Change Management And Performance Of Public Secondary Schools In Siaya Sub County
Okiiya Andrew Sande, Kisiangani Benson Walela, Oparanya Wamukoya
Key words: Management practices, Public schools, Change
ABSTRACT: The current focus on change management practices in the Public sector has been significantly induced by new public management paradigm shift that places heavy emphasis on managing for results. This is an emerging issue particularly in public secondary schools. The purpose of this study was to relate public secondary schools with the practice of generally established change management best practices. The specific objectives of the study were to establish change management practices adopted by Public Secondary Schools in Siaya Sub County. The study population consisted of all the 38 Public Secondary Schools in Siaya Sub County which necessitated the adoption of a descriptive cross-sectional survey design and the school managers were to respond to questionnaire items designed to address aspects of best change management practices. The researcher wanted to find out the extent to which the schools practiced these virtues. The school managers stated that they moderately practiced aspects of planning, committed leadership, workforce alignment, stakeholder involvement and had defined governance structures in their institutions. However, the extents were varying from one school to the next. Multiple regressions were run using the change management practices dimensions established against performance dimensions of student enrolment, participation in co-curricular activities, KCSE achievement, financial management, and provision of teaching and learning resources and development of school infrastructure. The study found out that change management practices adopted by the institutions significantly influenced performance. The study recommends that there is need to break from status quo and bureaucratic inefficiency associated with public institutions and be ready to implement comprehensive change management practices to maximize on resource utilization our public educational institutions. The study would contribute towards broadening the knowledge base of various education sector stakeholders towards embracing change management best practices which are result based. Further research could be conducted to establish how other change management practices other than the ones mentioned could influence performance. A larger target population could also be studied to make the findings more representative.
 Alchian, A; and Demsetz, H. (1972).Production, Information Costs, and Economic Organization. American Economic Review, 62:777-795
 Armstrong ,M (2001). Human Resource Management Practice. 8th Edition, London:Kogan Page Publishers.
 Arnetz, B.B (2005).Subjective Indicators as a Gauge for Improving Organizational Well Being, An Attempt to Apply the Cognitive Activation Theory to Organizations. Psychneuroendocrinology, Vol. 30,1022-1026.
 Balogun, J. and Hope H.V (2004). Exploring Strategic Change. (3rd Edition) London: Prentice Hall.
 Basic Education Act (2013). Nairobi: Government Printers.
 Burnes, B (2004). Managing Change: A Strategic Approach to Organizational Dynamics (4th Edition) Harlow: Prentice Hall.Burnes, B (2002). Managing Change: A Strategic Approach to Organizational
 Dynamics. London: Pitman Publishing. Burnes, B (1996). Managing Change: Strategic Approach to Organizational Dynamics. London: Pitman Publishing.
 Burtonshaw-Gunn, S and Salameh, M (2011).Change Management and Organizational Performance. United Kingdom.
 Cameron,K.S., and Whetten, D.A(1983). Organizational Effectiveness: A Comparison of Multiple Methods: 1-24. New York: Academic Press.
 Cummings, T.G; Worley, C.G (2005). Organization Development and Change. United States: Thomson, South-Western.
 Daft,R.L.(1992). Organizational Theory and Design. 4th Edition. St Paul MN: West Publishing.
 Davis, R. (1995).Choosing Performance Management. A Holistic Approach Journal, New Delhi: CUPA Publication.
 Dunphy, D and Stace, D. (1993). The Strategic Management of Corporate Change.Human Relations, Vol. 46(8), 905 – 918.
 Friedman, J (2005). The World Is Flat: A Brief History of The Twenty First Century. NY: Farar, Strans and Giroux.
 Graetz, F (2000).Strategic Change Leadership Management Decision.Vol. 38 (8), 550-562.
 Galbraith,J.R. (1982). Designing Complex Organizations. Reading, MA: Addison-Wesley.
 Goldstein, H. (1995). Multilevel Statistical Models. London: Edward Arnold.
 Hayes, J (2007). The Theory and Practice of Change Management. Second edition. Hampshire: Palgrave MacMillan.
 Hofer, C. W (1983). A New Measure for Measuring Organizational Performance. In R. Lamb (Eds.), Advances in Strategic Management, Vol. 2, 43-55. New York: JAI Press.
