Effects of Strategic Change Management on Organizational Performance of Media Companies in Nairobi City in Kenya: a case of Kenya Broadcasting Corporation, KBC

Abstract

The Kenyan Broadcasting Corporation (KBC) is where the majority of Kenyan journalists and broadcasters started their careers. This has ignited curiosity about why they left KBC and how some of them went on to become well-known at other stations despite being unknown at KBC. This has had problems in the past because it is often viewed as a state broadcaster, losing credibility in the eyes of the public due to the perception that its coverage of issues is not fair or truthful. This challenge puts KBC's financial viability in jeopardy, particularly because it now competes for ad revenue in a more liberalized market. The purpose of the study was to assess the effects of strategic change management on organizational performance of Media Companies in Nairobi. Specifically, the study sought to assess the effect of Technological changes, Leadership changes, Organizational structure changes and Human resource management changes on organizational performance of Kenya Broadcasting Corporation. The study was informed and guided by the concept of resource-based theory and the theory of learning organization. The study used descriptive research design. The study target population was 322 members of staff working at Kenya Broadcasting Corporation at top and middle level management in Nairobi. The study used Nassiuma’s formula to arrive at a sample size of 105 informants. Questionnaire was applied to gather primary data. A pilot research was carried out at Royal Media Company. Cronbach's Alpha was applied to implement the strategy of internal coherence. The content validity was improved by seeking the opinions of the research supervisors. The information collected in this analysis was qualitative as well as quantitative. The Statistical Package for Social Sciences (SPSS) version 24 was employed to analyze quantitative figures. The illustrative statistics comprised of the use of percentages, frequencies, the mean and the standard deviation. The study findings revealed that there existed a strong positive and significant relationship (r = .641, P=0.014) between technological changes and organizational performance of Kenya Broadcasting Corporation. Further it was established that the coefficient of Correlation (r=0.619 and P=0.023) indicated a strong positive and significant relationship between leadership and organizational productivity of Kenya broadcasting corporation. The study further revealed that the correlation coefficient (r=0.597, P=0.018) indicated that there existed a strong, positive and significant relationship between organization structure changes and organizational productivity of Kenya Broadcasting Corporation. The correlation analysis results indicated that there existed a strong, positive and significant relationship (r=0.604, P=0.032) between human resource management changes and organizational performance of Kenya Broadcasting Corporation. From the analysis and findings, the study concluded that the organization has invested in modern IT infrastructure. Further, the study concluded that the ability of a leader to make quickly and correct decisions help to solve problems in the organization. Finally, the study concluded that majority of job description and assignment are teamwork oriented which positively affect organization performance. The study recommended that the Kenya Broadcasting Corporation should implement effective leadership changes. The study further recommended that the KBC ought to embrace good organizational structure changes because a good culture in the organization not only provides a good working environment for their employees but also encourage high individual productivity.