IS CHANGE MANAGEMENT EFFECTIVE?

A CASE OF UNITED NATIONS OFFICE AT NAIROBI

BY

EVELYN ETYANG-OBANDA

UNITED STATES INTERNATIONAL UNIVERSITY AFRICA

SUMMER 2015

i

IS CHANGE MANAGEMENT EFFECTIVE?

A CASE OF UNITED NATIONS OFFICE AT NAIROBI

BY

EVELYN ETYANG-OBANDA

Project Submitted to the Chandaria School of Business in Partial

Fulfilment for the Degree of Executive Masters in Organization

Development (EMOD)

UNITED STATES INTERNATIONAL UNIVERSITY AFRIC

SUMMER 2015

ii

STUDENT’S DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any

other college, institution or university other than the United States International University

in Nairobi for academic credit.

Signed: ____________________________ Date: ______________________________

Evelyn Etyang-Obanda (ID 121644)

This project has been presented for examination with my approval as the appointed

supervisor.

Signed: ____________________________ Date: ______________________________

Mr. Dalton Ndirangu

Signed: ____________________________ Date: ______________________________

Dean, Chandaria School of Business

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COPYRIGHT

No part of this project may be produced or transmitted in any form or by any means

electronic, magnetic tape or mechanical including photocopy, recording on any information

storage and retrieval system without prior written permission from the author.

© Copyright by Evelyn Etyang-Obanda, 2015

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ABSTRACT

The purpose of the study was to investigate the factors were impeding change management

initiatives in UNON Nairobi main offices. The study addressed the following objectives:

The effect of change management on decision turnaround time in United Nations office of

Nairobi

The effect of change management initiative on the clarity of roles and responsibilities

among staff in United Nations in Nairobi

The effect of UNON’s change management initiative on how United Nations Nairobi office

responds to clients as the service provider

The study used a descriptive research design, where the total population was 150 out of

which a sample of 50 respondents that can be categorized as spread across employees of

UNON was drawn to participate in this research. Stratified random sampling was adopted

in this study. All categories of staff were given questionnaires to get their view of their

perception on the implementation of reengineered business processes.

The researcher used self-administered structured questionnaires, and the respondents were

asked to indicate the degree of current applicability of the three critical factors influencing

the adoption of change management initiatives at the workplace. Data was collected using

a structured questionnaire. The research procedure involved pilot testing to avoid

inapplicable questions and ambiguity, followed by the administration of the questionnaire

instrument. The data was then analyzed using descriptive statistics and the variables

analyzed using correlations. Output of the data was presented in tables and figures. The

main data analysis tool used in this study was the Statistical Package for Social Sciences

(SPSS).

The findings regarding the first specific objective assessed the effect of change

management on decision turnaround time in UNON indicated that (93%) of the interviewed

employees said that business process reengineering is the most effective tool for

establishing a new direction for the organization. (45%) of the respondents felt that

preparing the organization for change and undertaking training and development would

enhance staff motivation and service delivery and also address re-organization issues that

change management initiatives could address while 55% of the respondents rated business

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process reengineering systems as very important in the day-to-day work activities of the

organization. (36%) indicated that they felt it was moderately effective in aligning systems,

structures and procedures while (5%) indicated that it was not necessary due to the huge

resource outlay required to support changes.

The findings regarding the second research objective to establish the effect of change

management initiative on the clarity of roles and responsibilities among staff in UNON

revealed that (55%) of the respondents were of the view that work place reorganization

changes require staff preparation and message of change must me communicated to

employees at all levels, while (45%) disagreed. Regarding roles and responsibilities among

staff (70%) of the respondents said that setting up teams from different departments is key

as reengineering processes are cross-functional, therefore require team members who are

knowledgeable, creative and enthusiastic. Another (80%) did not agree that change

management initiatives are important, since reengineering involves major changes,

resistance to such changes is inevitable.

Concerning the third objective to determine the effect of change management initiative on

how UNON responds to clients as a service provider (56%) agree that identifying and

removing roadblocks to change is effective for enhanced service delivery, while (54%)

were of the view that absorption of changes into the work culture is more important.

Concerning resource allocation and financial implications of reengineering business

process, (60%) of the staff members said that they agreed to initiating new aligned

structures is an expensive and resource intensive activity which has financial implications

on the organization but overall benefits for improved systems and procedures. The findings

also revealed that (95%) agreed that business process reengineering brings major changes

and change to be institutionalized and internalized and this led to more employees

identifying themselves with processes and not functions or departments.

The study concluded that the organization needed to invest substantially in training to

impart new skills, values and attitudes to employees. The new systems must focus on team

work, process-orientation and customer satisfaction. The study has shown that change

management research is based on formal academic courses in the field of organization

development taught in education institutions and majority of the programs are tailor-made

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for staffs’ professional career progression rather than for the work environment practical

and contextual application.

The study recommends that organization development programs should focus not only on

technical structures and issues but also on addressing organizational capacity building by

investing substantially in training to impart new skills, values & attitudes to employees. As

such the study also recommends that it is necessary to counsel and train those who resist

change to convince them about the need for change and give them clear picture of the things

that are going to be changed.

Finally, the study that further research on adoption of change management initiatives and

business process reengineering be carried out more regularly to ascertain that

implementation of organizational changes takes place smoothly with less resistance and

challenges, with full support of staff and knowledge of the benefits that will be derived

from the technology.

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ACKNOWLEDGEMENT

This project would not have happened without the creative contributions, encouragement,

and endless feedback from a wide variety of people.

My sincere gratitude goes to my supervisor, Mr. Ndirangu for his patience. His ability to

listen and critique my work was invaluable.

I would like to thank my mum – my truest fan and constant source of encouragement during

the life of the project. She was the perfect organizer of my thinking process.

My gratitude goes to my colleagues, for how they inspired in me the perseverance and drive

necessary to accomplish this goal and attain this academic milestone.

To all my colleagues, friends, lecturers and classmates who in one way or another supported

my cause, may God almighty richly bless each of you.

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DEDICATION I dedicate my project to my family and friends.

A special feeling of gratitude to my supervisor Mr. Dalton Ndirangu, whose words of

wisdom and push for tenacity ring in my ears.

I also dedicate this work to my many friends and colleagues who have supported me

throughout the process. I will always appreciate all they have done, especially Gladys

Nyaore for helping me develop my technology and statistical skills.

I dedicate this work and give special thanks to my three best friends, Eliud Obanda

(husband), Zion Obanda (son) and Zuwena Obanda (daughter).

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TABLE OF CONTENTS

STUDENT’S DECLARATION ....................................................................................... ii

COPYRIGHT ................................................................................................................... iii

ABSTRACT ...................................................................................................................... iv

ACKNOWLEDGEMENT .............................................................................................. vii

DEDICATION................................................................................................................ viii

ABBREVIATIONS ........................................................................................................ xvi

CHAPTER ONE ............................................................................................................... 1

1.0 INTRODUCTION................................................................................................. 1

1.1 Background of the Study ........................................................................................ 1

1.2 Problem Statement .................................................................................................. 4

1.3 Purpose of the Study ............................................................................................... 5

1.4 Specific Objectives ................................................................................................. 5

1.5 Significance of the Study ........................................................................................ 6

1.5.1 Funders / Authorizers ................................................................................................. 6

1.5.2 Managers / Enablers ................................................................................................... 6

1.5.3 Producers/Partners/Staff ............................................................................................ 6

1.5.4 Clients/Customers/Users ............................................................................................ 6

1.5.5 Community ................................................................................................................ 6

1.6 Scope of the Study .................................................................................................. 6

1.7 Definition of Terms................................................................................................. 7

1.7.1 Change Management .............................................................................................. 7

1.7.2 Organizational Development .................................................................................. 7

1.7.3 Reengineering ......................................................................................................... 7

1.7.4 Organizational Culture ............................................................................................ 8

1.7.5 Organizational Behaviour ....................................................................................... 8

1.8 Chapter Summary ................................................................................................... 8

CHAPTER TWO .............................................................................................................. 9

2.0 LITERATURE REVIEW .................................................................................... 9

2.1 Introduction ............................................................................................................. 9

2.2 Effect of Change Management on Decision Turn-Around Time ........................... 9

2.2.1 Manage Natural Resistance to Change ...................................................................... 9

2.2.2 Sustain Performance in an Environment of Constant Change ................................. 10

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2.2.3 Personalize the Benefits of Change ......................................................................... 12

2.2.4 Lead, Sponsor and Communicate throughout the Change Process ......................... 12

2.2.5 Supporting People through the Difficult Points of the Change Journey .................. 13

2.2.6 Focus on New Behaviors, not New Attitudes .......................................................... 14

2.3 Effect on the Clarity of Roles and Responsibilities .............................................. 14

2.3.1 Ensure Top-Management Support and Commitment ........................................... 14

2.3.2 Provide a Plan .......................................................................................................... 16

2.3.3 Ensure the Need for Organizational Change ........................................................... 17

2.3.4 Effective Information Management ......................................................................... 18

2.4 Effects of UNON’s Change Management Initiative on how United Nations

Nairobi office Responds to Clients as the Service Provider. .......................... 19

2.4.1 Institutionalize Change ............................................................................................ 19

2.4.2 Build External Support ............................................................................................ 19

2.4.3 Provide Resources .................................................................................................... 20

2.4.3 Pursue Comprehensive Change ............................................................................... 20

2.5 Chapter Summary ................................................................................................. 23

CHAPTER THREE ........................................................................................................ 24

3.0 RESEARCH METHODOLOGY ...................................................................... 24

3.1 Introduction ........................................................................................................... 24

3.2 Research Design.................................................................................................... 24

3.3 Population and Sampling Design .......................................................................... 25

3.3.1 Population ................................................................................................................ 25

3.3.2 Sampling Design ...................................................................................................... 25

3.3.2.1 Sampling Frame ............................................................................................. 25

3.3.2.2 Sampling Technique ...................................................................................... 25

3.3.2.3 Sample Size .................................................................................................... 26

3.4 Data Collection Methods ...................................................................................... 26

3.5 Research Procedures ............................................................................................. 27

3.6 Data Analysis Methods ............................................................................................... 27

3.7 Chapter Summary ................................................................................................. 27

CHAPTER FOUR ........................................................................................................... 28

4.0 RESULTS AND FINDINGS .............................................................................. 28

4.1 Introduction ........................................................................................................... 28

4.2 Demographic Information ..................................................................................... 28

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4.3 Effect of Change Management on Decision Turnaround Time ............................ 32

4.3.1 Management of Resistance to Change .................................................................. 32

4.3.2 Impact of Sustaining Performance in an Environment of Constant Change ........ 38

4.3.3 Effect of Personalizing the Benefits of Change on Decision Turnaround Time .. 42

4.3.4 Impact of Lead Sponsor as a Communicator in the Change Process ................... 45

4.3.5 Effect of Supporting Respondents throughout Change Journey ........................... 51

4.3.5 Perceptions on Management Focus on New Behaviours ...................................... 54

4.4 Effect of Change Management Initiative on the Clarity of Roles and

Responsibilities among UNON Staff .............................................................. 56

4.4.1 Effect of Top-Management Support and Commitment ........................................ 56

4.4.1.1 Effect of Management Aligning Structures for Effective Change Implementation

......................................................................................................................... 57

4.4.1.2 Effect of Management Creating Processes for Leadership Development ............ 58

4.4.1.3 Effect of Developing Employees who can implement Change ............................ 58

4.4.1.4 Effect of Management Reinvigorating Change Process ....................................... 59

4.4.2 Effect of Management Providing a Change Plan .................................................. 63

4.4.3 Effect of Ensuring Top Management Support and Commitment ......................... 66

4.5 Effect Of UNON’s Change Management Initiative on How it Responds to Clients

as Service Provider ......................................................................................... 69

4.5.1 Effect of Institutionalize Change .......................................................................... 70

4.5.2 Effect of Building External Support ..................................................................... 72

4.5.3 Effect of Providing Resources .............................................................................. 73

4.5.4 Effect of Management Pursuing Comprehensive Change .................................... 75

4.5.5 Effect of Effective Information Management ....................................................... 79

4.6 Chapter Summary ................................................................................................. 84

CHAPTER FIVE ............................................................................................................ 86

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ................. 86

5.1 Introduction ........................................................................................................... 86

5.2 Summary ............................................................................................................... 86

5.3 Discussion ............................................................................................................. 88

5.3.1 Effect of Change Management on Decision Turnaround Time ............................ 88

5.3.2 Effect of change Management Initiative on the Clarity of Roles and

Responsibilities among Staff .......................................................................... 91

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5.3.3 Effect of UNON’s Change Management Initiative & Response to Clients as the

Service Provider .............................................................................................. 93

5.4 Conclusions ........................................................................................................... 95

