
Table 4. 2Reliability Test Results..................................................................................................27
Table 4. 3Gender distribution........................................................................................................28
Table 4. 4Designation....................................................................................................................28
Table 4. 5Age distribution.............................................................................................................29
Table 4. 6Marital Status.................................................................................................................30
Table 4. 7Education level..............................................................................................................30
Table 4. 8Employment duration....................................................................................................31
Table 4. 9Retainer as an employer................................................................................................31
Table 4. 10Change communication strategies...............................................................................33
Table 4. 11Change leadership strategies.......................................................................................35
Table 4. 12Change Technology Strategies....................................................................................37
Table 4. 13Employee involvement strategies................................................................................39
Table 4. 14Employee performance................................................................................................41
Table 4. 15Correlation analysis.....................................................................................................43
Table 4. 16Model Summary..........................................................................................................44
Table 4. 17ANOVA.......................................................................................................................44
Table 4. 18Regression coefficients................................................................................................45

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 LIST OF FIGURES
Figure 2. 1Conceptual Framework................................................................................................18

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 LIST OF ABREVIATION AND ACRONYMS
EP Employee Performance
MS Makini School
LEAD Leadership
EI Employee Involvement
COM Communication
SOC Sense of Competence
HR Human Resource
HRM Human Resource Management
SPSS Statistical Package for the Social Sciences
EP Employee Performance
CM Change Management
NACOSTI National Commission for Science Technology & Innovation
CHRM College of Human Resource Management
SEM Structural Equation Model
LM Lean Manufacture

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 OPERATION DEFINITION OF TERMS
Communication is the transfer or exchange of words and
information by speaking, writing, sign
language or other forms of medium
(Hurduzeu, 2015).
Change Communication Strategy is the informative component of the change
management approach that explains what is
changing, why it is changing, and how it
will affect them specifically (Kang & Sung,
2017)
Employee Involvement Strategy Employee engagement is described as when
workers actively participate in helping a
company realize its mission and achieve its
goals by contributing their ideas,
knowledge, and efforts to problem solving
and decision making (Neiroti, 2016)
Change Leadership Strategy is the ability to persuade and enthuse people
by personal advocacy, vision, and passion,
as well as the ability to acquire resources in
order to create a solid platform for change
(Probasari, Martini, & Suardika, 2016)
Change Technological Strategy is a rise in a product's or process's efficiency
that leads to an increase in output without an
increase in input. To put it another way,
someone creates or develops a product or
process, which is then utilized to obtain a
higher return for the same amount of effort
((Ployhart & Moliteerni, 2014).
Leadership is the state of influencing a given person or
group of people (Hurduzeu, 2015).

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 ABSTRACT
This research phenomenology study was on staff performance at Makini Schools. The research
sought to determine the impact of change management practices on employee performance. This
research intended to explore the consequences of absenteeism, turnover, poor productivity, and
low morale on performance. The impacts of change communication, leadership, technology, and
staff participation were studied in depth at Makini School. Researchers used a combination of
quantitative and qualitative data gathering methods in this investigation. The 8-Step Change
Model and the Theory of Constraints were used here. The notion proposes a route for enterprises
to follow to help them manage change and increase employee performance. The Chang
Management Model by Kurt Lewin will help the business handle with employee resistance to
change. One notion to examine is the Kubbler-Ross Five Stages of Grief Theory. There were 250
personnel interested and able to engage in the research project, and 154 were picked from that
group. The proportional stratified technique was chosen because it enabled the collection of
samples from the target population. The Yaro Yamane Formula was employed here. Because it is
COVID-19 season, the self-administered questions were provided through email. This study will
employ a self-administered questionnaire with closed-ended questions. The questionnaire was
coded to help the researcher analyze and synthesize the study's results. Tables, charts, and figures
represented the conclusions of quantitative and qualitative data analysis. According to the model
coefficients, change communication improved employee performance statistically. The statistics
also show that change leadership has a positive and statistically significant impact on staff
performance. Change technology strategies influenced employee performance positively and
quantitatively. Employee engagement activities have a positive and statistically significant
influence on performance. Because organizational change management procedures at Makini
School improved employee performance, it is probable that other organizational change
management techniques not covered in the study also improve employee performance. The study
found that change communication improved employee performance. While Makini School lacks
an effective communication policy, it has excellent communication channels that do not need
change. Like other institutions, Makini School responds quickly to enquiries and complaints.
Upward and downward communication may shape employee performance. The democratic
leadership approach has strengthened teamwork and mutual respect at Makini School. While
authoritarian leadership benefits Makini School, it hinders creativity. Employees at Makini like
bureaucratic leadership. Bureaucratic leadership wastes time on request and authorisation
processes. Effective leadership focuses on motivation, management, inspiration, remuneration,
and analytical skills. The study shows that change technology strategies have a favorable and
substantial influence on employee performance. The impact of technology institutionalization on
staff performance at Makini School is unknown, as is the school's continual feedback culture.
The continuous learning site at Makini School is not user-friendly, and management must
improve it to improve staff performance. Neither has technology institutionalization improved
staff performance at Makini School. Employee engagement initiatives have a positive and
statistically significant impact on worker performance. Although employee teams at Makini
School are efficiently managed in terms of continual development, a flatter organizational
structure does not seem to impact decision making. More study is needed to discover the
remaining change management options.

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 CHAPTER ONE
INTRODUCTION

1.1 Background to the Research Study

A measure of an employee's performance is the manner in which he or she fulfills his or her job
responsibilities and completes the duties that have been allocated to him or her. Quebec research
studies have shown that integration approaches (for example, service agreements) may
encourage collaboration between primary care teams and specialized service teams while also
increasing the efficiency of the teams' performance in certain situations ( Fueury et al.2017). An
investigation of the link between social and cultural facts and employment in Kenya discovered
that there is a statistically significant association between the two variables (Kalemba 2019).
Although suggestions resulting from a research study's "Western" viewpoint did not dominate
practice in the case study company, they did provide general high-level direction for work and
staff management in the business (Natukunda, 2016). Specifically, the goal of this research is to
get a better understanding of the link between employee performance and change management
(CM) approaches. In addition to employee absenteeism (which has an accepted rate of 2.8
percent), employee turnover (which has an accepted rate of 10 percent (and retention of 90
percent), employee stress, increases in health insurance costs, diminished productivity, unhealthy
employee competition and duplication of roles (which has caused strive) are some of the
consequences of change management. A low amount of engagement between managers and
employees (particularly during a transition process) has been proven to considerably impair
employees' understanding of their job duties and responsibilities, as well as to lead to an increase
in their stress levels (Kihara & Mugambi, 2018). Moreover, when managed effectively, human
resource approaches have a substantial impact on overall organizational effectiveness, resulting
in demonstrable improvements in performance levels.

Too often, employees are told that they must accept change plans that do not take their
contributions or perspectives into account. Because of a lack of employee involvement, the
views and concerns of employees are not taken into account. It is as a consequence of this that
employees will not have a feeling of ownership, and change programs will fail due to their
inability to demonstrate a level of commitment. The result of non-participation is the formation
of unfavorable attitudes toward change. As a result, corporate management has a tremendous

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problem as opposition to change rises (Makumbe 2016). (Cho, 2016) defines performance as the
degree to which an organization achieves its objectives and targets in respect to those goals and
targets. According to Toamal (2015), the performance of an organization is defined as the
definite productivity or output of a corporation in relation to the expected results of the
organization.

Change is a constant in all facets of life, from technology to internal processes to interpersonal
relationships. It is fair to say that the management platform has undergone tremendous
transformation during the last decade. Change is typically seen as positive; nonetheless, the
majority of individuals feel uncomfortable with and fear the prospect of changing their lives.
Change is associated with a variety of events including as mergers, acquisitions, job losses, the
appointment of a new manager, restructuring, layoffs, and salary reductions, among others. Since
of this, it is critical for businesses to manage change successfully because it has a direct
influence on their employees' ability to perform. The term "change" may be characterized in a
variety of ways, such as "continuous and gradual," "radical and planned," "catastrophic and
evolutionary," "powerful or weak," "slow or speedy," "stimulated externally or intentionally,"
and a slew of other attributes. (Shivappa et al., 2015)

For the purposes of this definition, Employee Performance (EP) includes factors that drive
employee engagement such as the quantity of work performed, the quality and efficacy of that
work, in addition as the conduct that employees exhibit while at their place of employment.
When it comes to employee performance, it will be a clear sign of how effectively they are doing
their job responsibilities. In the end, the kind of organization in which one is employed will
influence the quality of one's performance. If we take Makini School as an example, the
Academic Committee is concerned that each teacher sticks to the topics that are indicated in the
lesson plans. On a regular basis, they are examined to ensure that the curriculum is consistent. In
addition to faculty members from the Makini School, the Academic Committee consists of
community members. DumisaniZondo (2020) said that they conducted research to see if
employee engagement is a factor in influencing a company's overall labor productivity. Yuki
(2006) highlighted the following as prerequisites for a successful development project. The
following characteristics of effective learning environments: clearly defined learning objectives,
clearly defined meaningful material, appropriately sequenced information, appropriately mixed

xvii
training techniques (including opportunities for active practice), relevant and timely feedback,
high learner confidence, and appropriate follow-up actions.

1.1.1 Makini Profile

Makini School (MS) was founded in 1978 as a nursery school by Dr. Mary Okelo and the late
Dr. Pius Okelo. It is now a part of the Makini Foundation. As the school's reputation grew, it
became clear that it needed to expand to include a full-fledged Primary School and, eventually, a
High School. As a result, the school opened its doors in 1996. It all started as a College in 2011,
but it has now expanded to encompass three schools in Kisumu, including the International
Baccalaureate (IB). For the purpose of providing high-quality education at a reasonable price,
Makini School aspires to develop centers of excellence in which each child may attain the
greatest possible moral, scholastic, cultural, and sports standards while also being involved in
extracurricular activities. In order to provide quality education at an affordable cost and to
establish centers of excellence in which each child can achieve the highest possible moral,
academic, cultural, and sporting standards, the mission of Makini School is as follows: provide
quality education at an affordable cost and establish centers of excellence in which each child
can achieve the highest possible moral, academic, cultural, and sporting standards To be more
specific, the Makini Mission is to actively encourage and facilitate the formation of each
student's moral character, unique skills and capacities, and talents, the development of a strong
communal ethos of social responsibility, and the attainment of the highest possible academic
results in a safe and supportive environment, among other things.

A diverse group of academic and non-academic staff members work together relentlessly to
maintain the excellent academic standards that have helped to build Makini School's reputation
as a place of excellence. The School includes roughly 160 members of the academic faculty and
approximately 140 members of the non-academic staff (these include housekeeping staff,
drivers, chefs and administration staff).

With characteristics such as absenteeism being examined, the goal of the study is to determine if
change management has a positive or negative influence on employee performance. In
accordance with statistics from the Bureau of Labor Statistics, the absence rate for all full-time
wage and salary workers in the private sector is 2.8 percent, with Makini School accounting for

xviii
3.7 percent of all absences. Although the permitted rate of turnover is 10 percent, the turnover
rate at Makini School is just 3.7 percent, which is lower than the national average. Despite the
fact that the acknowledged retention rate is 90 percent, the retention ratio at Makini was just 70
percent. Inability to motivate and social withdraw were signs of increased workplace stress,
which could be noticed in employees' lack of motivation and social withdrawing from their work
environments. Increased health insurance expenditures for the corporation have arisen as a
consequence of more employees seeking treatment in medical facilities. The goal of the study is
to assess whether or not the change management method has a positive or negative influence on
the performance of the personnel involved. The researchers were particularly interested in the
effects of change management practices on the performance of the Makini School's faculty and
personnel. The research will be carried out between July 2021 and December 2021, and it will be
based on a case study methodology. A family-owned and managed organization, the school
operated for the first few years of its existence. It was in May 2018 that an agreement was
reached between the previous owners and a group of investors from the United Kingdom and
South Africa to acquire the company.

