Factors affecting change management in the office of director of public prosecutions in Nauru County, Kenya

Abstract

One of the major changes done after the promulgation of the new constitution in 2010 was the establishment of an independent Director of Public Prosecutions to exercise prosecutorial powers previously held by the Attorney General. These changes were meant to usher a new era of independence, transparency and accountability in the exercise of state powers of prosecution. In light of the highlighted changes, this study sought to examine some of the factors that affect change management in the Office of Director of Public Prosecutions, an area that has not been specifically studied. The study was guided by the following specific objectives; to examine effect of organization structure, organizational culture, organization resources and leadership on change management in the Office of Director of Public Prosecutions in Nakuru County. The study was based on kurt lewin’s change management model, management systems theories, resource based view theory and stewardship theory. The target population comprised 3 Senior Assistant Deputy Prosecution counsels and 48 Assistant Prosecution counsels who are distributed across the three sub-branches. The study used descriptive survey research design while a census survey was adopted. Primary data was collected using structured questionnaires. Data was analyzed using both descriptive statistics such as percentages, means and standard deviations while inferential statistics methods included; correlation coefficient and multiple regression. The research findings were presented inform of percentages, frequency distribution tables, and inferential statistics tables. The research findings indicate that there exists a significant, positive correlation between organization structure, organization culture, organization resources, leadership and change management. It was also established that there exists a significant association between all the independent variables and change management. It was concluded that organization structure, organization culture, organization resources and leadership have a significant effect on Change Management and a positive non-causal relationship with change management. It was recommended that The Office of Director of Public Prosecutions ensure that employees are given authority to make decisions and take actions to meet the needs and expectations of the organization in a bid to enhance change management. There should also be a continuous organizational learning so as to help all staff understand the organization’s strategic direction and goals towards change management. The Office of Director of Public Prosecutions should ensure that enough staffs are employed in a bid to enhance service delivery to the public and steer change management. The Office of Director of Public Prosecutions should ensure that there is cordial interaction between the management team and subordinate staff, toward achieving set organizational objectives on change management.