5.4.1 Effect of Change Management on Decision Turnaround Time ............................ 95

5.4.2 Effect of change Management Initiative on the Clarity of Roles and

Responsibilities among Staff .......................................................................... 96

5.4.3 Effect of UNON’s Change Management Initiative & Response to Clients by the

Service Provider .............................................................................................. 96

5.5 Recommendations ................................................................................................. 96

5.5.1 Recommendation for Improvement ...................................................................... 96

5.5.1.1 Effect of Change Management on Decision Turnaround Time ............................ 96

5.5.1.2 Effect of change Management Initiative on the Clarity of Roles and

Responsibilities among Staff .......................................................................... 97

5.5.1.3 Effect of Change Management Initiative on how and Response to Clients by the

Service Provider .............................................................................................. 97

5.5.2 Recommendations for Further Studies.................................................................. 98

REFERENCES ................................................................................................................ 99

APPENDICES ............................................................................................................... 105

APPENDIX I: COVER LETTER ................................................................................... 105

APPENDIX II: QUESTIONNAIRE ............................................................................... 106

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LIST OF FIGURES

Figure 4.1: Working Experience ........................................................................................ 29

Figure 4.2: Capacity and Level of Management ................................................................ 30

Figure 4.3: Ownership of Organization ............................................................................. 31

Figure 4.4: Perception on Change Causing Redundancies ................................................ 39

Figure 4.5: Respondents Frightened for jobs ..................................................................... 39

Figure 4.6: Respondents Perceptions on Distance to Travel in the Change Process ......... 40

Figure 4.7: Perceptions on Change Projects Creating Resistance ..................................... 41

Figure 4.8: Ensure that it is a shared vision and strategy................................................... 46

Figure 4.9: Impact of Lead Sponsor in Identifying Crises ................................................. 46

Figure 4.10: Effect of Having a Leadership Team Role-Model ........................................ 47

Figure 4.10: Impact of Lead Sponsor usage of varied ways of Communication ............... 48

Figure 4.12: Effect of Management Aligning Structures for Effective Change

Implementation .......................................................................................................... 57

Figure 4.13: Effect of Management Creating Processes for Leadership Development ..... 58

Figure 4.14: Management Developing People who can Implement the Change ............... 59

Figure 4.15: Effect of Management Reinvigorating Change Process ................................ 59

Figure 4.16: Effect of Management Monitoring Change Strategies in response to

Problems .................................................................................................................... 60

Figure 4.17: Effect of Long Periods of Planning before the Change is delivered ............. 63

Figure 4.18: Focuses on Results rather than Activities...................................................... 64

Figure 4.19: Effect of Management Eliminating Obstacles for the Planned Change ........ 65

Figure 4.20: Effect of Establishing an Increased Sense of Urgency .................................. 67

Figure 4.21: Effect of Convincing Respondents of the Need for Change ......................... 67

Figure 4.22: Effect of getting Respondents to See that Change is Needed ....................... 68

Figure 4.23: Effect of Training on Change Initiatives ....................................................... 74

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LIST OF TABLES

Table 3.1: Population Distribution ................................................................................................. 25

Table 3.2: Sample Size .................................................................................................................. 26

Table 4.1: Department or Unit of Work ......................................................................................... 30

Table 4.2: Ownership of Organization ........................................................................................... 31

Table 4.3: Ranking of Variables of Management of Resistance to Change ................................. 33

Table 4.4: Respondents Feelings on Change Threatening due to Lack of Clarity on Results ....... 33

Table 4.5: Effect of Change on the way things are traditionally ................................................... 34

Table 4.6: Respondents Perception on Importance of Change ...................................................... 34

Table 4.7: Respondents Feelings on Change Happenings ............................................................. 35

Table 4.8: Perceptions on Change being a Daunting Process ........................................................ 35

Table 4.9: Cross-Tabulation on Management of Resistance of Change ........................................ 36

Table 4.10: Ranking of Variables of Impact of Sustaining Performance in an Environment of

Constant Change ................................................................................................................... 38

Table 4.11: Impact of Sustaining Performance in an Environment of Constant Change .............. 41

Table 4.13: Gets the Group to Work Together Effectively as a Team........................................... 43

Table 4.14: Effect of Vision and Strategy in Change Management .............................................. 44

Table 4.18: Cross-Tabulation on Lead, Sponsor and Communicate Throughout the Change

Process ................................................................................................................................... 48

Table 4.19: Correlation between the variable of managing resistance to change .......................... 50

Table 4.21: Perceptions on Management Examining Change Trends and Problems .................... 51

Table 4.22: Perceptions on Management Identifying and Discussing Crises ................................ 52

Table 4.23: Perceptions on Management Putting Together Group to Lead the Change ................ 52

Table 4.25: Correlations between the Variables on Effect of Supporting People through Change

Process ................................................................................................................................... 54

Table 4.26: Perceptions on Management Articulating the Connection between New Behavior’s

and Organizational Success ................................................................................................... 54

Table 4.27: Perceptions on Management Encouraging Reasonable Risk-taking ........................... 55

Table 4.28: Cross-Tabulation on Focus on New Behavior’s not New Attitudes ........................... 55

Table 4.29: Correlations between the Variable of Managing Resistance to Change ..................... 56

Table 4.30: Ranking of Variables of Effect of Top-Management Support and Commitment ...... 57

Table 4.31: Cross-Tabulation indicating the Effect of Top Management Support and Commitment

in Change Process ................................................................................................................. 61

Table 4.32: Correlations between the Variables Ensuring Top Management Support and

Commitment .......................................................................................................................... 62

Table 4.35: Cross-Tabulation on Ensure Top Management Support and Commitment ................ 66

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Table 4.37: Cross-Tabulation on Effect of Ensuring Top Management Support and Commitment

............................................................................................................................................... 69

Table 4.38: Correlations between the Variables on Effect of Top Management Support and

Commitment .......................................................................................................................... 69

Table 4.40: Effect of Communicating about Change in a Timely and Relevant Manner .............. 70

Table 4.41: Cross-Tabulation on Effect of Institutionalizing Change ............................................ 71

Table 4.42: Correlations between the Variables on Effects of Institutionalizing Change .............. 72

Table 4.44: Cross-Tabulation on Effect of Building External Support .......................................... 73

Table 4.45: Correlations between the Variables of Effect of Building External Support .............. 73

Table 4.47: Cross-Tabulation on Effect of Proving Resources ...................................................... 75

Table 4.48: Correlations between the Variable of Effect of Providing Resources ......................... 75

Table 4.50: Effect of Delays Change Projects ................................................................................ 76

Table 4.51: Effect of Change Implementation Flexible and Reactive ............................................ 77

Table 4.52: Effect of Delays in Change Projects ............................................................................ 77

Table 4.53: Effect of Management taking Part in Planning .......................................................... 78

Table 4.54: Cross-Tabulation on Effect of Pursuing Comprehensive Change ............................... 78

Table 4.55: Correlations between the Variable on Effect of Pursuing Comprehensive Change .... 79

Table 4.57: Effect of the Implementation of the Change being Managed by Agency ................... 80

Table 4.58: Influence of long Periods of Planning before Change Delivery .................................. 80

Table 4.59: Influence of Involvement in the Change Project before it takes place ........................ 81

Table 4.60: Cross-Tabulation on Effect of Effective Information Management ............................ 81

Table 4.61: Correlations between the Variables of Effect of Effective Information Management 83

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ABBREVIATIONS

BPR Business Process Reengineering

DAS Division of Administration Services

DCS Division of Conference Services

DSS Department of Safety and Security

ERP Enterprise Resource Planning

ICT Information Communication Technology

IPSAS International Public Sector Accounting Standards

IT Information Technology

ITU International Telecommunication Union

OIOS Office for Investigations, Oversight, Security

SPSS Statistical Package for the Social Sciences

TQM Total Quality Management

UN United Nations

UNEP United Nations Environment Programme

UNON United Nations Office of Nairobi

1

CHAPTER ONE

1.0 INTRODUCTION

1.1 Background of the Study

Organization change management is a business process that enables organizations to

manage and implement ongoing changes in their office environment, while automating and

documenting the acceptance, approval and implementation of such processes. The ultimate

goal of change management is to continuously align personnel and business processes with

technology. Improving change management is one of the best investments enterprises can

make (Gartner, 2003).

Change has become an ongoing phenomenon and business process re-engineering has

become a necessity for survival of organizations as we approach the 21st century. The first

lesson is that major organizational change is really only likely in the face of a truly difficult

situation. Change management is a structured approach to shifting/transitioning

individuals, teams, and organizations from a current state to a desired future state. It is an

organizational process aimed at helping employees to accept and embrace changes in their

current business environment (Hiatt and Jeff, 2010).

As participants in the ever-changing working environment, we must be innovative in

managing change as it affects both our professional and personal lives. One of the

innovative ways to manage change is to adopt a comprehensive change management

methodology. Change management refers to the effort it takes to manage people through

the emotional ups and downs that inevitably occur when an organization is undergoing

massive change (Dunleavy et al., 1998).

According to Quattrone and Hopper (2001), implementing new procedures, technologies,

and overcoming resistance to change are fundamentally people issues. Automating change

management can sound daunting. Five years ago, this was surely the case, but now, with

the marriage of new industry standards (such as ITIL) that provide clear workflow

roadmaps, and change management software solutions that can automate all facets of

organizational change, success is more obtainable and benefits are more visible to those

responsible for managing change.

2

Gartner (2003) reports that organizations that do not properly manage IT change processes

have significantly lower IT service quality than those that do. Gartner (2003) also asserts

that change management is now just as valuable as IT systems themselves. Our era is a

period of change. This is not unusual in the history of mankind. What perhaps is different

this time is that change shall be managed. This is true for societies and individuals but in

particular for organizations.

Organizational change management does not only happen in business organizations but

increasingly also in public sector organizations. And there is a particular understanding

based on neo-liberalism about the nature and objectives of organizational change which

dominates discourses and policies – new public management (Dent & Barry, 2004).

Change is about changing structures, processes, routines and outcomes. At the same time,

it is even more about changing how people do the business, how they think and act, it is

about changing (parts of) schemata and worldviews of people. Of all the IT disciplines,

change management is among the most difficult to properly implement (Kris, Brittain,

2003).

According to Spencer-Matthews (2001), organizational change is the negotiation or the

renegotiation of shared meaning about what is to be valued, believed in and aimed for. It is

cultural change, the institutionalization of the idea of change, shaping of the organizational

culture and changing people’s attitudes (Newton, Ylijoki, 2003).Change is not part of life,

change is life and it is happing all around us. To survive and succeed you must continuously

adopt and smoothly accept changes. Kezar and Eckel (2002) pointed out that change “often

invites risk and an uncertain future or destination, so having a compelling reason for change

and a proposed direction is crucial”. Trust can make or break a change, but sadly many who

lead change seem to ignore this critically important ingredient.

Organizational change in large systems have associated costs; cost of learning new things,

cost of resources being diverted to absorbing change among others. These costs can be

minimized under good leadership and existing processes only if these processes are flexible

enough to ingest the changes. Along with flexible processes and good leadership,

organizations also have to refresh their strategies when confronted with shocks. The

3

aftermaths of changes do stabilize but only after a period of time has passed (Haveman,

Russo & Meyer, 2001).

Donaldson (2001) says organizations are seen as adapting over time to fit their changing

contingencies so that effectiveness is maintained. Thus, contingency theory contains the

concept of fit that affects performance, which in turn impels adaptive organizational

change. Many changes in organizations are inflicted on people. Managers and staff are told

that a crisis is at hand (or a great opportunity to seize immediately or it will disappear.)

They are told what the organization will do to meet this threat or opportunity, when it will

start, the goals and benchmarks, and what’s expected of the workforce. There’s hardly a

place for anyone to influence any part of the change – from the idea itself to developing

plans.

Best practices and methodologies that have transformed general operations processes at

leading corporations have now extended into IT departments of United Nations agencies.

As a result, traditional quality improvement methodologies such as Six Sigma, ISO 9000,

and Total Quality Management (TQM) can now be the guiding light for change

management initiatives. Even when appropriate change interventions are introduced, the

absence of a systematic and integrated process for deploying changes can prevent

organizations from achieving the desired benefits.

According to Gartner’s& Coyle (2003), tools that have the capability to help proactively

manage multiple projects, support complex workflows, and can scale easily will enable

organizations to improve their service delivery and keep pace with the changing needs of

their business.

Organizational change is a socially constructed reality with negotiated meaning as

outcomes of power relationships and struggles for supremacy (Grant et al., 2005).

“Between the lines” a particular strategy is primarily about power and control, dominance

and supremacy, whose access to resources will be enlarged or reduced, who can stay and

who has to go. On the one hand, this struggle for supremacy, power and control is about

personal interests.