1.2 Research Problem Statement

Through the examination of characteristics such as absenteeism, the study team hopes to better
understand the influence of change management on employee performance. In the private sector,
according to statistics from the Bureau of Labor Statistics, the absence rate for all full-time pay
and salary workers is 2.8 percent overall. According to the statistics, Makini School had a rate of
3.7 percent. Although the permitted rate of turnover is 10 percent, Makini School has a turnover
rate of just 3.7 percent, which is much lower than the national average. Despite the fact that the
industry standard retention rate is 90 percent, the retention rate at Makini was just 70%.
Increasing work stress was manifested in employees' lack of motivation and social
disengagement, which was manifested in their lack of motivation and social withdrawal.
Increased health insurance expenditures for the organization have arisen as a consequence of
more employees seeking medical attention. The goal of the study is to assess whether or not the
change management method has a positive or negative influence on the performance of workers.
Despite the fact that change is inescapable, the goal to have a smooth change management
process at Makini School that does not adversely effect the performance of the personnel will

xix
always be there. In order to transfer the organization from its present state of declining
performance to a better intended state, no change can be considered straightforward.
Specifically, Ujo (2016) stated that the company's aversion to change was due to the following
factors: the status quo was comforting to all employees; the change process was imposed by
force; there was a lack of clarity; and the change was implemented at the same time as the
current state of affairs. Nowadays, companies are increasingly embracing the concept of change
management as a strategy in the expectation that it would help them achieve their goals more
effectively and successfully (Kute&Upadhyay, 2014)

In his essay Identifying the Necessity of Change and Facilitating a Change, Bhaskar
Pathak(2019) asserts that "change is something that causes people to be unhappy and has the
greatest potential for failure, such as a reduction in productivity or a reduction in quality." When
the implications of change are crucial to the continued survival of an institution, positive change
may also be seen on the other side. The ability to define and comprehend change from the
perspective of employees is crucial to implementing successful change management in the
workplace. It is necessary for each employee to see the firm as if it were their own in order for
change to be positive. This set of traits must be widely disseminated across the business in order
to generate a high-quality product, and this can only be done via leadership accountability (Mark
Voorsanger, 2015). Employee performance can be negatively impacted by poorly implemented
change management strategies, which can result in negative organizational outcomes such as a
lack of employee engagement, a biased performance rating, a low employee self-esteem, a waste
of time and money, damaged relationships, increased legal risks, and unclear compensation
systems (George Kettner,2017).

Mbogo (2014) conducted a study on change management at the Kenya Commercial Bank
Limited, which was the focus of this article. In the subject of cooperative banking, a great deal
has been done. According to Kasaka (2017), a study was undertaken on the growth strategies
used by cooperative banks in Kenya. It was reported in 2014 that Mundari (2014) had performed
research to analyze the credit management techniques employed by the Co-operatives Bank of
Kenya, which was based on his findings. This year, Ngare (2016) presented the results of a study
he performed on the credit risk management procedures used by Kenya's cooperative banks.
However, despite the fact that the results of the previous research provide valuable insights into

xx
change management, they were unable to demonstrate a clear correlation between change and
employee performance in Kenyan private schools. It was determined that there is a relationship
between change management and staff performance at Makini School in Kenya, which led to the
creation of this study. This is in response to the research gaps revealed by the empirical
investigations that came before it: However, despite the fact that the relationship between
organizational change and employee performance has been studied for decades and is widely
regarded as an important component of achieving organizational excellence, no empirical
research has been conducted on the effects of change management on employee performance
from the perspective of a developing country such as Kenya until now. A critical consideration in
view of the fact that private schools are extending their operations in growing countries is
understanding how change management affects employee performance and productivity. This
study seeks ask to the following questions; to what extent does the change communication affect
employee performance at Makini School? What is the effect of change leadership on employee
performance at Makini School? How does change technology affect employee performance
Makini School? To what extent does employee involvement affect the employee performance at
Makini School?

1.3 Objectives of the Research Study

1.3.1 General objective

The general objective was to establish the effect of change management strategies on employee
performance (EP) at Makini School.

1.3.2 Specific objectives

The specific objectives of the study were as follows:

i. To determine the effect of change communication on employee performance at Makini

Schools.
ii. To understanding the effect of change leadership on employee performance with at
Makini School.
iii. To establish the effect of change technology on employee performance at Makini School.

xxi
 iv. To determine the effect of employee involvement on employee performance at Makini
School.

1.4 Research Question of the Study of the Research Study

i. To what extent does the change communication affect employee performance at Makini
School?
ii. What is the effect of change leadership on employee performance at Makini School?
iii. How does change technology affect employee performance Makini School?
iv. To what extent does employee involvement affect the employee performance at Makini
School?

1.5 Significance of the Research Study

1.5.1 Makini School Employees

In addition to students, faculty, and administration from Makini School and other stakeholders
benefited from the study since it expressed the information offered here for future reference. The
results of the study acted as a springboard for other future studies and researchers, both locally
and internationally, who will be able to build on them. As a consequence of the study, the
stakeholders were able to analyze the influence of change management on employee
performance in their organizations. It was also presented at a meeting of Kenya Private Schools
Association, where the results of the research were followed up with recommendations on the
topic of the influence of change management approaches on staff performance, which requires
more examination.

1.5.2 Facilitators

Awakenings from this study have acted as catalysts for the creation and invention of new ways to
improve the performance of individuals in the workplace.

1.5.3 Human Resource Management

This research was useful to the management team since it provided information on how to
improve employee performance via change management.

xxii
1.5.4 Legislative and the Kenyan Government
When the outcomes of this study are made public, the Kenyan government will be better
informed about the measures that may be used to improve the morale of public officials in their
places of employment.

1.5 Scope of the Research Study

The research was conducted at Nairobi's Makini School, which is located off Ngong Road on
Makindi Road and was especially focused with the effect of change management on employee
performance (MS). A thorough investigation of the leadership, involvement, perception of
competence, and communication of Makini School was carried out for the purpose of this study
project. It is anticipated that the study project will take place between July and November 2020.
In the scope of the study, which intended to lessen the negative affects of change management on
employee performance at Makini School, the employees at Makini School were included. The
scope of the study defined in detail the region covered, the sort of inquiry conducted, and the
time period during which it was conducted, among other things. When it comes to running a
company, there is no such thing as a traditional strategy.

1.6 Limitation to the Research Study

The researcher encountered a range of challenges, some of which were of a technological nature,
such as those linked with the study that was undertaken during the COVID-19 Pandemic period.
The information was acquired via the use of online surveys that were given out through email to
those who participated. The researcher has made prior preparations to make internet access
accessible to the respondent via the use of packages that are made available to them by the
research organization.

In order to get information from privately owned schools, who are well-known for hiding key
information about their institutions in order to avoid being unfairly competitive, another meeting
was organized. A legitimate letter from CHRM and NACOSTI approving and validating the
study project, as well as assuring that the research secrecy clause was observed, were provided
by the researcher in order to circumvent the difficulties in getting information.

xxiii
In this situation, a cross-section survey design was used, which is known to limit the amount of
time that casual references are made, and this was the case in this particular instance. The
researcher was well aware that gaining momentum for the study would need a substantial amount
of time and patience on his or her part. It is believed that research has not yet clearly defined a
single set of high-performance behaviors that are generally applicable, as stated by Gephat
(1995).

xxiv
 CHAPTER TWO
2.0 LITERATURE REVIEW

2.1 Introduction

The overarching goal and objective of this chapter is to offer an overview of the principles and
concepts that underlie how change management affects the performance of an organization and
how they are used in practice. The chapter will also feature case studies, as well as research and
analytical studies that have been conducted to evaluate how change management affects
employee performance, as well as research and analytical studies. It has been shown by (Kute &
Updhyay, 2016) that change negatively impacts employees' ability to perform in a number of
ways, including via redundancy, employee turnover, and a lack of desire at work.

2.2 Theoretical Framework of the Research Study.

As stated in the research study, the theoretical framework will highlight four theories and models
that are relevant to the research study. By showing variables and offering explanations for the
variables in issue, the framework will serve as the basis for the data analysis.

2.2.1 Kotter’s Theory (Kotter John P., 1996)

In the corporate world, the methodology proposed by John Kotter will enable businesses to apply
survival strategies in order to remain in business. It is the leadership team's responsibility to
create an environment in which change may sprout and develop, rather than just endure. A
deliberate and voluntary participation in the initial stages of the change process, as well as an
education of the employees on the planned change, are required of the leadership team. A great
leader understands how important their people are to the overall success of the organization
(Hundekar, 2009). A leader who is able to effectively argue the importance of change
management will be able to mobilize all of his or her employees to collaborate in order to attain
the desired outcomes. The capacity to communicate clearly and effectively is important to the
success of the coalition's efforts. The ability to communicate effectively is essential for any team;
thus, it is essential to have a team that allows for an open flow of information both ways, as well
as the ability to respond quickly to any difficulties that develop (Kotter, 1995).

25
Mission statements represent the vision of how the organization sees itself or what the firm aims
to be, as articulated in the organization's own words. This means that both the employees and the
vision should belong to the same school of thought and values, which is not always the case. It is
necessary to create ideals, strategies, and objectives in order for them to be practical and feasible.
A vision is like a picture on a wall, and as such, it must be communicated and translated to the
intended audience in order for them to comprehend what is expected of them and, as a
consequence, direct the organization along the route that has been laid out for it to follow (Chair
Lew, 2017). Organizational success will be paved with frameworks that recognize and reward
short-term achievements, which will prepare the way for longer-term success. Communication is
made feasible in an environment of trust, and genuine care is required in order to maintain the
effort to continue. It is progressive to establish a more flexible working environment as well as a
wider variety of responsibilities for employees. This is a distinguishing quality that distinguishes
them from managers (Williams, 1999). Organizations that promote best practices and create
opportunity for such practices to become part of the organization's culture may be able to assist
in the transformation of a practice into a way of life.

Achieving the vision, objectives, and goals of the company for both its workers and the
organization as a whole will be made easier using John Kotter's 8-Step Change Model. The
model of an organization would be applicable to all of its divisions and procedures, regardless of
their size. Using the Kotter's 8 - Step Model, the Makini School's Human Resources Department
may recruit new workers by declaring a vacant position that needs to be filled and submitting a
personnel request form to the school administration. There is a compelling need for an extra
teacher in a certain topic when the workload in that subject area is extremely intense. It is
possible to discuss the effective introduction of new staff members into their new
responsibilities, as well as the description of the school's vision and aim, in this section of the
document. According to Kotters' thesis, the characteristics that stand out are communication and
leadership. Both of these qualities are critical to success.

2.2.2 Kurt Lewins Change Management Model (Kurt Lewin 1947)

When the Kurt Lewis Model, also known as the 3 – Step Model, was first introduced, it was
credited with initiating the transformation process. This process is divided into three stages:
organizational unfreezing, change/movement, and defreezing (or defrosting). Building employee
26
enthusiasm and excitement for proposed changes, rather than just overcoming employee
resistance to the changes being discussed, is becoming more important for successful
organizations' flexibility (Repischak Hughes 2016; Shy, 2017). The first stage in using change
management approaches to improve employee performance is to go through the "unfreezing"
phase. The importance of having excellent leadership in a business cannot be overstated since it
aligns with the stated ethos of the corporation. According to Lewin's theory, the old behavior
must first be dealt with and effectively adapted to the new state of equilibrium before the old
behavior can be dealt with and successfully adapted to the new state of equilibrium. Similarly to
Lewin, Schein (1996) asserts that all types of changes are generated by an intense "psychological
dynamic process." Schein (1996) likewise claims that all types of changes are caused by an
intense "psychological dynamic process." He then goes on to highlight the three most important
elements that must be taken into account in order to hasten the unfreezing procedure. He believes
that in order to prevent instilling dread in people about the change aspect and, ultimately,
psychological safety, it is vital to explain why the status quo must be modified. He said that if
these issues are not taken into account, there would be no change (Schein, 1996).

The introduction of change and mobility is necessitated by the establishment of new

communication channels. It is possible to promote employee involvement and engagement
through holding meetings, distributing questionnaires, and conducting surveys. The goal of
unfreezing is to provide an opportunity for a learning curve to be developed. There is a great
focus throughout this phase on ensuring that the newly acquired traits are invulnerable to (and so
safeguarded against) the revering of "old methods of doing things," which is a process that
occurs when the "old ways of doing things" are revered. A culture's traits must be deeply
ingrained in order to prevent regression from occurring. Change management tactics include
developing plans to preserve the change by promoting an open door policy, encouraging
employee engagement, transparency, and feedback, providing training and development, and
recognizing individual and departmental accomplishments, to name a few examples. It is vital to
freeze a company's culture, norms, policies, and processes in order to avoid the organization
from becoming stagnant and unproductive (Cumming & Huse, 1989).

Whether or if Makini Schools survive, the phases indicated by Kurt Lewin in 1947 may be
important to their long-term viability. In order to solve these challenges, Kurt Lewin's Three-

27
Step Model will need to be altered inside the institution, according to the author. As a
consequence of the school's refusal to adjust management rules and processes, employee
performance at Makini School has worsened as a result of this. Efforts to improve academic and
non-academic employee performance were unsuccessful. Throughout the acquisition process, the
investors from the United Kingdom were in control of the management of Makini School,
starting with the first phases of the purchase. The company was then taken over by South African
investors who brought an abundance of knowledge garnered from managing more than 100
successful schools, universities, and institutions in Sub-Saharan Africa with them when they
came on board. It was discovered that employee engagement and employee participation
techniques were effective in assisting the South African Leadership modus in comprehending
and responding to the questions and concerns of the workers, ultimately leading to improved
employee performance as a result of the tactics. In KurtLewins' Change Management Model, the
elements that stand out most are leadership and employee involvement, which are both essential.