 Katou, A. A andBudhwar, A (2007). The Effect Of Human Resource Management Policies in Greek Manufacturing Firms. Thunderbird International Business Review, January-February, 2007.
 Korir, J.; Mukolwe,E; Maru,L and Korir,K.(2012). Change Management Effects On Organizational Performance of Selected Hotels in Nairobi, Kenya. Internatinal Journal of Social Science Tomorrow, October 2012, Vol. 1(8).
 Kotter, J.P (1998). The Leadership Factor. New York: The Free Press.
 Kotter, J.P (1996). Leading Change. Boston: Harvard Business School Press.
 Lewin, Kurt (1945) (1951). Field Theory in Social Science; Selected Theoretical Papers by Kurt Lewin Ed. Dorwin Cart Wright Boston, Massachusetts: MIT
 Research Centre for Group Dynamics and NY: Harper & Brothers Publishers.
 Longenecker,C.O.(1997). Why Managerial Performance Appraisals are Ineffective : Causes and Lessons. Journal of Career Development International,2(5) 212-218.
 Luecke, R (2003). Managing Change and Transition. Boston M.A: Harvard Business School Press.
 McKinsey and Company (2006). Organizing for Successful Change Management. The McKinsey Quarterly.
 Moran, J.W andBrightman, B.K (2001). Leading Organizational Change. Career Development International, 6(2), 111 – 118.
 Mugenda, Olive M, and Mugenda, A.G (1999). Research Methods: Quantitative and Qualitative Approaches. Nairobi:African Centre of Technology Studies.
 Ngwili, I.M. (2012). Factors Affecting Management of Change in Public Secondary Schools in Masinga District. , Nairobi:MBA Thesis,Kenyatta University.
 Norlin, J.M (2009). Human Behavior and the Social Environment: Social Systems Theory. Upper Saddle River, N.J: Allyn and Bacon.
 Pryor, M.G, Taneja, S, Humphreys, J., Anderson, D. and Singleton, L. (2008).Challenges Facing Change Management Theories and Research: Delhi Business Review, Vol. 9(1), 1 – 20.
 Perrow, C.(1967). A Framework for the Comparative Analysis of Organizations. American Society, Rev.26, 854-866.
 Robbins, S. and Barnwell, N. (1998). Organization Theory: Concepts and Cases. Sydney: Prentice Hall.
 Right Management (2009).Organizational change Management and Performance. Retrieved fromwww.right.com.
 Rothaermel, F.T. (2012). Strategic Management. United States of America: McGraw- Hill.
 Scott, R.W (2008). Organization and organizing: Rational, Natural and Open Systems Perspectives. Upper saddle River, N.J: Prentice Hall.
 Scott, R.W (1992). Organizations: Rational, Natural and Open Systems. Inglewood Cliffs, New Jersey: Prentice Hall.
 Senge, P. (2006). The Fifth Discipline: The Art and the Practice of the Learning Organization (re.ed). New York, NY: Currency/ Double day.
 Senior, B (2002). Organizational Change. 2nd Edition. London: Prentice Hall.
 Shaffer, R.H and Thomson, H.A, (1998). Successful Change Begins With Results. In the Harvard Business Review on Change. Boston, M.A, U.S.A.: Harvard Business School Press.
 Shields, J. (1999). Transforming Organizations, Methods for Accelerating Culture Change Process, Information Knowledge Systems Management. Vol. 1(2), (Apr), 105 – 115.
 Simon, H.A (1996). The Science of The Artificial. 3rdEdition., Cambridge, MA: MIT Press.
 Thompson, D. (1976). Organizations in Action. New York: McGraw-Hill.
 UNDP (2006). Institutional Reform and Change Management: Public Sector Organizations. Conference Paper No. 5 Nov. 2006.
 Wilson, D.C (1992). A Strategy of Change: Concepts and Controversies in the Management of Change. New York and London: Rontledge.
 Wischnevsky, J.D (2004). Change as the Winds Change. The Impact of Organizational Transformation on Firm Survival in a Shifting Environment. Organizational Analysis, Vol. 12(4), 361 – 377.