4

Staw and Epstein (2000) argues that senior managers are well aware of the fact that

initiating a new strategic change initiative can, irrespective of the factual outcomes for the

organization, increase their credibility and their market value outside the organization as

well as their position and influence inside the organization. He further concludes that many

observers may perceive that managers are well qualified and of high ability when they are

using the latest techniques, such as TQM, empowerment, or teams.

Zou, Yi and Lee, Sang-Hoon (2008) observed from the conclusion of their study that

change management practices have greater influence on the cost of the project as compared

to the time.Pressures like social, economic, competitive and technical factors are

compelling the organizations to rethink and reengineer the way they provide their product

or service (Collerette et. al, 2002).

Strategic change initiatives, discourses about strategy, change, and other management

issues provide excellent opportunities for senior and middle managers to set the agenda, to

get their ideology through as the organization’s primary strategic objectives, to strengthen

their role and position, to keep, gain or increase internal influence. To be effective, change

management should take into account all aspects of an organization and not just be used in

one department.

For today’s organizations, the decision to automate change processes is not and if

proposition. Efforts made by researchers to define change management indicate no

consensus on a common definition. According to Moran and Brightman (2001) change

management is the process of continually renewing an organization’s direction, structure,

and capabilities to serve the ever-changing needs of external and internal customers. Tim

(2006) described change management as that which incorporates the organizational tools

that can be, utilized to help individuals make successful personal transitions resulting in the

adoption and realization of change.

1.2 Problem Statement

Organizations are facing more frequent changes in our current economic climate. A

changing marketplace, empowered workforce and technological advancements have all

created an environment where change is becoming the only constant.

5

As a UN agency, UNON needs to rethink its service delivery operations in the wake of

IPSAS. Because important data is generated by, and communicated through, various

technology systems such as financial applications and email, UN agencies are increasingly

including IT as part of their IPSAS compliance processes. The need to automate change

processes is not unique to the IT departments in public institutions. Numerous departments,

including human resources, accounting, corporate compliance, capital budgeting, and

facilities management can also benefit from the same process methodologies and change

management solutions.

Change and transformation are brought about by the design and application of processes.

One of the key processes must be a learning process. If learning on the subject of change is

greater in magnitude than the size of the change itself, then successful change will take

place. Such values and convictions can be quite deeply embedded in an organization’s

culture and people’s attitudes (Kirkpatrick and Ackroyd, 2000).

The objectives of the change management initiative can be summarized as follows: To

assess the effect of UNON’s change management on decision turnaround time in United

Nations office of Nairobi. To establish the effect of UNON’s change management initiative

on the clarity of roles and responsibilities among staff in United Nations in Nairobi. To

determine the effect of UNON’s change management initiative on how United Nations

Nairobi office responds to clients as the service provider.

1.3 Purpose of the Study

The purpose of the study was to investigative how effective change management initiatives

impacted the United Nations Offices in Nairobi, Kenya.

1.4 Specific Objectives

The specific objective of this study was:

1.4.1 To assess the effect of change management on decision turnaround time in United

Nations office of Nairobi.

1.4.2 To establish the effect of change management initiative on the clarity of roles and

responsibilities among staff in United Nations in Nairobi.

1.4.3 To determine the effect of UNON’s change management initiative on how United

Nations Nairobi office responds to clients as the service provider.

6

1.5 Significance of the Study

This study hopes to determine effective change management that can be used to describe

UNON’s performance after its reengineering.

1.5.1 Funders / Authorizers

The findings of this research will be of keen interest to the donors and authorizers.

Countries and individuals who donate funds to humanitarian support missions will be able

to devise and effective strategy for optimized resource allocation hence broader coverage

to the targeted population.

1.5.2 Managers / Enablers

The study will be useful to management as it will contribute to implementation of advanced

processes that will facilitate the agencies to function more effectively and efficiently as the

oversight of the Agency.

1.5.3 Producers/Partners/Staff

The findings of this research will benefit the organizations internal staff and team members

who will be most affected by the change to obtain solutions to the challenges facing them.

This would help in formulating strategies to cope with the ever changing environment at

the work place.

1.5.4 Clients/Customers/Users

The study will be useful to all those who receive direct services from UNON and

specifically since they will have to live with the change initiative outcomes and shall most

benefit from the work.

1.5.5 Community

The community who include partner organizations and local community members who

indirectly benefit will also benefit from improved and efficient processes.

1.6 Scope of the Study

The research focused on United Nations Office of Nairobi staff members, whose population

is over 4,000 working in the Africa headquarters in Nairobi. The study was undertaken over

an eight-month period starting from January 2015 – August 2015.

7

The focus was limited to UNON employees who have adopted change management

initiatives in their divisions within Nairobi. The study population was information and

technology savvy individuals and employees who are involved in decision making in

relation to utilization and usage of business process reengineering processes. The study

employed a mix mode methodology where data for empirical analysis was collected

through questionnaires and survey.

UNON divisions and departments offer training on systems that are relevant to their

respective units, however none of them offers the expertise on how best to deliver training

needs that retain the knowledge and build upon new technologies.

In this regard, several divisions are concentrating on the means of delivering professional

learning tools; also on how to monitor and evaluate their impact on behavior and how to

capitalize on capacity development. This study looked into business processes initiated in

the new millennium with the goal of upgrading institutional structures and creation of an

enabling environment that facilitates internalization and institutionalization of change

management for UNON staff.

1.7 Definition of Terms

1.7.1 Change Management

Change management is a structured approach to shifting/transitioning individuals, teams,

and organizations from a current state to a desired future state. It is an organizational

process aimed at helping employees to accept and embrace changes in their current business

environment (Hiatt and Jeff, 2010).

1.7.2 Organizational Development

Organizational Development (OD) is the process of planned change and improvement of

organizations through the application of knowledge of the behavioral sciences (Moorhead

and Griffin, 2001).

1.7.3 Reengineering

The application of technology and management science to the modification of existing sy

stems, organizations, processes, and productsin order to make them more effective, efficie

8

nt, and responsive. Buchanan (1997) describes it as a results-driven approach to change

where the focus is on critical or core cross-functional business processes.

1.7.4 Organizational Culture

Ravasi and Schultz (2006) wrote that organizational culture is a set of shared assumptions

that guide what happens in organizations by defining appropriate behavior for various

situations. According to Needle (2004), organizational culture represents the collective

values, beliefs and principles of organizational members and is a product of such factors as

history, product, market, technology, and strategy, type of employees, management style,

and national culture. Culture includes the organization's vision, values, norms, systems,

symbols, language, assumptions, beliefs, and habits.

1.7.5 Organizational Behaviour

Organizational Behavior is the study of human behavior in organizational settings, the

interface between human behavior and the organization, and the organization itself

(Moorhead and Griffin (2001).

1.7.6 Business Process Reengineering

The BPR model is focused on clients, evaluating the output of the processes. BPR changes

the way business is done (Draheim D, 2010).

1.8 Chapter Summary

Chapter one has provided background of organization change & change management. The

researcher has outlined the specific research questions, importance of the study, scope of

the study and the working definitions of the specific terms used in the project. Chapter two

focused on the Literature Review and provide insight into what other researchers have done

on the effects of change management initiatives on the organization and employees.

Chapter three discusses the Research methodology that was employed in this study. The

chapter highlights the various methods and procedures that was used by the researcher in

conducting the research. Chapter presents the results and findings of the study by use of

tables, figures and brief narratives of the analyzed data. Chapter five has discussion,

conclusion and recommendations on the basis of the findings for each research question

brought forward by this study.

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CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter reviews the literature on the issues covered by the objectives of this study. The

study involved in this chapter will be guided by the research objectives: effects of change

management on decision turnaround time in United Nations Office of Nairobi, effects on

the clarity of roles and responsibilities among staff in United Nations in Nairobi and the

effects of UNON’s change management initiative on how United Nations Nairobi office

responds to clients as the service provider.

2.2 Effect of Change Management on Decision Turn-Around Time

2.2.1 Manage Natural Resistance to Change

Lorenzo (2000) assert that resistance to change introduces costs and delays into the change

process that are difficult to anticipate but must be taken into consideration. Resistance has

also been considered as a source of information, being useful in learning how to develop a

more successful change. Executives commonly believe that if they can execute a change

program the right way, people will be on board with the changes, which is not necessarily

true. Resistance is a natural part of the change process. The challenge of how “how to do”

change management has become like the elixir of life; as organizations in an effort to

capitalize on change management’s potential attempt to adopt, develop and implement an

organizational wide change management methodology (Karp, 2005).

According to Armenakis and Harris (2009), survival of most organizations depends on their

ability to implement the right changes to support the organization. Beer et al,(2009) notes

that for most organizations implementing change is a risky endeavor. This has become the

paradox of organizational change, organizations must continually change in order to

survive, but the very nature of organizational change itself poses inherent risks for the

organization (Klarner, Probst, and Soparnot, 2008).

Managers’ measure change effectiveness for only transformational or developmental

change and the parameters for determining the effect of change on business operations

10

include: measuring increased processing speed, increased customer satisfaction, reduction

in backlog and, improved accuracy (Gilley, Gilley, & McMillan, 2009)

Karp and Helgo (2008) argued that there is general agreement that without careful attention

to the people or human dynamics change cannot be successful. He further concludes that

propensity to compartmentalize or segment the various aspects of change has led to

approaches that are focused on the tools and techniques and not enough thought has been

given to the overall leadership or management of the change. It is the management part of

change management that is the challenge.

According to Sanwal (2008) the organizational leader’s efforts to just get it done has a

tendency to dismiss all the theoretical aspects of organizational change and the underlying

assumptions, knowledge and understanding of the change process in favour of using a set

of quick prescriptive steps. Greg Hackett (2006), an American consultant and researcher

has stated what is needed is a new organizational paradigm, where survivability, flexibility

and systems thinking are key success factors. Resistance to change is an essential factor to

be considered in any change process, since a proper management of resistance is the key

for change success or failure. By resistance to change we understand any phenomenon that

hinders the process at its beginning or its development, aiming to keep the current situation.

Arkowitz (2002) describes the phenomena of resistance at the behavioral, interpersonal,

cognitive and affective levels. It argues that blocks to effecting change reflect such things

as a lack of adequate resources to implement ideas, a lack of commitment and motivation

in those required to implement ideas, resistance to change, procedural obstacles, perceived

risk associated with implementing ideas, political undercurrents, and lack of cooperation in

the organization.

2.2.2 Sustain Performance in an Environment of Constant Change

According to Beer and Nohria (2000) companies that effectively combine hard and soft

approaches to change can reap the big payoffs in profitability and productivity. The

companies are more likely to achieve a sustainable competitive advantage and reduce the

anxiety that grips whole societies in the face of corporate restructuring. The growing

globalization of business and increasing competition and technological advancement has

led to an increasing need to change organizational policies and strategies (Hampel &

11

Martinsons, 2009).Executives and managers become successful largely because of their

ability to manage projects and people. They know how to define goals, put the right people

in place, obtain project resources, manage the project to completion and then admire the

results. Managing in an environment of constant change, however, requires an additional

set of skills. Executives and managers are now being asked to manage a portfolio of change

initiatives that represent an ongoing process of change, not a change event. The causal

model of organizational performance and change indicate that there are direct causal effects

between external environment and that of individual or organizational performance. It

further indicates that there is a direct causal effect between organizational culture and other

variables such as leadership, systems (policies and procedures), and individual

needs/values. However, any causal effect between organizational culture and

organizational or individual performance is through motivation. A study by Simon (2012)

confirmed that some of the important factors that influence the outcome of process

improvement programmes in organizations include strategic alignment, structural

alignment, IT alignment, executive commitment, and employee empowerment. Other

factors he found to be significant and critical to the success of process improvement

programmes were: value and clarity of the proposed changes, pace of the change, inherent

culture of an organization, sustainability of the change, and skills.

Heracleous and Langham (1996), proclaimed that constant change represents an ecosystem

with multiple sets of causation, not a closed system with simple cause-and-effect

relationships. Management needs to multitask across tracks of interrelated work and must

be able to communicate the progress that is being made to the entire organization.

Multitasking requires setting targets for achieving intermediate goals for each initiative

within the overall change journey and then measuring progress each step of the way. By

monitoring the achievement of intermediate successes, direction and motivation are

maintained throughout a lengthy change journey.

For strategic change to succeed, important changes should take place in the cultural beliefs

and assumptions of the organization leading to the cultivation of employee commitment

(Unzicker et al., 2000).

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2.2.3 Personalize the Benefits of Change

As business needs are changing, business leaders are recognizing the value of employees

who are not only highly skilled but, more importantly, can adapt to changes, learn quickly,

commit themselves to continuous professional and personal development and communicate

effectively (Rodriguez et al., 2002). As for optimizing the change resistance, managers are

required to observe employee readiness for change. Normally, their readiness emerges

when the employees perceive little personal risk from change and feel highly dissatisfied

with the status quo (Hellriegel et al., 2001). With this respect, resistance to change seems

to be submerged. In addition, successful organizational adaptation is increasingly reliant

on generating employee support and enthusiasm for proposed changes, rather than merely

overcoming resistance (Piderit, 2000).