2.2.3 Elisabeth Kubler Ross Theory

Kubler was the one who came up with the idea for the theory (1969). In certain areas, the Model
is referred to as the five phases of grief, which is a more accurate description. Elizabeth Kubler
Ross felt that when someone receives negative health news, they will go through five different
stages of emotional reaction. A comparable sequence of stages/phases would be experienced by
the employee after hearing the terrible news from above, similar to that experienced by a patient
who receives bad news out of the blue. The paradigm starts with denial, which is the very first
stage in the process. At this point, one finds it quite difficult to grasp what is going on, and they
react by discarding the idea completely. When one's performance worsens as a result of the
denial and non-acceptance of the adjustment, one may experience the effects of the situation on
the stage. It is inevitable that when the reality of the information has been absorbed and has
began to set in, there will be an outpouring of resentment and anger. According to Kubler and
Ross (1969), one of the most defining aspects of the stage is the propensity to remain angry and
disappointed for an extended period of time.

As she explains it, the third stage occurs after the first outpouring of wrath and a barrage of
accusations, when a person finds an avenue via which they might negotiate their way out of the
dilemma they have found themselves in. They reach a level of dialogue or understanding that
28
enables them to work together to find a solution to the problem. Negative emotions such as fear,
sadness, regret, and guilt, among countless other unpleasant sentiments are said to characterize
the fourth stage, according to the author of the book (Anastasia, 2015).

It is equivalent to the repercussions of poorly communicated change management strategies on

an organization's employee performance when it comes to employee performance. When the
Makini School was acquired, the same thing occurred, and a redundancy procedure was
launched, with the result that some individuals lost their employment as a result of the process.
This resulted in considerable levels of stress and despair among the employees as a consequence
of their concerns about their future. Acceptance will be welcomed at this stage in the process
after a great deal of soul-searching has led to the realization that resistance is not a solution nor a
successful strategy for moving forward. However, despite the fact that the person continues, he
or she does not seem to be satisfied at this point (Kubler, 1969). When it comes to the Kubbler
Ross Five Stage Model, the traits that stand out the most are a sense of competence and the
capacity to interact well with other people.

2.3 Empirical Literature Review

According to the results of the study, employee performance will be analyzed through the lens of
change management strategies. Performance of employees and change management strategies
are both investigated in this study, and it is projected that there would be a relationship between
the two. Communicating effectively in the context of change management strategies aids the
organization in establishing principles for change that are beneficial and may be considered as
favorable both internally and externally to the company's constituents. With this study, we want
to place a greater focus on the effects of change management strategies on employee
performance, which is a main objective.

2.3.1 Change Communication Strategy and Employee Performance

Grunig (2015) performed study on employee connections and change communication. He

hypothesized that successful internal communications would eventually result in high-quality
employee relationships and supportive behaviors toward the organization. Scholars of public
relations have discovered that there is a connection between the two. A positive association
exists, according to Kang and Sung (2017), between symmetrical internal communication and
29
the following factors: employee engagement; supportive behavior; and employee commitment.
Moreover, according to Men and Stacks (2014), symmetrical and transparent communication
leads to favorable relationship outcomes such as employee trust, contentment and commitment
as well as mutuality of control and control mutuality.

Lind and Van (2014) conducted a study to determine the association between change
communication and employee performance in their organization. The findings of the study
indicated that effective communication reduces employee uncertainty while also enhancing
positive employee behavior. Moreover, soliciting employee input on change-related issues
indicates employee empowerment, which promotes a higher feeling of fairness among
employees throughout the transition time (DiFonzo & Bordia, 2016). The practice of
symmetrical internal communication, which is characterized by mutual understanding,
collaboration, responsiveness, reciprocity, balanced power and interest before change and
balanced power and interest during change, can induce affective commitment to change as well
as behavioral support for change in the workplace. Despite the paucity of research on the
influence of symmetrical internal communication on employee change-related responses, we
argue that

Using a meta-analysis, Rouse (2016) investigated the impact of change communication on

employee performance and found that it had a favorable effect. There is a positive relationship
between the communication style of a leader and the performance of their subordinates.
According to the findings of the study, employees and supervisors who have poor
communication and interpersonal interactions create an environment that discourages personal
commitment, so impeding employee performance and, as a result, inhibiting organizational
transformation and advancement. Workers will become discouraged and less productive as a
result of insufficient communication during the transition, giving employers the opportunity to
intensify punitive actions for non-performance and so diminish employee morale and
productivity (Kirkpatrick, 2015). Researchers Walumbwa and colleagues looked into the
relationship between leadership transition and employee performance, and they observed that the
employees' "performance has been impacted by the leadership shift," according to their results
(2018). Leaders who successfully manage risks have a direct influence on the improvement of

30
employee performance, the researchers observed. This is because the leader is able to manage
risks well and assist his or her colleagues in overcoming challenges effectively and efficiently.

Leaders who want to get the best results should not rely only on a single leadership style, as
shown by the long-term link between leadership change and employee performance as well as
the findings of the Co integration research (Politis, 2016). To put it another way, no one
leadership style is preferred in every given situation inside an organization at any given moment.
Therefore, a combination or combination of leadership styles may assist a firm in improving and
preserving its procedures while also enhancing employee commitment and improving work
performance. When it comes to task completion and overall job performance, different
leadership styles and actions may have an influence on an employee's ability to perform well at
work (Vigoda, 2017). As a result, the leadership style that a leader chooses has a substantial
influence on the job performance of his or her team members. In order to achieve the
organization's goals, transformational leadership, or the ability for a leader to assemble an
organization's employees in order to encourage and help them in doing so, is defined as follows:

Researchers have looked at the link between change leadership and employee performance in a
number of different contexts. Abasilim, Gberevbie, and Obisanjo (2017) discovered that there is
a statistically significant medium positive relationship between leadership style and employee
performance, whereas transactional leadership styles have a statistically significant small
negative relationship with employee commitment, according to their findings. Consequently, the
findings of the study show that when specific demographic criteria such as gender, age, and
marital status are taken into account, the greatest potential employee performance is more likely
to be achieved. The academic qualification and employment position of the person are taken into
account when determining the function they play in the relationship between leadership styles
and employee commitment.

Also essential to the process are a variety of criteria such as authority and performance of the
leader, communication skills and decision-making, intellectual capacity and personal qualities
and a variety of other factors. The level of performance of the leadership and the employees
under their supervision acts as a connection between them and the outside world (Bass, Avoli,
Jung&Berson, 2012). The transactional leadership style is distinguished by the fact that the
leader is constantly willing to deliver something in exchange for something else. titled
31
Organizational performance is greatly impacted by the leadership styles of the organization's
members (Uchenwamgbe, 2013) was published by the author (Uchenwamgbe) in the journal
Organizational Behavior and Human Resource Management. The leadership style of an
organization has an influence on the company's culture, which in turn has an impact on the
organization's overall performance and results (Al Khajeh, 2018). Taking into consideration
research studies that have been completed that have produced both a negative and a positive
significant outcome, as well as the fact that there seems to be a lack of good research in this
sector, I want to undertake a study to establish who I agree with on this topic.

2.3.2 Change Leadership and Employee Performance

Bello (2017) conducted a research study to determine the influence of leadership on the
development of firms in the United Kingdom. According to a recent study, one of the most
essential variables in improving corporate success is having great leadership. As important
decision-makers, organizational leaders are in charge of the acquisition, development, and
deployment of organizational resources, as well as the transformation of these resources into
valued goods and services and the provision of value to organizational stakeholders. According
to Hurduzeu (2015)'s study, effective leadership requires a number of characteristics, including
motivation, management, inspiration, compensation, and analytical ability, among others. He
emphasizes that when all of these criteria are in place, organizations see an increase in employee
satisfaction, which has a positive influence on both productivity and profitability.

In the words of Anwar and Haider (2018), the goal of their study was to investigate the influence
of different leadership styles utilized in a company on employee performance. This study made
use of the quantitative approach, and it will also make use of secondary research in the future. As
a result of the research, it was determined that autocratic leadership is a beneficial style over the
long term, whilst participative leadership is the most beneficial style over the short term, and that
both styles have a positive impact on the workforce.

In Pakistan, according to Abbas and Yaqoob (2019), a study was carried out to determine the
influence of leadership development on employee performance. This study took into account five
aspects of leadership development: coaching, training, and development; empowerment;
participation; and delegating authority. The researchers found that the factors taken into

32
consideration had a 50% influence on employee performance when they used this approach to
find out. However, other characteristics such as attitude, devotion, motivating factors, and trust
in the organization, as well as compensation, incentives, and bonuses, all of which contribute to
higher employee performance, account for the remaining 50% of the contribution to employee
performance. University leadership must be able to stimulate creativity and innovation in their
subordinates while also encouraging them to challenge their own value systems and strive to
improve their own individual performance in the workplace if they are to improve employee
performance. When it comes to managing companies or dealing with challenges of
organizational change, experts and researchers are unified in their conviction that the role of a
leader/leadership is very important and should not be underestimated (Asghar, 2015). Employee
performance at PT Kansai Prakarsa coating in Indonesia was studied as part of a research carried
out by Setiaw and colleagues (2019). Personnel performance was investigated by the researchers
in relation to leadership style, Human Resources (HR) procedures, and organizational culture.
An appropriate sample size of 230 persons was chosen from a pool of 650 workers by stratified
random selection from each division with the goal of receiving a representative response from
the whole company. In accordance with the results, there is a negative association between
leadership style and organizational culture, and between employee performance and productivity
at work.

It is described as the way through which a leader provides direction, executes strategy, and
navigates people towards the attainment of desired objectives when it comes to providing
direction, executing strategy, and guiding people towards achieving desired goals (Allah Nawaz,
2016). It is via their competencies (innovations and creativity) that the process of restoration is
carried out at these institutions. Leadership in these institutions is either transactional or
transformational; The authors of Accomplished Leadership produced a book in 2014 titled
Accomplished leadership is capable of recognizing both the obstacle and the underlying problem
that has created it. The same incident may be repeated in order to achieve the end objectives,
with the employee acting as the driving force behind the undertaking (Avolio, Walumbwa&
Weber, 2019).

With the help of the Path Analysis Method, Wardhani (2015) investigated the influence of
competence, transformational leadership, social capital and performance on career employees at

33
Mercu Buana University. The findings were published in the journal Organizational Behavior
and Human Resource Management. Mercu Buana University's career workers were the subject
of a research to determine the impact of competence, transformational leadership, social capital,
and performance on their work lives. According to the results of the study, competence had an
influence on performance in some instances when a sample of 185 employees was picked using
the standard random sampling technique. Many elements, including the Motivation Variable,
Competencies, and Organizational Learning, have a substantial impact on global mindset at the
same time. The presence of high levels of self-esteem among individuals who are inventive in
their thinking is defined as a phrase that expresses a person's felt value or self-worth (Avvisati et
al., 2013). Because there has been little research in this area of expertise, I wish to do my own
examination to identify which of the researchers I agree with and which I disagree with.

2.3.3 Change Technology Strategies and Employee performance

According to Abbas, Muzaffar, Mahmood, Ramzan, and Rizvi (2014), an empirical study was
done in order to examine the influence of information technology on the performance of Allied
Bank employees who worked in the Pakistani banking industry. A series of unstructured
interactions resulted in the gathering of the information. The use of technology breakthroughs
has been found to dramatically boost worker productivity while also saving time for the
organization. It has a considerable influence on the stress placed on employees and aids in the
prevention of mistakes and fraud from occurring. Having rapid access to information and making
it easy to use assists bank employees to give improved service to their customers and clients.
Following the conclusions of this study, companies using new technology should ensure that
their employees get enough training in order to increase their overall performance.

A study conducted in 2016 by Dauda and Akingbade (2016) examined the usage of employee
relations in the context of technological change management. Also sought were efficient
techniques of using technological innovation to improve performance in the Nigerian
manufacturing industry, as well as the most effective means of accomplishing this goal. A set of
questions was created based on the assumptions and then sent to 30 manufacturing companies in
Nigeria. These industries included the beverage and textile industries, as well as the steel,
cement, and chemical industries. There were a total of 1256 questionnaires distributed.

34
According to the data, employee relations do not seem to have a statistically significant
relationship with technical advancement.

Employee performance in the commercial printing industry was researched by Kute and
Upadhyay (2016), who looked at the relationship between technological advancement and
employee performance in the industry. They discovered a significant positive relationship
between the two. According to the conclusions of the study, technology advancements have an
influence on employee performance in a number of ways, including redundancy, employee
turnover, and the level of motivation at work, among others. It was discovered that technological
improvements have had an influence on the capacities and performance of employees in the
commercial printing industry, as shown by the results of this research. It might be good to look at
whether technology advancements have an influence on the performance of university
employees.

