Abstract: The main objective of this study was to assess the effect of change management strategies on the performance of commercial banks in Kenya. Using a descriptive case study design, structured questionnaires were administered to a purposive sample of 68 top-level and middle-level managers drawn from five banks in Kiambu County: KCB in Juja, Family bank Ruiru, Equity bank in Thika, Commercial bank of Africa in Thika, and KCB bank in Thika. Data analysis involved descriptive statistics, correlation analysis, and regression analysis to determine the impact of change management strategies on the performance of the bank. The study found that leadership strategy, stakeholder involvement strategy, communications strategy, and training and development strategy were positively correlated with bank performance with Pearson correlation coefficients of 0.703, 0.499, 0.584, and 0.799, respectively (p < 0.01). The four independent variables explain 80% of the variance in bank performance. The study recommends better understanding of stakeholder needs and expectations, tailored communication and engagement efforts, and employee training programs for improved and sustainable performance in the banking sector.
Keywords: change management, strategy, performance, commercial bank.
Title: Change Management Strategies and Performance of Commercial Banks in Kenya
Author: Fred Maangi, Robert Mang’ana
International Journal of Social Science and Humanities Research
ISSN 2348-3156 (Print), ISSN 2348-3164 (online)
Vol. 11, Issue 4, October 2023 - December 2023
Page No: 314-319
Research Publish Journals
Website: www.researchpublish.com
Published Date: 08-November-2023