Sutevski (2012) compiled 28 factors some of which were, identified by other researchers,

which caused resistance to organizational change. These were threat of power on an

individual or organizational level; losing or alternative increase of control on the

employees; economic factors; image, prestige and endangerment of reputation; threat of

comfort, job security or interpersonal relations; reallocation of the resources; acquired

interest to new groups; and implication on personal plans.In order to manage radical

change, effectively one needs to incorporate both effective communication and leadership

(Smith, 2003).

Other factors included too much dependence on others, misunderstanding the process,

mistrust to initiators of change, different evaluation and perception, fear of the unknown,

necessity to change habits, previous negative experiences, weakness of the proposed

changes, and limited resources. Others were bureaucratic inertia, selective information

processing by employees, uninformed employees, and peer pressure, skepticism about the

need of change, increasing workload, and short time to performing change. For effective

change, management must address all issues of resistance to change. Whatever the type of

change in any organization, it affects the people, structure, procedures or the organization’s

technologies (Gilley, Gilley & McMillan, 2009).

2.2.4 Lead, Sponsor and Communicate throughout the Change Process

Zorn et al. (2000) pointed out two of the most popular ways of creating and communicating

change are to emulate the best practices of excellent organizations and to be guided by the

13

popular writings of management gurus”. Organizational change is far more complicated

and requires focused attention and participation at all levels of the company. Lewis (2000)

argues that the systematic research about the effectiveness of communication strategies

about change is sparse. He further reiterated that the most frequently noted categories of

problem encountered by the company in transition are “communicating vision” and

“negative attitudes.” If an organization’s management does not consider which

communication behaviors it wishes to foster for its success, the signals it sends to

employees may be inconsistent or counterproductive.

Thompson and Strickland (1999) emphasized the need for management to communicate

the case for organizational change so clearly and persuasively that there is determined

commitment throughout the ranks to carry out the strategy and meet performance targets in

order to achieve a successful implementation of strategy. Some researchers held the view

that top management change in organizations was widely recognized as a precondition for

successful business turnarounds (Hofer, 1980; Bibeault, 1982;Slater, 1999).

According to Gieves (2000), the right way of managing people for adapting to and adopting

change is achievable by changing their cultural norms and eventually make the change

successful in the long-run.

Wilbur (1999) and Lauer (1994), argued that frequent and on-going communications

attempt to alleviate ambiguity of change efforts, leads to a positive impact on the change

scheme. Effective communication also creates an avenue for managing expectations and

for providing the rationale and benefits of the change initiative in terms that resonate with

employees. The effective uptake of change, a leading practice among clients is to explicitly

assign the communication function to employees with the appropriate skill set.

2.2.5 Supporting People through the Difficult Points of the Change Journey

Formulation and implementation plans of communication in change plays a crucial role in

helping navigate change to the planned direction. A significant risk of any major change

program is the loss of productivity that inevitably occurs during the early stages of change.

Executives should adopt a mindset that a degree of productivity loss is inevitable. To set

expectations otherwise is simply unrealistic. Comprehensive communication plans for

14

change serves as one of the most important tools enabling adaptiveness in people and

organizations (Axley, 2000). The ultimate goal of communication in change is to convey

meaningful change messages in a strategic manner across the organization to achieve

employees’ corporate acculturation and employees’ commitment (Unzicker et al., 2000).

2.2.6 Focus on New Behaviors, not New Attitudes

Organizational change examines the capabilities of managers, employees and work

environment. It affects employee attitudes and behaviors because of transferring a situation

from the known to the unknown which can build up uncertainty, strain and anxiety among

employees. Domain researchers focused on change that may have a serious negative impact

on employee attitudes and productivity (Weber & Weber, 2001).

Executives leading change initiatives often focus on influencing employee attitudes.

Experience showed this to be the wrong approach. Effective change management does not

try to change attitudes, but rather influences the behaviors of employees. Behavior change

occurs when employees’ experiences with new processes, procedures, structures or roles

align with the expectations that were set. If the expectations are supported by reality, the

perception of change is positive and the desired behavior is reinforced. Hill and Jones

(2001) saw management as both an art because of making people more effective than they

were before and a science because of how it is, done.

2.3 Effect on the Clarity of Roles and Responsibilities

2.3.1 Ensure Top-Management Support and Commitment

According to Doyle (2002), organizations are incorporating the management of change into

existing roles and responsibilities of managers and leaders at all levels of the organization.

Where previously the responsibility of managing change might have been the unique role

of an external resource or leader within the organization it is now more likely that anyone

at any level would be expected to lead and facilitate change in the organization (Doyle,

2002).

Organizational change affects employee attitudes and behaviors because they are

transferred from a situation that is known to one that is unknown, which can lead to

uncertainty, strain and anxiety among employees. Domain researchers have focused on the

15

fact that change may have a positive or negative impact on employee attitudes and

productivity (Weber & Weber, 2001).

The use of competencies in human resource management is not something new, although

the approach is still characterized by a certain confusion related to what competencies are

and how they should be measured (Shippmann et al., 2000).

Waldersee & Griffiths (2004) looked at organizational change in terms of participative

approach whose assumption was that employee support is a pre-requisite of change and the

unilateral approach whose assumption was that behavior must be changed first and attitude

will follow found that, unilateral implementation approaches were more effective than

participative. Some studies of organizational change stress the importance of having a

single change agent or idea champion lead the transformation. An idea champion is a highly

respected individual who maintains momentum and commitment to change, often taking

personal risks in the process (Kanter, 1983).

Policy-implementation scholars have offered evidence of how a skillful and strategically

placed leader or “ fixer ” can successfully coordinate the behavior of disparate actors and

overcome obstacles by leveraging close personal ties and pursuing informal avenues of

influence (Bardach ,1977; O ’ Toole 1989 ).

Kotter (1995) asserts that one or two managers often launch organizational renewal efforts,

but whenever some minimum mass is not achieved early in the effort, nothing much

worthwhile happens.

Research by Kavanagh and Ashkanasy (2006) on change management examined mergers

between three large multi-site public-sector organizations. They specifically investigated

leadership and change management processes, and concluded that leaders needed to know

how they would carefully select the method or approach for managing change, how to

develop a new culture, how to establish effective channels of communication at all levels

of the organization, to incorporate stakeholders, and how to lead in a positive manner.

Barzelay’s (2001) analysis of New Public Management reforms in various nations, for

instance, reports that Aucoin (1990) attributes the failure of these reforms in Canada to a

16

lack of support from cabinet ministers, who simply did not care much about the reforms.

Finally, in the organizations, top-management support for change often requires the

cooperation of top-level career civil servants in addition to politically appointed executives.

Moreover, the need for leadership continuity and stability raises particular challenges in the

public sector because of the frequent and rapid turnover of many executives in government

agencies compared to business executives. This may explain why, contrary to stereotype,

many significant changes in government need to be, and have been led by career civil

servants (Holzer and Callahan,1998).

2.3.2 Provide a Plan

Managerial leaders must develop a course of action or strategy for implementing change.

Convincing the members of an organization of the need for change is obviously not enough

to bring about actual change. By (2005) pointed out that a number of researchers reported

a failure rate of around 70 per cent of all change programs initiated but wondered that there

was consensus to the effect that the pace of change had never been greater than the ever

evolving business environment leading to a concurrence that successful management of

change highly required skill. Tyrol (2007) recommended that, for an organization to

implement change management there has to be definition and implementation procedures,

technologies to deal with changes in the business environment and profit because of

changing opportunities. Change is necessary to maintain a competitive edge, although it is

not always a smooth process (George & Jones, 2008).

This strategy serves as a road map for the organization, offering direction on how to arrive

at the preferred end state, identifying obstacles, and proposing measures for overcoming

those obstacles.

As Kotter (1995) explains, the basic elements of the vision should be organized into a

strategy for achieving that vision so that the transformation does not disintegrate into a set

of unrelated and confusing directives and activities. Two aspects of a course of action that

appear crucial for organizational change in the public sector include the clarity or degree

of specificity of the strategy and the extent to which the strategy rests on sound causal

theory.

17

Specific goals help ensure that the measures implemented in the field correspond with the

formal policy by limiting the ability of implementing officials to change the policy

objectives and providing a standard of accountability. As Bingham and Wise (1996) and

Meyers and Dillon (1999) discovered, policy ambiguity can sow confusion, allowing public

managers to reinterpret the policy and implement it in a fashion that brings about few of

the changes that policy makers intended. Finally, a mandate for change based on sound

causal theory helps eliminate inconsistent or conflicting directives that can undermine

efforts to implement change. Rossotti (2005) showed how he and others leading major

organizational changes at the Internal Revenue Service (IRS) set forth a clear, well-

conceived, well-organized plan for the change process.

2.3.3 Ensure the Need for Organizational Change

Smith (2003) mentioned that to manage radical change effectively, some of the things one

needs to consider are, communication to show support of the process change project and

effective leadership to coordinate deployment of resources in order to achieve performance

breakthroughs required to accomplish the strategic objectives which are the possible

outcomes of application of innovative ways of doing business.

The process of convincing individuals of the need for change often begins with crafting a

compelling vision for it. A vision presents a picture or image of the future that is easy to

communicate and that organizational members find appealing (Kotter, 1995).

Research on private organizations indicate that it is easier to convince individuals of the

need for change when leaders craft a vision that offers the hope of relief from stress or

discomfort (Kets de Vries and Balazs 1999). Nadler and Nadler (1998) even suggest

implanting dissatisfaction with the current state of affairs in order to get members of the

organization to embrace change. To convince individuals of the need for and desirability

of change and to begin the process of “ unfreezing ” the organization, Armenakis, Harris,

and Feild (1999) suggest employing effective written and oral communication and forms

of active participation among employees.

For instance, Kemp, Funk, and Eadie (1993) and Bingham and Wise (1996) conclude that

successful implementation of new programs depends on top management’s ability to

disseminate information about the change and convince employees of the urgency of

18

change. Denhardt and Denhardt (1999) describe how effective local government managers

verify the need for change through listening and learning and then communicate those

needs in ways that build support for change.

2.3.4 Effective Information Management

Lorenzi and Riley (2003) looked at “people side issues” during implementations of new

information systems recommended that anyone wishing to make changes within an

organization, with minimum levels of trauma, must first understand the organization’s

power bases structures, reward systems, and other people issues. This was because

understanding them, it was critical for developing appropriate strategies at the appropriate

times and for involving the key players within the organization.

According to Pettigrew and Fenton (2000), change initiatives such as delayering,

decentralizing, networking and information technology investment will not succeed if done

piecemeal. To reap the benefits of organizational change, particularly galvanized by

innovation, firms must think and act holistically and make changes on several fronts in

careful alignment. Effective information management is also essential. Web-based

information resources have been developed and training provided to familiarize staff with

new concepts and tools.

Aladwani (2001) explored employee resistance to ERP implementation. The objective of

the study was, to establish change management strategies for ERP implementation. The

study recommended that in order to overcome users’ resistance to change, top management

had to: study the structure and needs of the users and the causes of potential resistance

among them; deal with the situation by using the appropriate strategies and techniques in

order to introduce ERP successfully; and evaluate the status of change management efforts.

Motivation is one of the methods of reducing resistance to change. Tower (1994)

recommended that effective motivation package for an organization needed to be, widely

spread in order to give equal chances and opportunities for all employees pointing out that

some of the employee motivational methods were inducement through salary increases,

bonuses, job enlargement, job enrichment, job rotation, promotion, offering higher

responsibility, and acknowledgement of higher performance achievement of employee.

19

2.4 Effects of UNON’s Change Management Initiative on how United Nations

Nairobi office Responds to Clients as the Service Provider.

2.4.1 Institutionalize Change

In an era of lifelong learning, individuals and organizations alike lose competitiveness as

soon as they stop learning and growing. To seek sustainable survival amid the battle of

changes and innovation, conducting a never-ending organizational change is the only way

out. Drucker (2003) believed that “the most manifest difference between the previous and

present societies is that working is the end of learning in the former and yet the beginning

of learning in the latter” (Huang, 2009).

According to Gieves (2000), the right way of managing people for adapting to and

adopting change is achievable by changing their cultural norms and eventually make the

change successful in the long-run.

Employees who are faithful to the organization regard every matter related to the

organization as their own business with complete dedication (Shen et al., 2010).

2.4.2 Build External Support

Golembiewski (1985) suggests, attaining support from governmental authorities and

political actors involves serious challenges, given the constraints imposed by the political

context in which public organizations operate. Public agencies often have multiple political

masters pursuing different objectives, and politically appointed executives often have very

weak relationships with career civil servants. Despite these challenges, public managers

implementing change in their organizations must display skill in obtaining support from

powerful external actors. Public policy scholars have observed the impact of support from

political overseers or sovereigns on the outcome of policy implementation (Goggin et al.