Using social media as a tool for vertical and horizontal communication, Chen and Wei (2020)
want to investigate the underlying mechanisms that enable social media to be utilized for
employee productivity enhancement. An online consumer panel database provided by a Chinese
market research organization was used by the authors, and they received a total of 243 valid
replies from this database. A study conducted by Harvard Business School revealed that the use
of social media for vertical communication is positively related with an increase in interaction
amongst leadership members. Employee performance is influenced by the exchange of leaders
among members of a team as well as across teams of leaders in the same organization. Employee
performance at the PT. PLN (Perseri) Distributors of Bali was investigated and assessed by
Probasari, Martini, and Suardika (2016), who conducted research and assessed the influence of
communication and employee involvement in organizations citizenship behavior on employee
performance at the company. The findings of this investigation were published in 2016. As part
of the study, a total of 62 employees were used as samples. According to the results,
communication has a favorable and substantial impact on employee performance, both directly
and indirectly via the mediation effect of corporate citizenship behavior, both directly and
indirectly.

Using a case study approach, researchers Kang and Sung (2017) explored the influence that an
organization's symmetrical internal communication effort has on its employees' perceived
35
success or failure in a romantic relationship. The material in this study was acquired via a survey
of 458 people who work in the sales industry as representatives. It is unmistakably shown in the
data that effective communication management is connected with high levels of employee
engagement. Working in a multicultural team brings a slew of challenges as well as several
potential for disagreement and conflict to arise. Before attempting to improve the effectiveness
of cross-cultural communication, a corporation must first recognize the hurdles that may develop
throughout the course of cross-cultural communication (Delecta 2015). Studies on the influence
of communication on employee performance have shown similar conclusive results;
nevertheless, further research, particularly studies in schools, is necessary. For the purpose of
determining whether or not I agree with the conclusions of the researchers, I want to do my own
research.

2.3.4 Employee Involvement Strategies and Employee Performance

It was determined that employee engagement had a role in the internalization of corporate
biodiversity management, according to an empirical inquiry conducted by (Boiral et al., 2019). It
was decided to do a qualitative study of natural resources companies by conducting semi-
directive interviews with managers, consultants, and subject matter experts in the natural
resources business. The findings of this study reveal that increasing the level of employee
participation is crucial to enhancing biodiversity policy in natural resource firms, which rely
largely on good corporate citizenship behavior toward the environment in order to function
effectively.

By investigating whether and how the involvement of employees in continuous improvement, as

well as their work outcomes, are jeopardized by the intensification of the workplace that results
from the elimination of non-value added activities, Neiroti (2016) made a significant
contribution to the literature on lean production. Employee engagement in continuous
improvement is reduced as a result of job intensification, according to the study's results, but it
also plays a vital role in enabling employees to enjoy increased personal effectiveness, greater
work performance, and higher levels of employee satisfaction.

For the purpose of investigating the effects of employee engagement on lean manufacturing
(LM) as well as the effect of lean manufacturing on production output in the manufacturing

36
sector, Garcia (2017) performed an experiment. As a result of his research, he determined that an
employee's performance is regulated by four linked variables: empowerment, training, contingent
pay, and communication. The information was acquired from 101 ceramic tile firms in the
Valencia region of Spain (representing a 64 percent response rate), and the data were evaluated
using a statistical method known as partial least squares. With the exception of contingent
compensation, all components are statistically significant. An association has been identified
between empowerment trainings, communication, and LM, as well as an association between
LM performance and other factors.

It has been established that collaboration is a critical component of successful involvement in

conflict situations. Smith exemplifies a person who has a wonderful sense of humour in this
situation (2016). Employee engagement, according to Crawford et al (2014), has grown to
become one of the most significant terms in the management sector in recent years as a result of
the emergence of social media. At this time, there hasn't been a systematic review that pulls
together and synthesizes the research on employee engagement that has been published. In light
of the increased attention that engagement has sparked among practitioners, governments and
employers seeking innovative ways to capitalize on high levels of performance should take note.
After conducting all of the experiments stated above, researchers came to a variety of findings.
As a consequence, I want to do my own research to establish who I agree with and who I
disagree with.

2.3.5 Employee Performance

Several authors, citing Karakas (2010), in their study on employee performance, state that
employee performance refers to an individual's work achievement after exerting required effort
on the job, and that it is associated with receiving meaningful work, having an engaged profile,
and being surrounded by compassionate colleagues, among other factors. It is quite likely that
outstanding employee performance will be achieved when a firm has high levels of efficiency
throughout its whole workforce. According to the results of his study, Afshan (2012) defines
employee performance as the accomplishment of preset criteria in terms of accuracy and
completeness over a given length of time over a specific period of time. Employees' efforts in
regard to the attainment of the objectives have resulted in the achievement of the goals (Herbert
et al., 2014). That is to say, when individuals are properly taught and developed, the total
37
performance of the business increases, which in turn results in higher customer satisfaction and
loyalty. Training, career development, promotions, and feedback, according to Mwema et al.
(2014), have been proven in various studies to have an influence on employee satisfaction at
work, either directly or indirectly depending on the circumstances.

2.4 Conceptual Framework of the Research Study

According to Mugenda et al. (2003), the conceptual framework allows the reader to comprehend
the proposed relationship between variables right away. Independent variables at Makini School
include extrinsic variables such as communication and leadership styles; internal variables such
as compensation and timelines; interpersonal relationships; and company policies. Extrinsic
variables such as personal interest, dedication, and employee purpose are also considered
independent variables. A competency framework must take into account the particular culture,
values, core skills, and activities of each firm. Another set of lists could be useful in helping to
clarify early findings and ensuring that all essential areas of expertise have been covered.

38
 Change Communication
Strategy
 Types of Communication
 Respond Timely
 Upward and Downward
Communication Approach

Change Leadership Strategy

 Guiding coalition
 Integrity
 Competence
Employee Performance

 Absenteeism
 Customer satisfaction
Change Technological Strategy  Efficiency in service
delivery
 Instant feedback
 Continuous learning
 Technological
Institutionalization

Employee Involvement Strategy

 Continuous improvement
teams
 Employee problem solving
teams
 Flatter organizational
structures

Independent Variables Dependent Variables

Figure 2. 1Conceptual Framework
Source: Researcher 2021

39
2.4.1 Communication

Communication is the act of transmitting and exchanging information, regardless of whether it is

done vocally, in writing, or via any other medium. In every organization, effective
communication develops trust, enhances productivity, helps to preserve positive working
relationships, and increases employee morale and satisfaction (Kirkpatrick, 2015)

2.4.2 Leadership

Leading people by assisting them in realizing their potential and motivating them to work
together to achieve a shared goal for the future are two of the most crucial parts of being a
successful leader. To keep employees motivated, positive leadership must be encouraged. This
will help to maintain strong employee morale while also improving overall work performance.
Employees make efforts to achieve their personal, team, and corporate goals and objectives
(Abbas and Yaqoob, 2019), as well as those of the company (Abbas and Yaqoob, 2019).

2.4.3 Change Technology Strategy

As defined by the Oxford Dictionary, competence is the capacity to do a job successfully and
efficiently. The ability to define clear norms and objectives for what is expected from them in
terms of both performance and productivity is enhanced when an individual or team has a strong
sense of competence (Chen & Wei, 2020).

2.4.4 Employee Involvement

Employee involvement is defined as the targeted participation of employees in order to assist the
organization in fulfilling its mission and achieving its goals by applying their own ideas,
expertise, and effort to problem solving and decision-making in order to help the organization
fulfill its mission and achieve its goals. Employee participation enhances employee productivity,
devotion to the job, creativity, good working relationships, and overall productivity and
performance. It also helps to reduce staff turnover and absenteeism throughout the workforce
(Garcia, 2017).

2.5 Chapter Summary

Chapter Two (2) comes to an end, and as Chapter Two (2) draws to a close, the chapter summary
will provide insight into the gaps identified in the Empirical Literature in the areas of leadership,
40
communication, feeling of competence, and employee participation, among other things.
Workers' performance declines when leaders introduce new procedures, choose to go it alone, or
fail to provide group leadership, as well as when leaders focus on results rather than values in
their leadership. Moreover, all of these changes are in accordance with research challenges to
leaders, such as a greater focus on collective aspects (Cullen – Lester and Yammarino 2016;
Yammarino et al. 2012), and the practice of leaders in plural (Cullen – Lester and Yammarino
2012). Because leadership is defined as the capacity to influence your team in order to achieve
the organization's vision and goals, the gaps identified were variations in leadership styles that
had a good or bad impact on employee performance, as determined by the study.

The identification of the causes of communication breakdowns in the workplace, as well as the
implementation of the necessary measures to ensure good communication at work, would be
very beneficial to a business organization. The identification of the causes of communication
breakdowns in the workplace, as well as the implementation of the necessary measures to ensure
good communication, will be very beneficial to a business organization. According to a research
published in 2015, Fareed SIDDIQUI (Fareed Siddiqui) believes that communication is crucial
in the workplace, and that a breakdown in communication has an adverse effect on employee
performance. There were other gaps identified, including distrust, a lack of input, a lack of
openness, and a lack of efficient communication channels.

Individuals have shown competence in the task for which they are responsible when they are
able to integrate their responsibilities with the aims and objectives of the company. The results
reveal that there are statistically significant variations between the perceived importance of
cooperation, leadership, vital technical skills, and ethical traits, among other things, and the level
of competence attained, according to the research findings. Kenayathulla, Ahmad, and Idris are
three individuals who have contributed to this undertaking (2019).

According to Keating and Heslin (2015), employee engagement is influenced by a variety of

ways of thinking, including eagerness for growth, a focus on attention, interpersonal contact, and
the perception of failures as setbacks. The differences were exacerbated by a scarcity of
continuous improvement teams, grievance channels, and employee issue resolution teams, as
well as by flatter organizational structures, which were among the contributing factors.
Communication, leadership, employee engagement, and a feeling of competence are all factors
41
that have an influence on employee performance, according to the findings of the study. On the
other hand, the particular mechanism through which change management influences employee
performance is still a mystery to researchers. I was motivated to do my study since there were so
few relevant papers in this topic at the time of my inspiration.

42
 CHAPTER THREE
3.0 RESEARCH METHODOLOGY

3.1 Introduction

The purpose of this chapter is to offer an explanation of the research design and procedures that
were used in the study. In a research study, the method refers to the research design, target
demographic, sample size, and procedure, among other things, as well as data collection
techniques and ethical considerations.

3.2 Research Design

According to Ogula (2005), a research design is a strategy for gathering answers to study
questions while controlling for variation. In the words of Dooley (2007), a research design is the
framework of the study that holds all of the parts of a research project together. Designing
research establishes the essential layout, the approach to be utilized in gathering and evaluating
data, and the manner in which all of this will contribute to answering the study question (Grey,
2014). A descriptive research strategy was utilized in this study, with the goal of accurately and
systematically characterizing a population, situation, or phenomenon under investigation.

3.3 Population of the Study

According to Mugenda and Mugenda (2012), the target population is a real or imagined group of
people, events, vents, or things for whom the researcher wants to generate study results and for
whom the researcher intends to develop study findings. The subjects of our investigation were
the employees of Makini School, which is located off Ngong Road. Line managers, support staff,
head teachers, and teachers were among those who were selected to participate in the research
study. The Sheraton hotel is aiming to employ 250 people in its first year of operation.

43
Table 3. 1Target Population

Staff category Total Population size

Line managers 8

Support staff 100

Head teachers 10

Teachers 132

Total 250

Source: Makini School HR Department, 2020

3.4 Sample and Sampling Technique

3.4.1: Sample Frame

A sample, according to Annum (2015), is a subset of the whole population under investigation.
Employees from all departments of Makini School were included in the sample period.

3.4.2 Sampling Technique

The sample size and total population of the survey were calculated using the procedures used by
Yamane (1967). In order to choose a sample for the research, a stratified random sampling
approach was used to select a group of participants from each department. Stratified random
sampling was deemed to be the most acceptable strategy for guaranteeing that all divisions were
represented in the research, and it was used.

N
n= 2
1+ N (E )

Where;

n= the sample size.

N= Population size

44
e = Acceptable margin error estimated at 0.05.

250
n= 2
1+ 250(0.05 )

n=250/1+0.625

n=250/1.625

n= 154

Table 3. 2Sample Size Distribution

Department Total Population Sample Size

Line managers 8 5

Support staff 100 62

Head teachers 10 6

Teachers 132 81

250 154
Source: Researcher, 2021

3.5 Data Collection

3.5.1 Instrumentation
The majority of the information was acquired by the researcher via the use of standardized
questionnaires that used Likert scales to assess the participants. When the study's target
respondents can be contacted and are ready to participate, they are the most extensively
employed data collecting tool available today, particularly in the case of large studies with many
target respondents. When it comes to saving time and money, questionnaires are well-known for
their effectiveness. While doing so, they encourage the collection of information that may be
readily interpreted. In this study, the questionnaire was divided into two portions, one for each
participant, with the first component serving as a general questionnaire. Responses to the survey
were divided into two sections: the first portion collected demographic information about the

45
participants, and the second section collected information on factors of interest in the research. In
order to ensure that the data collecting methods are followed to the letter, it is vital to consider
the methodology and analytic approach utilized by the researcher. These factors have an
influence on how the data is used and what explanations it may provide (Wright, 2016).

