Effect of Change Management Strategies on Organizational Performance of Bearing Manufacturing Firms in Kenya

Abstract

Bearing manufacturing firms in Kenya face challenges in maintaining competitiveness and operational efficiency due to resistance to change among employees. This study aimed to investigate the effect of change management strategies on organizational performance of bearing manufacturing firms in Kenya. The specific objectives were to examine the effects of communication strategies, organizational work culture, effective leadership style and employee attitudes on resistance to change and its subsequent impact on organizational performance. The study employed an explanatory research design. The target population comprised all bearing manufacturing firms in Kenya, totaling seven companies. Using stratified random sampling, a sample of 305 employees was selected from a total employee population of 1,278 across these firms. Data was collected using structured questionnaires. Data analysis involved both descriptive and inferential statistics. Descriptive statistics included means and standard deviations, while inferential analysis used multiple regression. The regression model revealed that communication strategies (β = 0.676, p < 0.001), organizational work culture (β = 0.123, p = 0.035), effective leadership style (β = 0.297, p = 0.031), and employee attitudes (β = 0.530, p = 0.022) had significant effects on organizational performance in the context of resistance to change. The study found that effective communication strategies, supportive organizational work-culture, effective leadership style, and positive employee attitudes towards change significantly reduced resistance and improved perceived organizational performance. However, it's noted that the study measured perceived performance rather than objective performance metrics, which is a limitation. The study concludes that prioritizing effective communication strategies, fostering supportive organizational work cultures, adopting effective leadership styles, and promoting positive attitudes towards change are essential for enhancing manufacturing organizational performance. Recommendations include policy implications for transparent communication, supportive work cultures, leadership development, and managing employee perceptions towards change. These findings contribute theoretical insights and practical strategies for managing resistance to change and improving organizational performance in manufacturing sectors.