1990; Mazmanian and Sabatier 1989).

Berry, Chackerian, and Wechsler (1999) note that the governor’s high level of commitment

and support for particular reforms in Florida had a substantial influence on the degree of

implementation. Changes that could have been implemented quickly and cost-effectively

seemed to generate more support from elected officials than those with higher

implementation costs and those requiring much more effort and time to implement.

Thompson and Fulla (2001) conclude that the interest group environment acted as an

20

important determinant of agency adoption of National Performance Review (NPR) reforms,

with strong interest group opposition to an agency ’ s NPR reforms constraining change.

Conversely, Weissert and Goggin (2002) found that proceeding to implementation without

garnering the support of interest groups can speed up the implementation process, albeit at

the cost of dissatisfaction and criticism.

2.4.3 Provide Resources

Successful change usually requires sufficient resources to support the process. A fairly

consistent finding in the literature is that change is not cheap or without trade-offs. Planned

organizational change involves a redeployment or redirection of scarce organizational

resources toward a host of new activities, including developing a plan or strategy for

implementing the change, communicating the need for change, training employees,

developing new processes and practices, restructuring and reorganizing the organization,

and testing and experimenting with innovations (Burke 2002; Mink et al. 1993; Nadler

&Nadler 1998).

Failure to provide adequate resources in support of a planned change leads to feeble

implementation efforts, higher levels of interpersonal stress, and even neglect of core

organizational activities and functions. Boyne’s (2003) review of research, for example,

found that “resources” is one of the important factors for improving public services (and

hence, bringing about change). Rossotti (2005) heavily invested resources in major changes

at the IRS and expressed regret that he had not sought at the outset stronger assurances of

budgetary support for the reforms from Treasury Department officials.

2.4.3 Pursue Comprehensive Change

Managerial leaders must develop an integrative, comprehensive approach to change that

achieves subsystem congruence. Many researchers stress that in order for fundamental

change in behavior to occur, leaders must make systemic changes to the subsystems of their

organization. Veldsman (2008) regards organisational change as the transformation from

the current state of the organization to the desired state.

Still others have warned, however, that implementing multiple changes without

understanding the structure and nature of the interconnections among subsystems can result

in additional costs and a longer implementation period than anticipated (Hannan, Polos,

21

and Carroll 2003). Amis, Slack, and Hinings (2004) go even further, arguing that the actual

sequence of change matters; they found that beginning the transformation process by

changing “high-impact” decision-making elements of the organization first helps to build

momentum for the broader array of changes that follow. Likewise, Robertson, Roberts, and

Porras (1993) conclude from their study of business firms that practitioners should begin

any change effort with systematic changes in the work setting and “ insure that the various

work setting changes are congruent with each other, ending consistent signals to

organization members about the new behaviors desired. Support for these arguments is also

present in public sector research. Shareef (1994), for example, found that an effort to

implement a participative culture in the U.S. Postal Service fell short because of

management’s failure to modify organizational subsystems for the desired cultural change.

Golembiewski (1985) emphasizes the fruitlessness of attempting to change attitudes and

behaviors toward more teamwork and participation if the organizational structure remains

strictly hierarchical and fails to support a team orientation (see also Meyers and Dillon

1999). The wisdom of this strategy notwithstanding, Robertson and Seneviratne’s (1995)

study suggests that subsystem congruence may be more difficult to achieve in the public

than in the private sector because change agents in the public sector exercise less discretion

than their private sector counterparts.

Change management has been an integral part of the corporate sector for more than two

decades now, capturing the critical need of business organizations to remain competitive.

Organizations that do not adopt appropriate change interventions will always remain at risk

of failure, eroding its capability to survive in an increasingly dynamic and competitive

environment. Even when appropriate change interventions are introduced, the absence of a

systematic and integrated process for deploying changes can prevent organizations from

achieving the desired benefits. There is increasing evidence, for example, that 70 percent

of all change efforts fail (Beer and Nohria, 2000; Burnes, 2009). Some fail due to incorrect

and incomplete diagnoses of the internal and external environment, leading to incorrect

choices in formulating appropriate change frameworks (Kee and Newcomer, 2008;

Hughes, 2006); others fail because change is not deployed in an integrated manner

(Buchanan et al. 2005) with careful consideration of internal and external alignment issues

leading to compartmentalized efforts at bringing about strategic change; and finally, even

when changes are introduced in an aligned manner, they may still fail, due to inadequate

22

measurement systems to track and review changes on a sustained bases (Kee and

Newcomer, 2008; Hacker and Washington, 2004).

In working with client organizations, we see several common forms of resistance.

Sometimes it manifests itself as a fog of confusion that makes it difficult to hear or

understand what is being said. The most defiant may actually sabotage the change process.

The best change managers realize that resistance cannot be eliminated. These managers

realize that resistance can be lessened when change is accomplished with employees, not

done to them. Following are some of the tools they use to achieve this; the use of

questionnaires, focus groups and workshops, for example, allows employees to provide

input on organizational direction and to shape the actions that are undertaken to accomplish

goals. When honest feedback is encouraged, people increase the trust they feel in their

organizations. Furthermore, if focus group sessions are positive and constructive, they can

motivate employees and foster new behaviors through openness and better communication.

In most cases, change is ineffectively managed and there seems to be some agreement that

the chances of success are greatly enhanced when the “people side” is fully attended to

(Taylor, 2001, p. 114).

Another critical point to remember is that the effects of change are cumulative – people

reach a change threshold beyond which they can absorb no more change, at least for a time.

Jones and George (2003) believe that the success of organizational change resides more in

the individual rather than organizational dynamics and refers to critical tasks of managers.

The increase in coordination and programme planning and the adaptation of administrative

and business practices requires a significant initial investment of time and resources, and

one immediate result of the exercise has been a sharp increase in transaction costs. Several

coordination arrangements have been established at the inter-agency level, including an

informal senior executive’s coordination group of the ten largest funds, programmes and

specialized agencies, in which the ILO is also participating. A major objective is to achieve

a number of results with an inclusive approach that makes full use of the combined and

diverse resources, experience and mandates of the UN system. There is also a need to

reconcile vertical responsibilities within organizations with the horizontal mutual

accountability of country directors, the Resident Coordinator and other members of the

23

country teams. For instance, Ackerman (1986) reflects on developmental change,

transitional change and transformational change.

2.5 Chapter Summary

In this chapter, the researcher has carried out a critical review of the literature concerning

the benefits of change and the adverse consequences if an organization does not internalize

change. In particular emphasized the inevitability and the urgency of change and the critical

factors affecting the adoption in organizations. The second section examined some of the

challenges organizations face in introducing and implementing change management

initiatives at the workplace. Lastly, the literature review outlined some of the major

influencing factors towards adoption of a reengineered business process and examined the

existing organization structures, systems and procedures that ensured that they are aligned

properly with the change process.

In the following chapter, the researcher outlines the research methodology including the

research design, procedures and data analysis methods and presentation.

24

CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 Introduction

This chapter highlights the various methods and procedures the researcher adopted in

conducting the study. The chapter will discuss the research methodology in general and

specifically the research design, population and sample, data analysis methods, sampling

design and sample size, research procedures and the data analysis methods that were

employed. This chapter will then provide a summary of the main elements discussed in the

chapter.

3.2 Research Design

The researcher adopted descriptive research design. The survey research design is

concerned with studying subjects that have already been exposed to the independent factor

and those who have not. The descriptive technique will aid in measuring who, what, where,

when, or how much of an activity. According to Cooper & Schindler 2003, descriptive

studies deal with questions of who, what, when and how of the topic, and are used when

there is some understanding of the topic. Descriptive research design was most appropriate

for this study as the researcher attempted to determine the impact of the variables in relation

to each other so as to present the bigger picture of the variables in a particular situation as

recommended by Churchill and Lacobucci (2002).

A survey in form of standardized questions in a questionnaire was used to collect data. The

subjects in the sample of the survey were questioned by means of a standardized procedure

for the answers to be compared and analyzed statistically (Welman and Krugler, 2001).

The research design adopted in this study used both quantitative and qualitative techniques.

On the other hand, qualitative approach was used to correspond with quantitative approach

concentrating on data which is unquantifiable. Quantitative approach in this sense was

meant to come up with numerical data and results (Mugenda and Mugenda, 2003).

25

3.3 Population and Sampling Design

3.3.1 Population

Cooper and Schindler (2003) define the population as the total collection of elements about

which a researcher wishes to make some inferences. The population in this study consisted

of employees of United Nations Office of Nairobi in various departments across four

divisions.

Table 3.1: Population Distribution

Division No. in Population Percentage

Division of Administration DAS 45 30%

Division of Conference Services DCS 20 14%

Department of Safety and Security DSS 60 40%

Office of Oversight and Investigation OIOS 25 16%

Total 150 100%

3.3.2 Sampling Design

3.3.2.1 Sampling Frame

A sampling frame defines the list of ultimate entities; people, households, organizations, or

other units of analysis from which data is collected Cooper and Schindler (2003). The

sample was drawn from the different divisions of UNON mostly concentrating on the

operations and administration, conferencing and security units.

3.3.2.2 Sampling Technique

This study adopted a stratified sampling technique. The population was stratified into units

comprising division of administration services, division of conference services, department

of safety and security and office of oversight and investigations. The advantage of this

method is that it increases statistical efficiency and provides data for analysis of the various

sub-populations (Cooper and Schindler, 2003). In addition, the technique ensured the

selection of respondents with the requisite information to address the specific research

questions thereby enhancing the credibility and reliability of the findings of this study.

26

3.3.2.3 Sample Size

The sample size was a smaller size of the larger population. Out of the sample frame of 70

employees a sample size of 50 was selected. Questionnaires were sent to 50 regular

employees. Follow up reminders and face to face and door to door visits were conducted

to ensure 100% response on the questionnaire sent out.

Table 3.2: Sample Size

Division Total Population Sample Size

Division of Administration Services DAS 10 15%

Division of Conference services DCS 20 50%

Department of Safety and Security DSS 10 20%

Office of Oversight and Investigations 10 15%

TOTAL 50 100%

3.4 Data Collection Methods

Primary data collection method using structured questionnaire was employed in this study.

Data was collected using a questionnaire developed by the researcher drawn from the three

research questions. This questionnaire was self-administered and hand delivered to ensure

effective tracking for each respondent. The questionnaire had both open ended and close

ended questions. In the case of closed ended questions, a five-point Likert-type scale and

rankings was used ranging from lowest point 1 to the highest point 5. Open ended questions

provide a greater uniformity of responses and were more easily processed than open ended

ones (Babbie, 2008).

The questionnaire was split into five sections. The first section is general information,

second is history of the organization, third is effect of change management on decision

turnaround time, fourth is effect of change management initiative on the clarity of roles &

responsibilities among staff and the fifth is the effect of change management initiative on

how it responds to clients as a service provider looking at each objective of the study. The

researcher ensured that confidentiality was maintained and the respondents was not

expected to reveal their identity while filling in the questionnaires.

27

3.5 Research Procedures

A pilot test involving sampling the questionnaire was carried out to evaluate precision,

completeness, accuracy and clarity of interview questions. This was done with 7 selected

respondents to ensure that the data collected from the study would be reliable. Final

questionnaire were distributed to the respondents office by office. To improve the response

rate, there was a cover letter explaining the reasons for the research, why the research was

important, why the recipient was selected and a guarantee of the respondents’

confidentiality was provided. The questionnaire had clear instructions and an attractive

layout. Each completed questionnaire was treated as a unique case and a sequential number

given for records. A trained research assistant was assigned for data entry using (SPSS)

Statistical Package for Social Sciences. The exercise took one month.

3.6 Data Analysis Methods

The collected data was coded according to different variables of study for ease of data entry

and interpretation. The data was analyzed using the SPSS software tool. Data analysis was

conducted using descriptive statistics. Descriptive analysis can be described as a process

that involves transforming a mass of raw data into tables, charts, with frequency distribution

and percentages which are a vital part of making sense of the data (Denscombe, 1998).

Data was collected using a structured questionnaire. The data was then analyzed using

descriptive statistics and the variables analyzed using correlations. Output of the data was

presented in tables and figures. The data analysis tool used in the study is Statistical

Package for Social Sciences (SPSS)

3.7 Chapter Summary

This chapter focused on the methodology that was used in conducting the study. First, the

research design that was applied was descriptive in nature. The population, the sample

frame, the sample size and the sampling technique used was specified. Data collection used

was structured questionnaire which were mailed to the respondents to complete. Data was

collected from 51 respondents in UNON offices in Nairobi. Questionnaires were developed

and used for purposes of collecting data which was analyzed by use of SPSS. The

methodologies mentioned above facilitated the presentation of the research findings in form

of charts and figures. The next chapter discusses research findings in relation to the

research.