3.5.2 Data Collection Procedures

Following the receipt of an introduction letter from the College, the researcher decided to do data
collection at Makini School on Ngong Road. It was necessary for the researcher to get
permission from the school administration in order to gather data at Makini School. Specifically,
the ordinal measurement scale was used in this investigation. The researcher devised a drop-and-
pick approach to distribute the surveys to those who responded to the questionnaires. In order to
accommodate their already hectic schedules at work, questionnaires were given to them up to
seven days before they were to be collected by the study team. The researcher submitted an
application for study authorization to the National Commission for Science, Technology, and
Innovation (NACOSTI). This information was sought by the researcher so that follow-up could
be done more readily on the phone numbers and email addresses provided by respondents. The
researcher distributed questionnaires to the support personnel, answered questions, and assisted
other respondents who were unable to read or write in their native language due to a learning
disability.

3.6 Validity and Reliability

3.6.1 Validity of Research Instruments

The validity of a scale or set of steps is defined as the degree to which an idea of interest is
correctly represented by the scale or group of steps. It was discovered that college of human
resource management supervisors were experts in the field of research who were tasked with
evaluating the veracity of the data collected throughout the study. In this respect, the
questionnaire was prepared in close conjunction with key members of the institution's leadership
team as well as external experts in the field. In the words of Messick (1989), the validity of a
judgment or action based on test findings is defined as the degree to which empirical evidence
and theoretical rationales support the suitability and appropriateness of the judgment or action.

46
3.6.2 Reliability of Research Instruments
Prior to data collection, 15 certified staff members (Connelly, 2008) piloted questionnaires to
verify that they were accurate (Connelly, 2008). It was decided that they would not be included
in the final research, which comprised volunteers from a number of different university
departments. We looked at things like relevance, knowledge, purpose, clarity, as well as
grammatical and spelling errors in the questions. According to the researcher, the reliability of
the instrument was assessed by evaluating the Cronbach's alpha level of the instrument. The
reliability criteria of 0.7 was met by employing Cronbach's alpha, and the test was carried out
using SPSS to accomplish this goal (SPSS). It was regarded reliable and trustworthy when
Cronbach's alpha values were greater than 0.07.

3.7 Data Analysis and Presentation

The data was coded and entered into SPSS version 21 by the researchers, following which it was
inspected and assessed by the team of experts. Cleaning, coding, and checking for completeness
of both qualitative and quantitative data were done before they were imported into the Statistical
Package for the Social Sciences (SPSS) (SPSS). Those questions that were found to be
incomplete or incorrectly filled were omitted from the survey and were thus not included in the
findings of the analysis. The study team conducted both descriptive and inferential analyses
throughout their investigation. The descriptive data were presented in the form of means and
standard deviations in a series of tables, with the means and standard deviations listed first. An
inferential investigation was conducted in order to establish a relationship between the variables
under consideration. In order to do this, the results of correlation and regression studies were
provided. It was feasible to determine the degree to which the dependent and independent
variables were associated via the use of regression analysis. The Pearson correlation coefficient
was used to determine the strength of the association between two or more variables in this
study. It was decided that the link between the variables under examination would be determined
using chi-square statistics. Differences between estimate parameters were considered statistically
significant when the p-value was less than 0.05.
The following regression model was in the research.
Y= β 0 + β 1 X 1 + β 2 X 2 + β 3 X 3 + β 4 X 4 +ε
Where:

47
Y = Employee Performance
β 0= Constant Term
β 1 , β 2 , β 3 , β 4 = Beta coefficients
X 1 = Communication
X 2 = Leadership
X 3 = Change technology
X 4 = Employee involvement
ε = Error term

3.8 Ethical Considerations of the Research Study

Several members of the College of Human Resource Management's analytical and ethics
committee voiced their perspectives on the idea at a meeting last week. The participants were
needed to sign a consent statement before they could take part in the study, which they did
willingly. Several letters were issued, including one from the College of Human Resource
Management, to ensure that the research was carried out in compliance with ethical standards
and in accordance with the objectives of all necessary authorities. In order to conduct study, the
researcher applied for approval from the National Commission for Science, Technology, and
Innovation (NACOSTI). Participants were guaranteed of their right to remain anonymous, to
retain their privacy, and to take part in the study only if they so chose to. Participants were
identified by the research IDs that were issued to them throughout the trial. We made sure that
the questionnaires were maintained in a secure location. Only the information that was acquired
was utilized for the purposes that were stated in the request.

48
 CHAPTER FOUR
4.0 DATA ANLYSIS, PRESENTATION AND INTERPRETATION

4.1 Introduction

It was the goal of this study to determine the impact of change management practices on the
performance of Makini School employees. The findings of the investigation are reported in this
chapter in accordance with the goals of the study. In chapter two, the results are further analyzed
in light of the empirical literature that has been reviewed. The findings of the response rate and
data reliability tests are presented in the first section of the chapter. Furthermore, the findings of
both descriptive and inferential analyses are reported.

4.2 Response Rate

A total of 154 questionnaires were sent to the personnel of Makini School. This is seen in Table
4.1, which shows the results of the response rate study.

Table 4. 1Response Rate

Questionnaires Frequency Percentage

Returned 131 85.1%

Not returned 23 14.9%

Total 154 100.0

Source: Researcher, 2021

As seen in the data reported in Table 4.1 above, 131 questionnaires (85.1 percent) were filled out
and returned by respondents, while the remaining 23 (14.9 percent) were either left blank or not
returned at all by participants. Those responses reflected an 85.1 percent response rate. Research
assistants followed up with participants on a regular basis, which contributed to the high return
rate. A response rate of more than 50% is deemed satisfactory for a research project (Saunders et
al., 2009).

49
4.3 Pilot Test Results

The researchers ran a reliability test on the study in order to ensure that the questions asked and
the answers provided were accurate. Table 4.2 presents the conclusions of the study.

4.3.1 Reliability Test Results

Initially, a pilot study was carried out to determine the reliability of the data gathering apparatus.
With Cronbach's Alpha (Cronbach, 1951), which measures the internal consistency of a study
measuring instrument, the validity and reliability of the questionnaire were determined, and the
findings are provided in Table 4.2.

Table 4. 2Reliability Test Results

Variable No. of Cronbach’s Alpha Comment

items

Change communication strategy 6 0.846 Reliable

Change Leadership strategies 6 0.801 Reliable

Change Technology Strategies 6 0.761 Reliable

Employee Involvement Strategies 6 0.898 Reliable

Employee performance 6 0.829 Reliable

Source: Researcher, 2021

According to Table 4.2, the measuring device's reliability is high, with all variables scoring
higher than the acceptable Cronbach Alpha reliability threshold of 0.7. It was found that
employee involvement strategies had a 0.898 correlation coefficient, while communication
strategies had a 0.846 correlation coefficient, while change leadership strategies had a 0.801
correlation coefficient, change technology strategies had a 0.761 correlation coefficient, and
change communication strategies had a 0.846 correlation coefficient (0.829). In this research,
since every variable had a coefficient more than 0.7, which is the threshold for assessing
reliability, the overall alpha coefficient was 0.827, indicating that the study instrument was very
trustworthy.

50
4.3.2 Validity Test Results

Before performing the study, the researcher met with line managers and head teachers, as well as
supervisors and any other experts in the field of study, in order to recommend and demonstrate
the validity of the research instrument before proceeding with the study. For the purpose of
determining the validity of the questionnaire's content, the researcher obtained feedback from his
or her project supervisor while analyzing the questionnaire's content validity. According to the
supervisor's recommendation, the actual data collection was completed prior to the real data
collection being started.

4.4 Demographic Analysis

This section provides background information about the respondents, including their educational
and professional backgrounds.

4.4.1 Gender Distribution

As part of their analysis, the researchers were able to determine the gender distribution of the
respondents who had completed the questionnaire.

Table 4. 3Gender distribution

Frequency Percent
Male 87 66.4
Female 44 33.6
Total 131 100.0
Source: Researcher, 2021

According to the statistics shown in Table 4.3, the vast majority of those who answered the
survey questions were men (66.4 percent). A reasonable gender balance was achieved,
demonstrating that Makini School adheres to the government's gender balance policy, which is
commendable. This balance guaranteed that the perspectives of people on both sides of the
gender gap were taken into account in the research.

51
 4.4.2 Designation

The responders at Makini School were asked to identify themselves by their designation. Table
4.4 presents the conclusions of the study.

Table 4. 4 Designation

Frequency Percent
Academic Staff 107 81.7
Non-Academic staff 24 18.3
Total 131 100.0
Source: Researcher, 2021

According to the data in Table 4.4, the majority of respondents (81.7 percent) are members of the
academic staff, with the remaining 13.3 percent being non-academic personnel. According to the
results, both academic and non-academic workers were invited to participate in the survey.

4.4.4 Age Distribution

The age distribution categories of the responses were sorted and are shown in the following
table, which is 4.5.

Table 4. 5Age Distribution

Frequency Percent
20-25 years 15 11.5
26-30 years 30 22.9
31-35 years 27 20.6
36-40 years 34 26.0
Above 41 years 25 19.0
Total 131 100.0
Source: Researcher, 2021

According to the results presented in Table 4.5, 11.5 percent of respondents were between the
ages of 20 and 25 years, 22.9 percent were between the ages of 26 and 30 years, 20.6 percent
were between the ages of 31 and 35 years, 26 percent were between the ages of 36 and 40 years,
and the remaining 19 percent were over the age of 41 years. In other words, the vast majority of

52
Makini School's workers were above the age of 26, indicating that the school has a reasonably
youthful staff. Because they are always engaged and up to date with the latest developments in
the education field, the youthful workforce boosts productivity.

4.4.5 Marital Status

The marital status of the respondents was sort and results presented on table 4.6 below.

Table 4. 6Marital Status

Frequency Percent
Single 30 22.9
Married 94 71.8
Widowed 5 3.8
Divorced 2 1.5
Total 131 100.0
Source: Researcher, 2021

According to the data shown in Table 4.6, the majority of Makini School's faculty and staff are
married (71.8 percent), 22.9 percent are single, 3.8 percent are widowed, and 1.5 percent are
widowed, respectively. Thus, Makini School has a responsible workforce with a solid family
history, as shown by the data.

4.4.6 Education Level

The education level of the respondents was sort and presented in table 4.7

Table 4. 7Education level

Frequency Percent
P1 22 16.8
Diploma 23 17.6
Degree 67 51.1
Postgraduate 8 6.1
Others 11 8.4
Total 131 100.0
Source: Researcher, 2021
53
According to the findings presented in Table 4.7, the majority of respondents (51.1 percent) held
a degree, 16.8 percent held a P1 degree, 17.6 percent held a diploma, 6.1 percent held a
postgraduate degree, and the remaining 8.4 percent held other levels of education, the majority of
which were secondary and primary certificates. This is a strong sign that the respondents came
from a variety of educational backgrounds, and as a result, the study's diversity was strengthened
as they answered to the research questions asked. As a result, respondents who took part in the
study were typically well-informed, and as a result, they were able to comprehend and evaluate
the research questions posed by the study.

4.4.7 Employment Duration

In the following table 4.8, the years of experience gained by the personnel of Makini School are
listed and organized by category.

Table 4. 8Employment duration

Frequency Percent
1-2 years 15 11.5
3-4 years 19 14.5
5-6 years 33 25.2
Above 6 years 64 48.9
Total 131 100.0

Source: Researcher, 2021

According to the survey results shown in Table 4.8, 48.9 percent of the respondents had worked
for more than six years, 25.2 percent had worked for five to six years, 14.5 percent had worked
for three to four years, and 11.5 percent had worked for one to two years. This indicates that the
great majority of respondents had been employed for more than 6 years and so had a tremendous
quantity of information about the company's operations as well as the change management
tactics used by Makini School.

4.4.8 Retainer as an Employee

We sorted the reasons for workers' continued attendance at Makini School, and the findings are
provided in Table 4.9 below.
54
Table 4. 9 Retainer as an Employer

Frequency Percent

Makini is a household name 19 14.5

Competitive salary 11 8.4

Job Security 25 19.1

Favorable working conditions 73 55.7

Others 3 2.3
Total 131 100.0
Source: Researcher, 2021

According to the findings in Table 4.9, the majority of Makini School employees are retained
because of favorable working conditions (55.7 percent), 19.1 percent are employed by the
institution because of job security, 8.4 percent are employed by the institution because of a
competitive salary, and 14.5 percent are employed by the institution because it is a household
name. Consequently, we may infer that good working circumstances are important in employee
retention and productivity, and that firms should concentrate their efforts on providing their
employees with acceptable working conditions in order to achieve optimum output.

4.5 Descriptive Analysis of Study Variables

4.5.1 Change Communication Strategies

The first objective of the study was to establish the effect of change communication strategies on
employee performance at Makini School. The respondents were requested to rate statements
relating to change communication strategies. The results are shown in Table 4.10. The scale used
was as follows: 5-Strongly Agree, 4-Agree, 3-Neutral, 2-Disagree, and 1-Strongly Disagree).

Table 4. 10 Change Communication Strategies

Statements
Mean S. Dev.