28

CHAPTER FOUR

4.0 RESULTS AND FINDINGS

4.1 Introduction

This chapter dealt with the report of the research findings based on the data collected from

a total population of 4 main departments at the UNON offices of Nairobi. Data was

collected from 38 UNON staff members. This study targeted a sample of 50 respondents

out of which a response rate of 38 respondents resulted in a 76% response rate. The

questionnaires were then coded individually and input into SPSS for analysis. Data was

tabulated and presented in the form of frequencies and percentages, in charts and tables.

The chapter is structured on the basis of background information, that is, general report of

the respondents, the way they responded to each of the variables contained in the

questionnaire regarding, the effectiveness of change management at the UNON offices in

Nairobi. The chapter ends with summary.

4.2 Demographic Information

This section provided personal information on the UNON Nairobi staff sampled, for

validity. Validity provides personal data on the sample population for authentication. This

is achieved by describing the respondents views as indicated on the questionnaires on

determinants of the level of effective change management initiatives and their impact at the

United Nations Offices in Nairobi, Kenya by to assessing the effect of change management

on decision turnaround time , establishing the effect of change management initiative on

the clarity of roles and responsibilities among staff and determining the effect of UNON’s

change management initiative on UNON’s office responds to clients as the service

provider. The results are presented next.

4.2.1 Working Experience

Working experience was important for this study. This was to ascertain that the

respondents had worked at UNON offices and therefore knew how operations are done in

the organization. Figure 4.1 showed that the respondents indicated that the respondents

indicated that, 39%had worked at UNON for over 10 years, 29% indicated that they had

worked for between 3-5 years’ experience at UNON and 16 % indicated that they had

worked for between 6-10 years and 13% indicated that they had worked for more than a

year.

29

Figure 4.1: Working Experience

4.2.2 Capacity and Level of Management at UNON Nairobi

The capacity and level of management was important for this study. This was to highlight

the caliber of staff that participated in this study. Figure4.2 showed that majority of the

respondents, 95% indicated that they were non-executive while 5% indicated that they were

executives.

30

Figure 4.2: Capacity and Level of Management

4.2.3 Department/Unit of Work

The department or unit of work was also important for this study. This was important in

gauging the effects of change management per department. The results in table 4.1.

Showed that majority of the respondents, 44.7 % indicated that they were from the Division

of Conference Services (DAS) while 36.8 % indicated that they indicated that they were

from DCS offices and 13.2% indicated that they were from the OIOS offices and 5.3%

indicated that they were from the DSS offices.

Table 4.1: Department or Unit of Work

Department/Unit of Work Distribution

Frequency Percent

DAS 17 44.7

DCS 14 36.8

DSS 2 5.3

OIOS 5 13.2

Total 38 100.0

31

4.2.4 Ownership of Organization

Demographic information on ownership of important was also important for the study.

This was important for authenticity and originality of the information provided from this

study. The results in table 4.2 showed that the respondents indicated that 80% of the

respondents indicated that UNON was an international organization while 20% of the

respondents indicated that UNON was a local organization.

Table 4.2: Ownership of Organization

Ownership of the

Organization

Distribution

Frequency Percent

Local 7 20.0

International 28 80.0

Missing 3 7.9

Total 35 100.0

4.2.5 Ownership, Agency Status

The ownership status of UNON, Nairobi was further confirmed by this study. This was to

ensure authenticity of this study. The results in figure 4.3 showed that the respondents

indicated that 94.59% of the respondents indicated that UNON was a UN organization

while 5.41 % of the respondents indicated that it was not.

Figure 4.3: Ownership of Organization

32

In summary, this section sought to find out the authenticity of its sampled respondents. The

results indicated that 100% of the respondents were working at UNON Nairobi offices

whose majority were non-executive and either working in the DAS or DCS offices.

4.3 Effect of Change Management on Decision Turnaround Time

The study sought to find out the effect of change management in decision turnaround time.

This was important in establishing the management of change and its effect on job roles.

A discussion on is next.

4.3.1 Management of Resistance to Change

This study sought to find out how organizations manage resistance to change. Management

of resistance to change reduces resistance to change and introduces costs and delays into

the change process that are difficult to anticipate but must be taken into consideration. They

included; people feeling that the sense of team is being eroded by changes, there being no

sense of urgency, people wanting things to stay as they are, people not being aware of the

external drivers for change, people feeling angry about what is happening whenever change

has to take place, change challenging the traditional way things are, reasons for change not

being obvious to people, people feeling a loss of identity as a result of the impending

changes, causing a deep-seated resentment, people being generally afraid of what might

happen, the feeling that the organization is losing its sense of identity, people feeling bitter

and hurt about what might happen , the thought that the unity and feeling of being part of

something will go, the change threatening people because it is not clear what would happen,

the view that imminent changes would threaten people's security, people being in denial

about the need for change, people lacking any feeling that the future could be better as a

result of the changes and, finally, daunting on realizing how far the organization has to go

to change. A ranking of these factors was provided in table 4.3 followed by descriptive

statistics of the first five highly ranked variables. A correlation, between the variables in

order to explain the effect of some of the variables in the overall management of resistance

of change was also provided in this section. The findings of the study are next.

33

Table 4.3: Ranking of Variables of Management of Resistance to Change

Variable Percentage Ranking

Effect of Change on Sense of Team being Eroded 35 13

Existence of Sense of Urgency 50 7

Perceptions on Current Status 42 11

Awareness of External Drivers for Change 47 9

Respondents Feelings on Happenings 40 12

Effect of Change on the way things were Traditionally 72 2

Respondents Perception on Importance of Change 70 3

Respondents Feeling a Loss of Identity due to Change 34 16

Perceptions on Change Causing Deep-seated Resentment 32 17

Respondents Feelings on Change Happenings 68 4

Effect of Change on Organizational Identity 35 13

Effect of Change on Respondents Feelings 35 13

Respondents Unity and Feeling of being Part of Change Process 47 9

Respondents Feelings on change threatening due to lack of clarity on

Results 76 1

Respondents Feelings on Threatening Respondents’ Security 50 7

Respondents in Denial on Need for Change 32 17

Respondents Perceptions on Future as a Result of Change 51 6

Perceptions on change being a Daunting Process 57 5

4.3.1.1 Respondents Feelings on change threatening due to lack of clarity on Results

The study sought to find out from UNON Nairobi’s staff whether change threatened the

staff because it was not clear what would happen. This was important factor in managing

change. The results on table 4.4 showed 39.5% of the respondents said they strongly

agreed, 36.8% indicated that they agreed, 10.5% showed that the respondents indicated that

they disagreed, 10.5% showed that the respondents indicated that they felt neutral and 2.6%

showed they preferred not to say.

Table 4.4: Respondents Feelings on Change Threatening due to Lack of Clarity on

Results

Response Distribution

Frequency Percent

Disagree 4 10.5

Neutral 4 10.5

Agree 14 36.8

Strongly Agree 15 39.5

Prefer not to Say 1 2.6

Total 38 100.0

34

4.3.1.2 Effect of Change on the way things were traditionally

The study sought to find out whether change challenged the traditional way things were at

the UNON Nairobi’s offices. This was important because a feeling of being challenged by

change is a sign of resistance towards change management. It is normal for people to feel

challenged when change occurs. The results on table 4.5 indicated that the respondents

said that 45.9% of the respondents agreed, 27% of the respondents felt that they strongly

agreed, 13.5% showed that the respondents indicated that they felt neutral 5.4% indicated

they strongly disagreed, 5.4% showed that the respondents indicated that they disagreed

and 2.7% showed they preferred not to say.

Table 4.5: Effect of Change on the way things are traditionally

Response Distribution

Frequency Percent

Strongly Disagree 2 5.4

Disagree 2 5.4

Neutral 5 13.5

Agree 17 45.9

Strongly Agree 10 27.0

Prefer not to Say 1 2.7

Missing 1 2.6

Total 38 100.0

4.3.1.3 Respondents Perception on Importance of Change

The study sought to find out whether reasons for change were obvious to UNON’s

Nairobi’s staff. The results on table 4.6 showed that the respondents indicated that the

respondent’s indicated that majority, 52.8% said they agreed, 16.7% of the respondents

felt that they strongly agreed, 13.9% indicated they strongly disagreed, 11.1% showed that

the respondents indicated that they felt neutral and 5.6% showed they preferred not to say.

Table 4.6: Respondents Perception on Importance of Change

Response Distribution

Frequency Percent

Strongly Disagree 5 13.9

Neutral 4 11.1

Agree 19 52.8

Strongly Agree 6 16.7

Prefer not to Say 2 5.6

Total 38 100.0

35

4.3.1.4 Respondents Feelings on Change Happenings

The study sought to find out whether UNON Nairobi’s staff were generally afraid of what

might happen due to change. This is a normal feeling when change occurs and needs to

handle by management for successful change management to occur. The results on table

4.7 showed that the respondents indicated that50% said they strongly agreed, 18.4%

showed that they agreed and 18.4% showed that the respondents indicated that they

disagreed, 7.9% showed that the respondents indicated that they felt neutral and 5.3%

showed they preferred not to say.

Table 4.7: Respondents Feelings on Change Happenings

Response Distribution

Frequency Percent

Disagree 7 18.4

Neutral 3 7.9

Agree 7 18.4

Strongly Agree 19 50.0

Prefer not to Say 2 5.3

Total 38 100.0

4.3.1.5 Perceptions on change being a Daunting Process

The study sought to find out from UNON Nairobi’s staff whether it was daunting for people

to realize how far the organization had to go to change. The results on table 4.8 showed

that the respondents indicated that 45.9% indicated that they agreed, 27% indicated that

they felt neutral, 10.8% of the respondents felt that they strongly agreed, 8.1% showed that

the respondents indicated that they disagreed and 5.4% indicated they strongly disagreed.

Table 4.8: Perceptions on Change being a Daunting Process

Response Distribution

Frequency Percent

Strongly Disagree 2 5.4

Disagree 3 8.1

Neutral 10 27.0

Agree 17 45.9

Strongly Agree 4 10.8

Missing 1 2.6

Total 38 100.0

36

4.3.1.6 Cross-Tabulation on Management of Resistance of Change

A summary of all the variables was carried out using a cross tabulation analysis of the

multiple responses in establishing whether respondents were able to manage resistance to

change. The summary in table 4.8 showed that the respondents indicated that majority of

the respondents 32% agreed that change management on decision turnaround time was in

existence at UNON Nairobi offices while 21% of them disagreed, 20% showed that the

respondents indicated that they felt neutral and 19 % of the respondents felt that they

strongly agreed. Therefore majority of the respondents either strongly agreed or agreed on

the fact that they were able to manage resistance to change at UNON Nairobi offices.

Table 4.9: Cross-Tabulation on Management of Resistance of Change

Management of Resistance to

Change

Percentage

Strongly Disagree 8

Disagree 21

Neutral 20

Agree 32

Strongly Agree 19

Total 100

4.3.1.7 Correlations between the Variables of Managing Resistance to Change

A bivariate correlation between the variables measuring management of resistance to

change were provided. As per the responses shown by most respondents, there was a

significant positive relationships between most of the variables. Table 4.9 showed that the

respondents indicated that 38 of the respondents indicated they wanted things to stay as

they are because most of the respondents had no sense of urgency r (36) =.397. p=014. The

reasons for change are not obvious to people because most of the respondents had no sense

of urgency, r (35) =. 481. P=003. Staff at UNON Nairobi’s offices feel a loss of identity

as a result of the impending changes because majority of them want things to stay as they

are, r(36) = .473**. p=003. A summary of the correlations on table 4.3.20

37

4.3.20 Correlations between the Variables of Managing Resistance to Change

Correlation

Test

People

want

things

to stay

as they

are Vs

No

sense

of

urgency

The

reasons

for

change

are not

obvious

to

people

vs no

sense

of

urgency

People

are not

aware

of

external

drivers

for

change

vs

people

want

things

to stay

as they

are

People

feel a loss

of identity

as a result

of the

impending

changes

vs no

sense of

urgency

People

feel a loss

of identity

as a result

of the

impending

changes

vs. people

want

things to

stay as

they are

Generally

afraid of

what

might

happen

vs want

things to

stay as

they are

Generally

afraid of

what

might

happen

vs. sense

of team is

being

ended by

the

changes

Generally

afraid of

what

might

happen

va No

sense of

urgency

Causing

deep

seated

resentment

vs people

feel angry

about

what is

happening

Causing

deep

seated

resentment

vs. people

want

things to

stay as

they are

Feel the

loss of

identity as

a result of

the

impending

changes

vs. people

feel angry

about

what is

happening

Pearson

Correlation

Significance

(2-Tailed)

N

.397*

.014

38

.481**

.003

37

.447**

.005

38

.388**

.016

38

.473**

.003

38

.479**

.002

38

.426**

.009

37

.512**

.001

37

627**

000

38

.472**

.003

38

.570**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

38

4.3.2 Impact of Sustaining Performance in an Environment of Constant Change

The study sought to find out whether sustaining performance in an environment of constant

change was a contributor on the effect of change management on decision turnaround time.