55
Makini School has an effective communication policy 2.84 1.463

The communication channels at Makini School need 2.05 1.122

improvement
At Makini school the response is timely 3.01 1.341

Questions and concerns are communicated in a timely 3.52 1.109

manner at Makini School
3.61 1.059
Upward communication is effective at Makini school

3.05 1.262
Downward communication is effective at Makini school

Aggregate score 3.01

Source: Researcher, 2021

According to the results in Table 4.10, the majority of respondents disagreed with the statement
that Makini School has an effective communication policy (M=2.84, SD=1.463); furthermore,
the majority of respondents disagreed with the statement that the communication channels at
Makini School need improvement (M=2.05, SD=1.1122); however, the response is timely at
Makini School (40 percent, M=3.01, SD=1.341); and the majority of respondents disagreed with
the statement that the communication channels at Makin At Makini School, the majority of
respondents agreed to a moderate extent that questions and concerns are communicated in a
timely manner (M=3.53, SD=1.109); at Makini School, the majority of respondents agreed that
upward communication is effective (the mean was 3.61 and the standard deviation was 1.059). In
addition, the respondents reported that downward communication is also successful at Makini
school (M=3.05, SD=1.262) in their responses.

The aggregate mean of 3.01, with a standard deviation of 1.226, suggested that a reasonably
substantial proportion of respondents agreed with the majority of statements about
communication techniques for organizational transformation. This shows that the respondents
believe job change communication method to be a change management technique that has an
impact on employee performance at Makini School, which is consistent with the findings. In line
with the findings of a study conducted by Probasari, Martini, and Suardika (2016), who
investigated and analyzed the effect of communication and employee engagement in

56
organizations citizenship behavior and employee performance at PT. PLN (Perseri) Distributors
of Bali, the findings of this study are consistent. The findings revealed that effective
communication has a favorable and statistically significant impact on employee performance.

4.5.2 Change Leadership Strategies

The second objective of the study was to find out the effect of change leadership strategies on
employee performance in Makini School. The respondents were requested to rate their
agreement or otherwise on statements relating to change leadership strategies. The results are
shown in Table 4.11. The scale used was as follows: 5-Strongly Agree, 4-Agree, 3-Neutral, 2-
Disagree, and 1-Strongly Disagree).

Table 4. 11Change leadership strategies

Statements
Mean S. Dev.
Democratic leadership has enhanced collaboration at 3.28 1.333
Makini school
There is mutual respect due to democratic leadership at 3.47 1.377
Makini school
Makini school is more effective with autocratic 3.40 1.373
leadership
Makini school employees feel that creativity is 3.65 1.259
discouraged by autocratic leadership
Employees at Makini School prefer the bureaucratic 3.66 1.259
leadership style
Bureaucratic leadership takes time on the requisition 3.39 1.390
process and authorization
Aggregate score 3.48
Source: Researcher, 2021

In agreement with the statement that democratic leadership has strengthened cooperation at
Makini School and that there is mutual respect as a result of democratic leadership at Makini
School, the majority of respondents (mean=3.28 and standard deviation=1.333) agreed with the

57
statement that democratic leadership has strengthened cooperation at Makini School and that
there is mutual respect as a result of democratic leadership at Makini School (mean=3.47 and
standard deviation=1.377). The respondents stated that Makini School is more effective under
authoritarian leadership (mean=3.40, standard deviation=1.373), which was a fairly favorable
response. The majority of Makini school workers (M=3.65, SD=1.259) felt that authoritarian
leadership has a negative impact on their capacity to be innovative in their work. In this study, it
was discovered that the bureaucratic leadership style is favored by the great majority of Makini
employees (M = 3.66, SD=1.259). Finally, the majority of Makini School employees said that
bureaucratic leadership takes a long time throughout the request procedure and permission
process; the mean and standard deviation were 3.39 hours and 1.390 hours, respectively, for the
request procedure and permission.

With an average of 3.48 responses and a standard deviation of 1.332, it can be concluded that the
great majority of people who participated agreed with the statements made regarding change
leadership tactics. This suggests that the respondents are aware of the importance of change
leadership as a method for change management in their businesses, as shown by their responses.
As reported by the study respondents, among other things, the most significant characteristics of
a leader are motivation, management, inspiration, remuneration and analytical ability (among
other characteristics). It was found that change leadership techniques had an influence on
employee performance, which was consistent with the results of Abasilim et al. (2017) and
Abasilim, Gberevbie, and Obisanjo (2017), who came to the conclusion that change leadership
methods had an impact on employee performance.

4.5.3 Change technology strategies

The third objective of the study was to find out the effect of change technology strategies on
employee performance in Makini School. The respondents were requested to rate their
agreement or otherwise on statements relating to change technology strategies. The results are
presented in table 4.12. The scale used was as follows: 5-Strongly Agree, 4-Agree, 3-Neutral, 2-
Disagree, and 1-Strongly Disagree).

Table 4. 12Change Technology Strategies

Statements
58
 Mean Std. Dev.
Makini school IT programs provide a great feedback 2.75 1.262
mechanism
The IT feedback at Makini school is specific and detailed 2.82 1.187
Makini school's continuous feedback culture is effective 2.89 1.145
The continuous learning portal at Makini school is user 2.26 .847
friendly
The technological institutionalization at Makini school has 2.28 1.007
enhanced employee performance
The technological institutionalization at Makini school is 2.36 1.078
timely
Aggregate score 2.56
Source: Researcher, 2021

According to the findings in Table 4.12, the majority of respondents (mean of 2.75 and standard
deviation of 1.262) disagreed with the assertion that Makini school IT programs provide a great
feedback mechanism. The staff also disagreed with the statement that the IT feedback at Makini
school is specific and detailed (M=2.82, SD=1.187), implying that the IT feedback at the
institution is also not specific and detailed as well. The majority of respondents (M=2.89,
SD=1.145) disagreed with the assertion that Makini school's continuous feedback culture is
effective; as a result, we infer that the institution's continuous feedback culture is unsuccessful.
The respondents did not agree with the statement that the continuous learning portal at Makini
school is user friendly (M=2.26, SD=.847), implying that the continuous learning portal at the
institution is not user friendly and that the management should improve the portal in order to
improve staff productivity. The majority of respondents (M=2.28, SD=1.007) did not believe that
the technology institutionalization at Makini school had improved staff performance. Given that
the majority of respondents did not believe that the technological institutionalization at Makini
school was timely (M=2.36, SD=1.078), we may infer that the institution's technological
institutionalization is not timely and requires improvement.

In this survey, the aggregate mean was 2.58, and the standard deviation was 1.088, indicating
that the vast majority of respondents disagreed with the vast majority of assertions about change

59
technology methods. According to the findings, Makini School has not adopted many of the
change technology methods that are necessary to increase staff performance, indicating that
technological tactics within the institution should be enhanced in order to improve performance.
According to Abbas, Muzaffar, Mahmood, Ramzan & Rizvi (2014), an empirical research was
conducted to assess the impact of information technology on the performance of Allied Bank
workers working in Pakistan. It has been shown that technological advancements significantly
increase staff productivity while also saving time. It has a significant impact on the burden of
workers and helps to maintain control over errors and fraud. Because of the convenience of
accessing information and the simplicity of usage, bank workers can provide high-quality
service.

4.5.4 Employee Involvement strategies

The fourth objective of the study was to find out the effect of employee involvement strategies
on employee performance in Makini School. The respondents were requested to rate their
agreement or otherwise on statements relating to employee involvement strategies. The results
are shown in table 4.13. The scale used was as follows: 5-Strongly Agree, 4-Agree, 3-Neutral, 2-
Disagree, and 1-Strongly Disagree).

60
Table 4. 13Employee Involvement Strategies

Statements
Mean Std. Dev.
Continuous improvement employee teams are 3.12 1.128
effectively managed at Makini school
Makini school is successful because of employee 2.29 1.261
involvement
Makini school has competent employee solving skills 2.36 1.184
Employees problem solving is paramount at Makini 2.66 1.240
school
Flatter organization structure at Makini school 2.69 1.091
enhances effectiveness
Decision making at Makini School is credited to a 2.96 1.139
flatter organization structure
Aggregate score 2.68
Source: Researcher, 2021

Table 4.13 shows that respondents agreed to a modest level that continuous development of staff
teams is successfully handled at Makini school, based on the findings of the survey (the mean
was 3.12 and the standard deviation was 1.128). The majority of respondents disagreed with the
assertion that Makini School is successful as a result of staff participation; the mean and standard
deviation of the responses were 2.29 and 1.261, respectively. The fact that the majority of
respondents disagreed with the assertion that Makini School has competent employee solution
skills means that the institution does not have competent employee solving skills and that it
should be adopted in order to achieve optimal performance. According to the survey results, the
majority of respondents (M=2.66, SD=1.240) disagreed with the assertion that staff problem
solving is crucial at Makini school. At Makini school, a flatter organizational structure did not
result in increased effectiveness (M=2.69, SD=1.091). Lastly, the assertion that Makini School's
decision-making is attributed to a flatter organizational structure was met with widespread
disapproval (M=2.96, SD=1.139) by a large majority of respondents.

61
The aggregate mean of 2.68, with a standard deviation of 1.174, revealed that the vast majority
of respondents disagreed with the vast majority of claims on employee engagement initiatives.
This shows that the respondents did not, and as a result, employee performance has suffered as
result. This study confirms the findings of Kute and Upadhyay (2016), who investigated the
relationship between technological changes and their impact on employee performance in the
commercial printing industry. Kute and Upadhyay (2016) found that change technology
strategies have an impact on employee performance. According to the findings of the research,
technological developments have an impact on employee performance in a variety of ways,
including redundancy, employee turnover, and the degree of motivation at work.

4.5.5 Employee performance

The fourth objective of the study was to find out the effect of employee performance in Makini
School. The respondents were requested to rate their agreement or otherwise on statements
relating to employee performance. The results are presented in table 4.14. The scale used was as
follows: 5-Strongly Agree, 4-Agree, 3-Neutral, 2-Disagree, and 1-Strongly Disagree).

Table 4. 14Employee Performance

Statements Mean Std. Dev

Makini school has improved its efficiency in operation through 2.84 1.785
adapting to change
3.51 1.324
There has been great improvement in the hiring and recruitment
processes due to adaptation to technological change at Makini school

Over the years, Makini school has seen a reduction in its operational 3.27 1.127
costs
The organization has been able to align individual employees 3.58 1.340
objectives with the organizations objectives
Makini School is among the institutions registering greater customer 3.56 1.443
satisfaction due to its improved services
Due to greater feedback mechanisms, there have been increased 3.60 1.347
employee performance at Makini school
Aggregate score 3.39
62
Source: Researcher, 2021

Observing the statistics shown in Table 4.14 above, it can be concluded that Makini School has
not increased its operational efficiency by adjusting to change (M=2.84, SD=1.785). Makin
School's operational efficiency has not improved as a result of the earlier conclusions that the
school has not adopted efficient technology methods and has failed to implement acceptable staff
participation techniques. Makini School's employment and recruiting procedures have seen a
significant improvement as a result of the school's adaptation to technological change, according
to the survey respondents (M=3.51, SD=1.324), who agreed to a modest extent. The mean of the
responses was 3.27, and the standard deviation was 1.127, indicating that the majority of
respondents agreed to a limited degree that Makini School had witnessed a drop in its operating
expenditures over the years. This means that the decrease in operating expenses has been
negligible over the course of the last many years. According to the results, the majority of
respondents believe that the organization has been successful in aligning individual workers'
goals with the company's aims to a modest amount; the mean was 3.58 and the standard
deviation was 1.340, respectively. The majority of respondents (M=3.56, SD=1.443) agreed that
Makini School is one of the institutions that is experiencing increased customer satisfaction as a
result of its better services. Employee performance at Makini school has improved as a result of
more effective feedback systems (M=3.60, SD=1.347). The aggregate mean of 3.39, with a
standard deviation of 1.394, demonstrated that the majority of respondents agreed with
comments about the performance of their employees.

4.6 Inferential analysis

4.6.1 Correlation

The study used inferential statistics where correlation analysis, multiple regression analysis and
Analysis of variance was determined to ascertain the relationship between change management
strategies on employee performance at Makini School. The results are presented in table 4.15.

Table 4. 15Correlation analysis

63
 Change Change Change Employee Employee
communicati leadership technology involvement performance
on strategy strategy strategy strategy
Change Pearson 1
communication Correlation
strategy Sig. (2-tailed)
Change Pearson -.144 1
leadership Correlation
strategy Sig. (2-tailed) .188
Change Pearson .141 -.161 1
technology Correlation
strategy Sig. (2-tailed) .198 .142
Employee Pearson .414** -.134 .659** 1
involvement Correlation
strategy Sig. (2-tailed) .000 .221 .000
Pearson .302** .513** .455** .359** 1
Employee
Correlation
performance
Sig. (2-tailed) .001 .004 .000 .003
N 131 131 131 131 131
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Researcher, 2021

The correlation statistics for the dependent and independent variables are shown in the preceding
table, which is 4.15. According to the findings in the table, there is a positive association (0.302)
between change communication method and organizational performance. Lind and Van (2014)
performed an investigation on the relationship between change communication and employee
performance. The outcomes of the research demonstrated that effective communication
minimizes employee uncertainty while simultaneously increasing positive employee behavior.