The variables considered included, perceptions on change projects creating resistance;

respondent’s perceptions on distance to travel in the change process; respondents being

frightened for jobs; perceptions on change causing redundancies. A ranking of these factors

was provided in table 4.10 followed by descriptive statistics of the first five highly ranked

variables. A correlation, between the variables in order to explain the effect of some of the

variables in the overall management of resistance of change was also provided in this

section. The findings of the study are next.

Table 4.10: Ranking of Variables of Impact of Sustaining Performance in an

Environment of Constant Change

Variable Percentage Ranking

Perceptions on change projects creating resistance 46 4

Respondent’s perceptions on distance to travel in the change

process

56 3

Respondents being frightened for jobs 72 2

Perceptions on change causing redundancies 79 1

4.3.2.1 Perceptions on Change Causing Redundancies

The study sought to find out whether there was real concern that the changes will cause

large scale redundancies. This was important in sustaining performance in an environment

of constant change. The results on figure 4.3.2.1showed that the respondents indicated that

45% of the respondents felt that they strongly agreed, 34% indicated that they agreed, 11%

showed that the respondents indicated that they disagreed, 5% showed that the respondents

indicated that they felt neutral 3% indicated they strongly disagreed and 3% showed they

preferred not to say.

39

Figure 4.4: Perception on Change Causing Redundancies

4.3.2.2 Respondents Frightened for Jobs

The study sought to find out whether UNON Nairobi’s staff were frightened for their

jobs. This was important in sustaining performance in an environment of constant

change. The results on figure 4.3.2.2showed that the respondents indicated that 36%

showed that they agreed and 36% of the respondents felt that they strongly agreed, 8%

indicated that they felt neutral, 8% showed that the respondents indicated that they

disagreed, 6% indicated they strongly disagreed and 6% showed they preferred not to

say.

Figure 4.5: Respondents Frightened for jobs

40

4.3.2.3 Respondents Perceptions on Distance to Travel in the Change Process

The study sought to find out whether there was a huge distance to travel in the change

journey. This was a factor that helps sustain performance in an environment of constant

change affecting change management on decision turnaround time. The results on figure

4.3.2.3showed that the respondents indicated that 45% of the respondents agreed, 24%

indicated that they felt neutral, 16% showed that the respondents indicated that they

disagreed, 11% of the respondents felt that they strongly agreed and 45 showed they

preferred not to say.

Figure 4.6: Respondents Perceptions on Distance to Travel in the Change Process

4.3.2.4 Perceptions on Change Projects Creating Resistance

The study sought to find out whether change projects create resistance to help the change

effort. This was important in sustaining performance in an environment of constant change.

The results in figure 4.3.2.4showed that the respondents indicated that 35% of the

respondents agreed, 27% showed that the respondents indicated that they disagreed, 19%

indicated that they felt neutral, 11% of the respondents felt that they strongly agreed, 5%

indicated they strongly disagreed and 3% showed they preferred not to say.

41

Figure 4.7: Perceptions on Change Projects Creating Resistance

4.3.2.5 Cross-Tabulation on Sustaining Performance in an Environment of Constant

Change

A cross tabulation of the multiple responses on the factors contributing in sustaining

performance in an environment of constant change was carried out. The results on table

4.3.2.5showed that the respondents indicated that 37% of the respondents agreed that there

was sustained performance in an environment of constant change, 25.5% of the respondents

felt that they strongly agreed, 14.1% showed that the respondents indicated that they felt

neutral while 3.4% indicated they strongly disagreed and 4% showed they preferred not to

say.

Table 4.11: Impact of Sustaining Performance in an Environment of Constant

Change

Response

Percentage

Strongly Disagree 3.4

Disagree 15.4

Neutral 14.1

Agree 37.6

Strongly Agree 25.5

Prefer not to Say 4.0

Total 100.0

42

4.3.2.6 Correlations Between the Variables of Sustaining Performance in an

Environment of Constant Change

A bivariate correlation between the variables measuring sustaining performance in an

environment of constant change were provided on table 4.11. As per the responses shown

by most respondents, there was a significant positive relationships between most of the

variables. 37 of the respondents indicated that change projects create resistance which has

to be broken because of the feeling that there is a huge distance to travel in the change

journey r(35) = .568. p=000. Most of the respondents are frightened for their jobs because

there is also a real concern that the changes will cause large scale redundancies r(34) = .

639. p=000. The UNON staff in Nairobi also showed real concern that the changes will

cause large scale redundancies because there is a huge distance to travel in the change

journey r(36) = . 482. p=002.

4.3.2.6 Correlations between the Variables of Sustaining Performance in an

Environment of Constant Change

Correlation Test Change Projects

Create

Resistance vs

Huge Distance to

Travel in the

Change Journey

Real Concern that the

Changes will Cause

Large Scale

Redundancies vs

People are Frightened

for their Jobs

Real Concern that the

Changes will Cause

Large Scale

Redundancies vs Huge

Distance to Travel in

the Change Journey

Pearson

Correlation

Significance (2-

Tailed)

N

.568*

.000

37

.639**

.000

36

.482**

.002

38

*. Correlation is significant at the 0.05 level (2-tailed).

4.3.3 Effect of Personalizing the Benefits of Change on Decision Turnaround Time

The variables considered included, strategy in change management; effect of ideas in

change management; perceptions on visibility recognizing and rewarding respondents;

perceptions on working together as a team/group and perceptions on respondents having

interest in maintaining the status quo. A ranking of these factors was provided in table 4.12

followed by descriptive statistics of the first five highly ranked variables. A correlation,

between the variables in order to explain the effect of some of the variables in the overall

management of resistance of change was also provided in this section. The findings of the

study are next.

43

Table 4.12: Ranking of Variables of Effect of Personalizing the Benefits of Change

on Decision Turnaround Time

Variable Percentage Ranking

strategy in change management 59 2

Effect of ideas in change management 32 5

Perceptions on visibility recognizing and rewarding respondents 42 3

Perceptions on working together as a team/group 62 1

Perceptions on respondents having Interest in maintaining the

status quo 34 4

4.3.3.1 Perceptions on Working together as a Team/Group

The study also sought to find out whether personalizing the benefits of change gets the

group to work together effectively as a team. The results on table 4.12 showed that the

respondents indicated that 54.1% of the respondents agreed, 18.9% showed that the

respondents indicated that they disagreed, 10.9% showed that the respondents indicated

that they disagreed, 8.1% of the respondents felt that they strongly agreed, 5.4% indicated

they strongly disagreed and 2.7% showed they preferred not to say.

Table 4.13: Gets the Group to Work Together Effectively as a Team

Response Distribution

Frequency Percent

Strongly Disagree 2 5.4

Disagree 7 18.9

Neutral 4 10.8

Agree 20 54.1

Strongly Agree 3 8.1

Prefer not to Say 1 2.7

Total 38 100.0

4.3.3.2 Effect of Vision and Strategy in Change Management

The study sought to find out from the respondents whether the organization creates vision

and strategy to help guide the change effort. This was important because if a vision is not

transformed into strategy, the transformation can disintegrate into a set of unrelated and

confusing directives and activities. The results in table 4.13 showed that the respondents

indicated that 45.9% of the respondents agreed, 18.9% indicated that they felt neutral,

13.5% of the respondents felt that they strongly agreed, 10.8% showed that the respondents

indicated that they disagreed, 8.1% indicated they strongly disagreed and 2.7% showed

they preferred not to say.

44

Table 4.14: Effect of Vision and Strategy in Change Management

Response Distribution

Frequency Percent

Strongly Disagree 3 8.1

Disagree 4 10.8

Neutral 7 18.9

Agree 17 45.9

Strongly Agree 5 13.5

Prefer not to Say 1 2.7

Total 38 100.0

4.3.3.3 Perceptions on Visibility Recognizing and Rewarding Respondents

The study sought to find out whether visibility recognizes and rewards UNON Nairobi’s

staff who makes the wins possible. The results on table 4.14 showed that the respondents

indicated that 39.5% indicated that they agreed, 26.3% indicated that they felt neutral,

26.3% showed that the respondents indicated that they disagreed, 5.3% indicated they

strongly disagreed, 5.3% showed they preferred not to say and 2.6% of the respondents felt

that they strongly agreed.

Table 4.15: Perceptions on Visibility Recognizing and Rewarding Respondents

Response Distribution

Frequency Percent

Strongly Disagree 2 5.3

Disagree 10 26.3

Neutral 10 26.3

Agree 15 39.5

Strongly Agree 1 2.6

Prefer not to Say 2 5.3

Total 38 100.0

4.3.3.4 Cross-Tabulation on Personalize the Benefits of Change

A cross tabulation of the multiple responses on personalizing the benefits of change showed

that the respondents indicated that 38.5% showed that they agreed that personalizing the

benefits of change is an effect of change management on decision turnaround time, 24.1%

indicated that they felt neutral, 21.4% showed that the respondents indicated that they

disagreed, 7% of the respondents felt that they strongly agreed and 5.9% indicated they

strongly disagreed.

45

Table 4.16 Cross-Tabulation on Personalize the Benefits of Change

Response Percentage

Strongly Disagree 5.9

Disagree 21.4

Neutral 24.1

Agree 38.5

Strongly Agree 7.0

Prefer not to Say 3.2

Total 100.0

4.3.4 Impact of Lead Sponsor as a Communicator in the Change Process

The study sought to find out whether a lead person, a sponsor and communicating in the

change process was important for effective change management on decision turnaround

time. The variables considered included, impact of lead sponsor in identifying crises effect

of having leadership team role-model in change process; impact of lead sponsor usage of

varied ways of communication and role of lead sponsor in ensuring that change vision it is

a shared. A ranking of these factors was provided in table 4.16 followed by descriptive

statistics of the first five highly ranked variables. A correlation, between the variables in

order to explain the effect of some of the variables in the overall management of resistance

of change was also provided in this section. The findings of the study are next.

Table 4.17: Ranking of Variables of Impact of Lead Sponsor as a Communicator

in the Change Process

Variable Percentage Ranking

Impact of lead sponsor in identifying crises 55 2

Effect of having leadership team role-model in change

process 45 3

Impact of lead sponsor usage of varied ways of

communication 45 3

Role of lead sponsor in ensuring that change vision it is a

shared 61 1

4.3.1. Role of Lead Sponsor in Ensuring that Change Vision it is a Shared

The study sought to find out whether the respondents had a shared vision and strategy. The

results, in figure 4.3.4.1 showed 21 out of 38 agreed while 6 disagreed. Four out of 38

indicated neutral and 4 out of 38 strongly disagreed. Two strongly agreed and 1 showed

they preferred not to say.

46

Figure 4.8: Ensure that it is a shared vision and strategy

4.3.4.2 Impact of Lead Sponsor in Identifying Crises

The study sought to identify whether the organization identifies and discusses actual or

potential crises or major opportunities with the employees. The results in figure

4.3.4.2showed that the respondents indicated that 18 out of 38 agreed, 6 out of 38 disagreed,

6 out of 38 were neutral, 4 out of 38 strongly disagreed, 3 out of 38 strongly agreed and 1

respondent out of 38 showed they preferred not to say.

Figure 4.9: Impact of Lead Sponsor in Identifying Crises

47

4.3.4.3 Effect of having Leadership Team Role-Model in Change Process

The study sought to find out whether UNON Nairobi offices had the leadership team role-

model. The results in figure 4.3.4.3 showed 14 out of 38 respondents agreed 8 out of 38

respondents were neutral, 7 out of 38 respondents disagreed, 4 out of 38 respondents

strongly disagreed, 3 out of 38 respondents strongly agreed and 2 out of 38 respondents

showed they preferred not to say.

Figure 4.10: Effect of Having a Leadership Team Role-Model

4.3.4.4 Impact of Lead Sponsor usage of varied ways of Communication

The study sought to find out whether UNON continuously uses every available vehicle to

communicate the new vision and strategy. The results in figure 4.3.4.4showed that the

respondents indicated that of the respondents, 22 out of 38 agreed, 5 out of 38 were neutral,

5 out of 38 disagreed, 3 out of 38 strongly disagreed, 2 showed they preferred not to say

and 1 strongly agreed.

48

Figure 4.10: Impact of Lead Sponsor usage of varied ways of Communication

4.3.4.4 Cross-Tabulation on Lead, Sponsor and Communicate Throughout The

Change Process

A cross tabulation of the multiple responses from the 4 variables on lead, sponsor and

communicate through the change process was carried out to establish the overall view from

the respondents. The results on table 4.18 showed that the respondents indicated that 49.3%

showed that they agreed that they were important for the change process to occur, 15.8%

indicated that they felt neutral, 15.1% showed that the respondents indicated that they

disagreed, 9.9% indicated they strongly disagreed, 5.9% of the respondents felt that they

strongly agreed and 3.9% showed they preferred not to say.