The link between change leadership approach and employee performance was found to be
favorable (r = 0.513) in this study. Several researchers have examined the relationship between
change leadership and employee performance. Abasilim, Gberevbie, and Obisanjo (2017) found
that there is a statistically significant medium positive relationship between leadership style and
employee performance, whereas transactional leadership styles show an insignificant small
negative relationship with employee commitment. As a result, the research indicates that when

64
certain demographic variables such as gender, age, and marital status are taken into
consideration, the best possible employee performance is more likely to be obtained.

There was a significant positive association (0.455) between change technology strategy and
employee performance in this study. According to Abbas, Muzaffar, Mahmood, Ramzan & Rizvi
(2014), an empirical research was conducted to assess the impact of information technology on
the performance of Allied Bank workers working in Pakistan. The information was acquired via
a series of unstructured conversations. It has been shown that technological advancements
significantly increase staff productivity while also saving time. It has a significant impact on the
burden of workers and helps to maintain control over errors and fraud.

Between employee participation strategy and employee performance, a favorable association (r =

0.359) was shown to exist. Neiroti (2016) made a significant contribution to the literature on lean
production by investigating whether and how the involvement of employees in continuous
improvement, as well as their work outcomes, are jeopardized by the intensification of the
workplace that results from the elimination of non-value added activities. According to the
findings of the study, job intensification reduces workers' participation in continuous
improvement while also playing a critical role in allowing employees to experience improved
personal efficacy, better work performance, and higher employee satisfaction levels .

4.6.2 Regression Analysis

The purpose of the regression analysis was to establish the significance of the connection
between the dependent variable and all of the independent variables in this study. An effort was
made to determine how the independent factors impacted the dependent variable collectively,
and to what degree each independent variable affected the dependent variable when the
independent variables were considered in a group setting. The findings were presented in the
model summary, which can be seen in the table 4.16..

Table 4. 16Model Summary

R R Square Adjusted R Square Std. Error of the Estimate

.862a .695 .571 .34305
Research Data (2021)

65
As shown in Table 4.16, the findings suggest that there was a significant and positive link
between the dependent and independent variables, as shown by the R value of 0.862. The R
square at Makini School was 0.695, indicating that the independent variables were responsible
for 69.5 percent of the differences in employee performance. Because of this, additional change
management tactics that were not examined in this research had an impact on 30.5 percent of
employee performance. As a result, further study should be carried out in order to discover the
remaining 30.5 percent.

Cross (2019) conducted a research on the impact of change management on the performance of
enterprises in Nigeria, which was published in the Journal of Business Research. According to
the findings of the research, change is unavoidable, and managers all over the globe are
responding to shifting market circumstances while also confronting the need to develop a
proactive rather than a reactive management system to ensure long-term success. Ignoring or
downplaying a shifting trend may be very expensive, which is why change management teaches
managers how to stay one step ahead of their competitors and protects the long-term
sustainability of their organizations.

4.6.3 Analysis of Variance (ANOVA)

The study used Analysis of Variance (ANOVA) to check how well the model fits the data and
the results were presented in table 4.17

Table 4. 17 ANOVA

Model Sum of Squares df Mean Square F Sig.

Regression 11.142 4 2.785 52.568 .004b

1 Residual 86.786 126 0.085
Total 97.928 130
a. Dependent Variable: Employee performance
b. Predictors: (Constant), Employee involvement, Change leadership, Change communication,
Chang technology
Source: Researcher, 2021

Based on the data in Table 4.17 above, the researchers determined that the regression model was
statistically significant (P=0.004<0.05). In this case, the significance value indicated that the data
66
 was statistically significant for drawing the conclusion that employee performance at Makini
School was impacted by change communication strategy, change leadership strategy, change
technology strategy, and employee engagement strategy. An investigation into the impacts of
change management in an organization, specifically a case study of the National University of
Rwanda (NUR), was conducted by Kamugisha (2015) in order to determine the consequences of
change management at the National University of Rwanda. According to the findings of this
research, there have been changes in the administration of faculties. Also changing are the
criteria for and performance of the employees, with administrative personnel being required to
have at least a bachelor's degree in the field of their employment, regardless of the position they
hold. It was discovered that these adjustments had an impact on the organization's human
resources in terms of downsizing, outsourcing, and hiring additional employees to fill certain
new positions. At terms of increased internet bandwidth in the university, technological
advancements have had a considerable influence on the operations of the institution, both in the
academic and administrative sectors.

4.6.4 Regression Coefficient

Table 4. 18 Regression coefficients

Unstandardized Coefficients Standardized t Sig.

Coefficients
B Std. Error Beta
(Constant) 2.694 .752 3.585 .001
.228 .148 .222 .187 .006
Change communication

Change leadership .353 .130 .291 2.707 .000

Change technology .174 .187 .157 .395 .004
.395 .202 .273 .472 .010
Employee involvement

a. Dependent Variable: Employee performance

Source: Researcher, 2021

Because the constant value in the model is statistically significant (p=0.0010.05), we employ the
unstandardized beta coefficients in the model shown in Table 4.18 above.

67
Table 4.18 shows the results of a regression of coefficients, which suggests that change
communication had a positive and statistically significant influence on employee performance
(β1= 0.228, p =.006<0.05). This suggests that a change in communication techniques would
result in an increase in employee performance of 0.228 units as a consequence of the unit
change. This suggests that effective change communication tactics have a considerable positive
impact on employee performance. Rouse (2016) conducted a meta-analysis on the influence of
change communication on employee performance, which found that it had a positive effect.
There is a beneficial association between the communication of leaders and the performance of
their employees. In the research, it was shown that workers and supervisors who have inadequate
communication and relationships create an atmosphere that diminishes personal commitment,
therefore hindering employee performance and, consequently, organizational transformation and
progress.

Additionally, the findings reveal that change leadership had a favorable and statistically
significant impact on employee performance (β2 = 0.130, P =.000<0.05). The improvement in
employee performance by 0.130 units for every additional unit of change leadership is equivalent
to a one-unit increase in change leadership. This suggests that change leadership has a major
impact on the success of an organization. According to Abbas and Yaqoob (2019), an
investigation of the impact of leadership development on employee performance in Pakistan was
conducted. In this research, five components of leadership development were taken into
consideration, namely: coaching; training and development; empowerment; participation; and
delegating. Using this combination, researchers discovered that employee performance was 50
percent impacted by the characteristics considered.

Furthermore, the data indicate that change technology techniques had a favorable and
statistically significant impact on employee performance (β3 = 0.174, P =.004<0.05), which is
consistent with previous research. This suggests that a unit increase in change technology
strategies would result in an increase in employee performance of 0.174 units for every unit
increase in change technology strategies. This suggests that change technology tactics have a
major impact on the performance of the employees in question. Kute and Upadhyay (2016)
investigated the link between technical progress and its influence on employee performance in
the commercial printing business. They found a positive association between the two. According
68
to the findings of the research, technological developments have an impact on employee
performance in a variety of ways, including redundancy, employee turnover, and the degree of
motivation at work. Technology advancements have had an impact on the abilities and
performance of personnel in the commercial printing business, according to the findings of the
study.

At the end of the study, the findings revealed that employee participation techniques had a
favorable and statistically significant impact on employee performance (β4 = 0.395, p =.0010).
This suggests that an increase of one unit in employee participation techniques would result in an
increase of 0.395 units in employee performance. This suggests that initiatives for employee
participation have a major impact on staff performance.

Garcia (2017) conducted an experiment to empirically examine the influence of employee

participation on lean manufacturing (LM) and the effect of (LM) on production output in the
manufacturing industry. He discovered that the operation of an employee is controlled by four
interconnected variables: empowerment, training, contingent compensation, and communication.
The information was gathered from 101 ceramic tile factories (representing a 64 percent
response rate) in the Valencia area of Spain, and the results were analyzed using a statistical
approach known as partial least squares. Except for contingent pay, all components are relevant;
particularly, a link was discovered between empowerment trainings, communication, and LM,
and between LM performance and LM performance.

Furthermore, we can use the values under the standardized Coefficients column to present the
regression equation as:

Y = 2.694+ 0.228X1 + 0.353X2+ 0.174X3 + 0.395X4 + e

Where;
Y = Employee performance
X1= Change communication strategies
X2 = Change leadership strategies
X3= Change technology strategies
X4= Employee involvement strategies
e = error term
69
 CHAPTER FIVE

5.0 DISCUSSION OF FINDINGS, CONCLUSION, AND RECOMMENDATIONS

5.1 Introduction

It is the purpose of this chapter to examine the results, conclusions, and recommendations of the
research in detail. First and foremost, a synopsis of the full investigation is offered. Discussions
on the degree to which change management practices have an impact on employee performance
come immediately after this. Change communication, change leadership, change technology, and
employee participation are some of the change management tactics that have been considered.
The findings and suggestions are provided in the same sequence as the rest of the document.

5.2 Discussion of the Study Findings

In this study, the researchers sought to determine the impact of change management practices on
the performance of employees at Makini School. Among the objectives of the study at Makini
School were the following: the effect of change communication on employee performance, the
effect of change leadership on employee performance, the effect of change technology on
employee performance, and the effect of employee involvement on employee performance. The
survey included 85 Makini School personnel from a variety of various staff categories, including
line managers, support staff, head teachers, and instructors. The sample approach that was used
was stratified random sampling, as explained above. Each of the chosen workers was given a
questionnaire to complete in order to gather data. It was decided to use the drop and pick
approach to distribute the surveys. Everything was completed and returned to the researcher,
including all of the questions. The information gathered was examined with the help of the SPSS
program. The findings were presented in the form of tables and figures, and they were suitably
explained. The research concluded that change management techniques had a significant impact
on employee performance because the majority of respondents felt that the change management
tactics used in the study had a significant impact on employee performance.

70
5.2.1 Change Communication Strategies on Employee Performance

Employee performance was positively and statistically significantly affected by change

communication. Rather than having an ineffective communication policy, it has been revealed
that Makini School has great communication channels that do not need development. At Makini
School, there is prompt response to questions and concerns, and questions and concerns are
expressed in a timely way. Employee performance may be influenced by both upward and
downward communication, according to the findings. In line with the findings of a study
conducted by Probasari, Martini, and Suardika (2016), who investigated and analyzed the effect
of communication and employee engagement in organizations citizenship behavior and
employee performance at PT. PLN (Perseri) Distributors of Bali, the findings of this study are
consistent. The findings revealed that effective communication has a favorable and statistically
significant impact on employee performance.

5.2.2 Change Leadership Strategies on Employee Performance

Because of the democratic leadership style used at Makini School, it has been seen that
cooperation has increased, and there is mutual respect among students and faculty members. It is
true that autocratic leadership is more productive at Makini School; nonetheless, the workers
believe that autocratic leadership hampers innovation. Several Makini workers expressed a
preference for bureaucratic leadership styles, and it was noticed that bureaucratic leadership
requires more time throughout the procurement and authorisation processes. The most important
qualities of leadership include motivation, management, inspiration, compensation, and
analytical abilities, among others. The findings were in line with those of Abasilim, Gberevbie,
and Obisanjo (2017), who came to the conclusion that change leadership methods had an impact
on employees' performance. Using data from Pakistan, Abbas and Yaqoob (2019) investigated
the impact of leadership development on employee performance in the country. In this research,
five components of leadership development were taken into consideration, namely: coaching;
training and development; empowerment; participation; and delegating. Employee performance
was shown to be impacted by the combined effect of these elements, according to the findings of
the research.

71
5.2.3 Change Technology Strategies on Employee Performance

Employee performance is shown to be positively and statistically significant when change

technology initiatives are used, according to the research. The IT programs at Makini School do
not provide a good feedback mechanism, and the IT feedback at the institution is not specific and
detailed. Additionally, the continuous feedback culture at Makini School is not effective, and the
continuous learning portal at Makini School is not user friendly, which needs to be improved by
the management in order to improve staff performance. Technological institutionalization at
Makini School has not improved employee performance, and it is not timely. According to
Abbas, Muzaffar, Mahmood, Ramzan & Rizvi (2014), an empirical research was conducted to
assess the impact of information technology on the performance of Allied Bank workers working
in Pakistan. The information was acquired via a series of unstructured conversations. It has been
shown that technological advancements significantly increase staff productivity while also
saving time. It has a significant impact on the burden of workers and helps to maintain control
over errors and fraud. Having quick access to information and making it simple to use allows
bank workers to provide superior service. According to the findings of the research, firms that
adopt new technology should ensure that their staff get enough training in order to improve their
overall performance.

5.2.4 Employee Involvement Strategies

Engagement tactics for employees have a positive and statistically significant impact on
employee performance. In the investigation, it was determined that although continuous
development of employee teams is successfully handled at Makini School, the school does not
have competent employee problem-solving abilities. It was discovered that at Makini School,
workers' issue solving is not prioritized, a flatter organizational structure does not increase
effectiveness, and a flatter organizational structure is not attributed with improving decision
making at Makini School. As a result, it is consistent with the findings of a research done by
Kute and Upadhyay (2016), who investigated how technological development affects the
productivity of employees in the commercial printing business. According to the findings of the
research, technological developments have an impact on employee performance in a variety of
ways, including redundancy, employee turnover, and the degree of motivation at work. Neiroti
(2016) made a significant contribution to the literature on lean production by investigating
72
whether and how the involvement of employees in continuous improvement, as well as their
work outcomes, are jeopardized by the intensification of the workplace that results from the
elimination of non-value added activities. According to the findings of the study, job
intensification reduces workers' participation in continuous improvement while also playing a
critical role in allowing employees to experience improved personal efficacy, better work
performance, and higher employee satisfaction levels.

5.3 Conclusion of the Research Study

According to the facts presented in Chapter Four, there is adequate evidence for the research to
draw conclusions on the subject matter.

Following the results of objective one, the researchers came to the conclusion that change
communication had a positive and statistically significant impact on staff productivity. Despite
the fact that Makini School lacks an efficient communication policy, the school does have great
communication channels that do not need modification. At Makini School, there is prompt
response to inquiries and concerns are expressed in a timely way as well as at other institutions.
Employee performance may be influenced both upward and negatively via good communication.

Based on the results for goal two, it can be inferred that democratic leadership has increased
cooperation at Makini School, and that there is mutual respect among students as a result of the
leadership style used. With autocratic leadership, Makini School becomes more successful;
nevertheless, autocratic leadership limits originality. Makini workers favor a bureaucratic
leadership style over a more democratic one. The requisition procedure and authorizing
authorization are both time-consuming tasks for bureaucratic leadership. One of the most
important characteristics of leadership that was discovered was motivation. Other aspects were
management, inspiration, compensation, and analytical abilities.

Following the findings of goal three, the researchers came to the conclusion that change
technology techniques have a positive and statistically significant impact on employee
performance. Makini School's information technology programs do not provide a good feedback
mechanism, and the IT feedback at the institution is not specific and detailed. Makini School's
continuous feedback culture is also ineffective, and the continuous learning portal at the school

73
needs to be improved by management in order to improve staff performance. Technological
institutionalization at Makini School has not improved employee performance, and it is not done
in a timely manner.

Following the findings of goal four, the researchers came to the conclusion that employee
participation initiatives have a positive and statistically significant impact on employee
performance. Employee teams at Makini School are handled successfully in terms of continuous
development; nonetheless, the school does not have competent employee problem resolution
abilities. Employees' issue solving is not prioritized at Makini School, and a flatter organizational
structure does not improve the efficacy of the school's decision making. A flatter organizational
structure is also not attributed at Makini School for its decision making.

5.4 Recommendations of the Research Study

The study recommendations are in line with the study variables, findings and conclusions of the
study.

5.4.1 Change Communication Strategies on Employee Performance

Taking into consideration the study's findings and conclusion, it is recommended that Makini
School develop an effective communication policy, as this will result in increased productivity,
higher levels of trust and commitment among employees, increased employee engagement and
higher levels of creativity, greater employee job satisfaction and morale, and better workplace
relationships.

5.4.2 Change Leadership Strategies on Employee Performance

Makini School should place an emphasis on democratic leadership since it fosters cooperation
inside the organization; the leadership style also encourages mutual respect. Because it has been
noticed that autocratic leadership inhibits innovation, further study should be performed to
determine the advantages and disadvantages of autocratic leadership in an institution. In order for
the institution to succeed, it must include the main characteristics of leadership recognized, such
as motivation, management, inspiration, reward, and analytical abilities into its operations.

74
5.4.3 Change Technology Strategies on Employee Performance

It is advised that Makini School construct an information technology program that includes an
excellent feedback mechanism; the information technology system should be particular and
precise. The institution should establish a culture of continual feedback that is both effective and
efficient. It is recommended that Makini School build a user-friendly continuous learning
platform in order to increase staff performance.

5.2.4 Employee Involvement Strategies

Makini School should build competent employee problem-solving abilities, and the institution
should place a high priority on issue solving among its workers. Makini School should create a
flatter organizational structure that improves the efficacy and decision-making of its faculty and
staff.

5.5 Implication of the Research Study on Human Resource Practice

Makini School's Human Resource Management will benefit from the results since they will help
them discover effective organizational change management techniques that will result in
improved employee performance. The Human Resource Management at Makini School will also
be able to determine whether or not workers are inspired by the different organizational change
management techniques that have been used by the company and make suitable modifications to
ensure optimal employee productivity.

5.6 Recommendation for Further Research

Because the organizational change management strategies at Makini School had a positive
impact on 69.5 percent of changes in employee performance, it is likely that there are additional
organizational change management strategies that were not included in the study but have an
impact on 30.5 percent of employee performance. As a result, further study should be undertaken
in order to discover the remaining 30.5 percent of change management solutions.

75
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 APPENDIX 1: RESEARCH LETTER

8th Nov. 2021.

To the Education Director,

Makini School,
P.O.Box 21784 - 00505,
Nairobi.

Dear Madam Angelica,

RE: A HUMBLE REQUEST TO CARRY OUT A RESEARCH STUDY AT MAKINI

SCHOOL

I write to humbly request for your kind consideration with regards to the above stated. I am a
student at that the College of Human Resource Management taking up a professional course on
Certified Human Resource Management Profession (CHRP). I herein request to carry out a
research study on the effect of change management strategies on employee performance at
Makini Schools.

The aim of the research study is to establish the effects of change management. The significance
of the study will be that Makini School be able to verify information and learn and understand
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more about from their own staff. The

The research study seeks to use self – made questionnaires issued to 50 employees across the
departments. The information will be upheld with confidentiality and the rights of the
respondents will not be violated.

I would greatly appreciate your consent to my above request.

Yours sincerely,

Esther MaragaOndiek
Admission Number: CHRP 00696

Permission Granted
Permission Not Granted
Name:………………………………………………. Title:………………………
Signature:………………………………………….. Date:…………………….....

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APPENDIX 1I: RESEARCH PERMIT

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THE SCIENCE, TECHNOLOGY AND INNOVATION ACT, 2013

The Grant of Research Licenses is Guided by the Science, Technology and Innovation (Research Licensing) Regulations, 2014

CONDITIONS

1. The License is valid for the proposed research, location and specified period
2. The License any rights thereunder are non-transferable
3. The Licensee shall inform the relevant County Director of Education, County Commissioner and County Governor
Before commencement of the research
4. Excavation, filming and collection of specimens are subject to further necessary clearence from relevant
Government Agencies
5. The License does not give authority to tranfer research materials
6. NACOSTI may monitor and evaluate the licensed research project
7. The Licensee shall submit one hard copy and upload a soft copy of their final report (thesis) within one year
of completion of the research
8. NACOSTI reserves the right to modify the conditions of the License including cancellation without prior notice

National Commission for Science, Technology and Innovation

off Waiyaki Way, Upper Kabete,
P. O. Box 30623, 00100 Nairobi, KENYA
Land line: 020 4007000, 020 2241349, 020 3310571, 020 8001077
Mobile: 0713 788 787 / 0735 404 245
E-mail: [email protected] / [email protected]
Website: www.nacosti.go.ke

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 APPENDIX III: QUESTIONNAIRE

(To be filled by respondent)

The specific objective of this research study is to determine the impact of change management
strategies on employee performance at Makini School, Off Ngong Road, Nairobi. The study will
be keen to concentrate on Line managers, Support Staff, Head teachers and Teachers at Makini
School. The self-administered questionnaire has been developed with a code to enable the
researcher to analyze and summarize the results survey. Kindly fill it appropriately

SECTION A: BACKGROUND INFORMATION ABOUT EMPLOYEES

(Tick the right option or fill the right answer in the spaces provided)

1. Gender
(a) Male □ (b) Female □

2. Are you an Academic Staff or Non – Academic Staff?

(a) Academic Staff □ (b). Non – Academic Staff □

3. What is your age range? (Please tick under only one of them

 20-25 years □
 26-30 years □
 31-35 years □
 36-40 years □
 Above 41 years□
4. Marital status (Please tick only one of them)

 Single □

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  Married □
 Widowed □
 Divorced □
5. What is your highest education level attained (Please tick only one of them)

 P1
 Diploma □
 Degree □
 Postgraduate □
 Others (Please Specify) □

6. How long have you been employed at Makini School?

(a) Less than a year □ (b) 1-2 years □ (c) 3-4 years □ (d) 5-6 years □ (e) Above six years □

7. Monthly income
<50,000 □
>50,000 □
>100,000 □
9. What is your retainer as an employee at Makini School?
 Makini is a household name
 Competitive Salary
 Job Security
 Favorable Working Conditions
 Other (please specify)

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SECTION A: CHANGE COMMUNICATION STRATEGIES

1. Below are questions wherein you shall be required to indicate (by ticking) the extent to
which you agree, using the following scale: (SA for Strongly Agree, A for Agree, U for,
Undecided, D for Disagree and SD for Strongly Disagree).

Statements Responses

Makini School has an effective Communication Policy. SA A U D SD

The communication channels at Makini School need

improvement

At Makini School the response is timely.

Questions and concerns are communicated in a timely

manner at Makini School.

Upward communication is effective at Makini School.

Downward communication is effective at Makini School.

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SECTION B: CHANGE LEADERSHIP STRATEGIES

2. Below are questions wherein you shall be required to indicate (by ticking) the extent to
which you agree, using the following scale: (SA for Strongly Agree, A for Agree, U for,
Undecided, D for Disagree and SD for Strongly Disagree).

Statements Responses

Democratic leadership has enhanced collaboration at SA A U D SD

Makini School.

There is mutual respect due to democratic leadership at

Makini School.

Makini School is more effective with autocratic

leadership.

Makini School employees feel that creativity is

discouraged by autocratic leadership.

Employees at Makini School prefer the bureaucratic

leadership style.

Bureaucratic leadership takes time on the requisition

process and authorization.

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SECTION C: CHANGE TECHNOLOGY STRATEGIES

3. Below are questions wherein you shall be required to indicate (by ticking) the extent to
which you agree, using the following scale: (SA for Strongly Agree, A for Agree, U for,
Undecided, D for Disagree and SD for Strongly Disagree).

Statements Responses

Makini School IT programs provide a great feedback SA A U D SD

mechanism.

The IT feedback at Makini School is specific and

detailed.

Makini School’s continuous feedback culture is effective.

The continuous learning portal at Makini School is user

friendly.

The technological institutionalization at Makini School

has enhanced employee performance.

The technological institutionalization at Makini School

was timely.

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SECTION D: EMPLOYEE INVOLVEMENT STRATEGIES

4. Below are questions wherein you shall be required to indicate (by ticking) the extent to
which you agree, using the following scale: (SA for Strongly Agree, A for Agree, U for,
Undecided, D for Disagree and SD for Strongly Disagree).

Statements Responses

Continuous improvement employee teams are effectively SA A U D SD

managed at Makini School.

Makini School is successful because of employee

involvement.

Makini School has competent employee solving skills.

Employees problem solving is paramount at Makini

School.

Flatter organization structure at Makini School enhances

effectiveness.

Decision making at Makini School is credited to a flatter

organizational structure.

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SECTION D: EMPLOYEE PERFORMANCE

1. Below are questions wherein you shall be required to indicate (by ticking) the extent to
which you agree, using the following scale: (SA for Strongly Agree, A for Agree, U for,
Undecided, D for Disagree and SD for Strongly Disagree).

Statements Responses

SD D U A SA

Makini school has improved its efficiency in operation

through adapting to change

There has been great improvement in the hiring and

recruitment processes due to adaptation to technological

change at Makini school

Over the years, Makini school has seen a reduction in its

operational costs

The organization has been able to align individual employees

objectives with the organizations objectives

Makini School is among the institutions registering greater

customer satisfaction due to its improved services

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Due to greater feedback mechanisms, there have been

increased employee performance at Makini school

APPENDIX IV: BUDGET

NO. ITEM. EXTIMATED AMOUNT IN

KSH.

1. FILES/ PENS 1,500

2. FLASH DISC 3,500

3. PRINTING & STATIONARY 22,000

4. INTERNET 10,000

5. BINDING/ PHOTOCOPYING 5,000

6. LUNCH 3,000

7. TRAVELLING EXPENSES 8,000

TOTAL 53,000

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92
 APPENDIX V: TIME SCHEDULE

JULY AUGUS SEPTEMBER OCTOBER NOVEMBE DECEMBER

2021 T 2021 2021 2021 R 2021 2021

Topic of interest
indentified.
Topic of interest
selected.
Proposal writing

Data collection, data

analysis and
interpretation
Questionnaire/
Budget/Timeschedule
Preparation for
defence

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