Table 4.18: Cross-Tabulation on Lead, Sponsor and Communicate Throughout the

Change Process

Response

Percentage

Strongly Disagree 9.9

Disagree 15.8

Neutral 15.1

Agree 49.3

Strongly Agree 5.9

Prefer not to Say 3.9

Total 100

49

4.3.4.2 Correlations between the Variables on Lead, Sponsor and Communicate

Throughout the Change Process

A bivariate correlation between the variables measuring management of resistance to

change were provided on table 4.19. There was a positive correlation between management

identifying and discussing actual crises because management continuously uses every

available vehicle to communicate, r(35) = .899. p=001. There was also a positive

correlation between management continuously using every available vehicle to

communicate because management has the leadership team role-model r(36) = . 515. The

leadership team role model ensures that most staff have a shared vision and strategy, r(36)

= .726. p=000. There was also a positive correlation between staff being generally afraid

of what might happen because they want things to stay as they are. r(36) = . 479. p=002.

The issue of feeling afraid is also compounded because most staffs’ feel that the sense of

team is being ended by the changes, r(35) = . 426. p=009. Fear is also stimulated by most

staffs’ lack of sense of urgency. There was also a positive correlation between staff causing

deep seated resentment because people feel angry about what is happening, r(35) = . 627

p=003. The staffs’ anger feeling arises from the feeling of loss of identity as a result of the

impending changes, r(35) = .570p=000.

50

Table 4.19: Correlation between the variable of managing resistance to change

Correlation

Test

Identifies and

Discusses

Actual Crises

vs

Continuously

uses Every

Available

Vehicle to

Communicate

Continuously

uses Every

Available

Vehicle to

Communicate

vs Has the

Leadership

Team Role-

Model

Ensure that it

is a Shared

Vision and

Strategy vs

Sponsor2

Has the

Leadership

Team Role-

Model

Generally

afraid of

what

might

happen vs

want

things to

stay as

they are

Generally

afraid of

what

might

happen

vs. sense

of team is

being

ended by

the

changes

Generall

y afraid

of what

might

happen

vs No

sense of

urgency

Causing

deep seated

resentment

vs people

feel angry

about what

is

happening

Causing deep

seated

resentment vs.

people want

things to stay

as they are

Feel the loss of

identity as a result of

the impending changes

vs. people feel angry

about what is

happening

Pearson

Correlation

Significance

(2-Tailed)

N

.899**

.000

37

.515**

.001

38

.726**

.000

38

.479**

.002

38

.426**

.009

37

.512**

.001

37

627**

000

38

.472**

.003

38

.570**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

51

4.3.5 Effect of Supporting Respondents throughout Change Journey

The study sought to find out whether supporting people throughout the difficult points of

the change journey would lead to effective change management. The variables considered

included, effect of management planning improvements in performance; perception on

management putting together a group to lead the change; perceptions on management

identifying and discussing crises and perceptions on management examining change trends

and problems. A ranking of these factors was provided in table 4.20 followed by

descriptive statistics of the first five highly ranked variables. A correlation, between the

variables in order to explain the effect of some of the variables in the overall management

of resistance of change was also provided in this section. The findings of the study are

next.

Table 4.20: Ranking of Variables of Impact of Lead Sponsor as a Communicator in

the Change Process

Variables Percentage Ranking

Effect of management planning improvements in performance 45 4

Perception on management putting together a group to lead the change 55 3

Perceptions on management identifying and discussing crises 58 2

Perceptions on management examining change trends and problems 63 1

4.3.5.1 Perceptions on Management Examining Change Trends and Problems

The study sought to find out whether UNON Nairobi office examines external trends, issues

and problems. The results on table 4.21 showed that the respondents indicated that 50%

indicated that they agreed, 15.8% showed that the respondents indicated that they

disagreed, 15.8% indicated that they felt neutral, 13.2% of the respondents felt that they

strongly agreed while 5.3% indicated they strongly disagreed.

Table 4.21: Perceptions on Management Examining Change Trends and Problems

Response Distribution

Frequency Percent

Strongly Disagree 2 5.3

Disagree 6 15.8

Neutral 6 15.8

Agree 19 50.0

Strongly Agree 5 13.2

Total 38 100.0

52

4.3.5.2 Perceptions on Management Identifying and Discussing Crises

The study sought to find out whether UNON Nairobi staff identify and discuss actual or

potential crises. The results on table 4.22 showed that the respondents indicated that 44.7%

indicated that they agreed, 18.4% indicated that they felt neutral, 15.8% showed that the

respondents indicated that they disagreed, 13.2% of the respondents felt that they strongly

agreed and 7.9% indicated they strongly disagreed.

Table 4.22: Perceptions on Management Identifying and Discussing Crises

Response Distribution

Frequency Percent

Strongly Disagree 3 7.9

Disagree 6 15.8

Neutral 7 18.4

Agree 17 44.7

Strongly Agree 5 13.2

Total 38 100.0

4.3.5.3 Perception on Management Putting Together a Group to Lead the Change

The study sought to find out whether management at UNON Nairobi office puts together a

group with enough power to lead the change. The results, on table 4.23 showed that the

respondents indicated that 44.7% indicated that they agreed, 23.7% indicated that they felt

neutral, 10.5% showed that the respondents indicated that they disagreed, 10.5% of the

respondents felt that they strongly agreed, 7.9% indicated they strongly disagreed and 2.6%

showed they preferred not to say.

Table 4.23: Perceptions on Management Putting Together Group to Lead the Change

Response Distribution

Frequency Percent

Strongly Disagree 3 7.9

Disagree 4 10.5

Neutral 9 23.7

Agree 17 44.7

Strongly Agree 4 10.5

Prefer not to Say 1 2.6

Total 38 100.0

53

4.3.5.4 Cross-Tabulation on Effect of Supporting People through Change Process

A cross tabulation on the various variables measuring supporting people through the

difficult points of the change journey was carried out. The results were presented in table

4.24 showed that the respondents indicated that the respondents, 44.1% indicated that they

agreed, 23% indicated that they felt neutral, 13.2% showed that the respondents indicated

that they disagreed, 11.2% of the respondents felt that they strongly agreed, 7.2% indicated

they strongly disagreed, 1.3% showed they preferred not to say.

Table 4.24: Cross-Tabulation on Effect of Supporting People through Change Process

Response

Percentage

Strongly Disagree 7.2

Disagree 13.2

Neutral 23.0

Agree 44.1

Strongly Agree 11.2

Prefer not to Say 1.3

Total 100.0

4.3.5.5 Correlations between the Variables of Effect of Supporting People Through

Change Process

A bivariate correlation between the variables measuring management of resistance to

change were provided on table 4.25. There was a positive correlation between having

change plans for visible short-term improvements by putting together a group. r(36) = .

413. p=010. During the group meetings change actual or potential crises are identified and

discussed, r(36) = .627. p=010. There was a positive correlation between examining

external trends, issues and problems vs no sense of urgency, r(36) = .589. p=000.

54

Table 4.25: Correlations between the Variables on Effect of Supporting People

through Change Process

Correlation

Test

Plans for

Visible Short-

term

Improvements

vs Puts

together a

group

Plans for Visible Short-

term Improvements vs

Identifies and Discusses

Actual or Potential Crises

Puts together a

group vs

Identifies and

Discusses

Actual or

Potential Crises

Examines

External

Trends,

Issues and

Problems vs

no sense of

urgency

Pearson

Correlation

Significance

(2-Tailed)

N

.413**

.010

36

.520**

.001

37

. 627**

.000

38

. 589**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

4.3.5 Perceptions on Management Focus on New Behaviours

The study sought to find out whether management change project focuses on new

behaviours and not new attitudes. This section provided the results.

4.3.5.1 Perceptions on Management Articulating the Connection between New

Behaviours and Organizational Success

The study sought to find out whether change projects articulate the connection between

new behaviours and organizational success. The results on table 4.26 showed that 44.7%

of the respondents indicated they agreed, 21.1% neutral, 10.5% showed that the

respondents indicated that they disagreed, 10.5% of the respondents felt that they strongly

agreed, 7.9% showed they preferred not to say and 5.3% indicated they strongly disagreed.

Table 4.26: Perceptions on Management Articulating the Connection between New

Behavior’s and Organizational Success

Response Distribution

Frequency Percent

Strongly Disagree 2 5.3

Disagree 4 10.5

Neutral 8 21.1

Agree 17 44.7

Strongly Agree 4 10.5

Prefer not to Say 3 7.9

Total 38 100.0

55

4.3.5.2 Perceptions on Management Encouraging Reasonable Risk-taking

The study also sought to find out whether UNON Nairobi office encourages reasonable

risk-taking and non-traditional ideas and actions. The results on table 4.27 showed that

respondents said that 42.1% indicated that they agreed, 26.3% indicated that they felt

neutral, 13.2% of the respondents felt that they strongly agreed, 7.9% showed that the

respondents indicated that they disagreed, 5.3% indicated they strongly disagreed, 5.3%

showed they preferred not to say.

Table 4.27: Perceptions on Management Encouraging Reasonable Risk-taking

Response Distribution

Frequency Percent

Strongly Disagree 2 5.3

Disagree 3 7.9

Neutral 10 26.3

Agree 16 42.1

Strongly Agree 5 13.2

Prefer not to Say 2 5.3

Total 38 100.0

4.3.5.3 Cross-Tabulation on Effect of Management Focus on New Behaviors in

Change Process

A cross tabulation analysis on the multiple responses was carried out to find out the focus

on new behaviors and not new attitudes. The results were presented in table 4.28 showing

that 43.4% indicated that they agreed. 23/7% indicated that they felt neutral, 11.8% of the

respondents felt that they strongly agreed, 9.2% showed that the respondents indicated that

they disagreed, 6.6% showed they preferred not to say and 5.3% indicated they strongly

disagreed.

Table 4.28: Cross-Tabulation on Focus on New Behavior’s not New Attitudes

Response Percentage

Strongly Disagree 5.3%

Disagree 9.2%

Neutral 23.7%

Agree 43.4%

Strongly Agree 11.8%

Prefer not Say 6.6%

Total 100.0%

56

4.3.5.5 Correlations between the Variables of Managing Resistance to Change

There was a positive correlation between UNON Nairobi office articulating the connection

between new behaviours and organizational success by encouraging reasonable risk taking

and non-traditional ideas and actions, r(36) = . 719. p=000.

Table 4.29: Correlations between the Variable of Managing Resistance to Change

Correlation Test Encourages Reasonable Risk-taking vs Articulates the

Connection

Pearson Correlation

Significance (2-Tailed)

N

. 719**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.4 Effect of Change Management Initiative on the Clarity of Roles and

Responsibilities among UNON Staff

The effect of change management initiative on the clarity of roles and responsibilities

among UNON staff was one of the main objectives of the study. This section discussed the

main variables contributing to the effect of change management initiative on the clarity of

roles and responsibilities among UNON staff.

4.4.1 Effect of Top-Management Support and Commitment

The study sought to find out whether top-management support and commitment was

provided in the change process. The variables considered included : effect of developing

employees who can implement change; effect of management aligning structures for

effective change implementation; effect of management reinvigorating change process;

.effect of management creating processes for leadership development and effect of

management monitoring change strategies in response to problems A ranking of these

factors was provided in table 4.30 followed by descriptive statistics of the first five highly

ranked variables. A correlation, between the variables in order to explain the effect of some

of the variables in the overall management of resistance of change was also provided in this

section. The findings of the study are next.

57

Table 4.30: Ranking of Variables of Effect of Top-Management Support and

Commitment

Variables Percentage Ranking

Effect of developing employees who can implement change 54 3

Effect of management aligning structures for effective change

implementation

64 1

Effect of management reinvigorating change process 53 4

Effect of management creating processes for leadership development 56 2

Effect of management monitoring change strategies in response to

problems

50 5

4.4.1.1 Effect of Management Aligning Structures for Effective Change

Implementation

The study sought to find out whether UNON aligns all policies, systems structures and

practices to fit each other and the change for effective clarity of roles and responsibilities

amongst the UNON staff. The results on figure 4.4.1 showed that the respondents indicated

that 50% of the respondents agreed that it was the case, 22% indicated that they felt neutral,

14% of the respondents felt that they strongly agreed, 6% showed they preferred not to say,

6% indicated they strongly disagreed and 3% showed that the respondents indicated that

they disagreed.

Figure 4.12: Effect of Management Aligning Structures for Effective Change

Implementation

58

4.4.1.2 Effect of Management Creating Processes for Leadership Development

The study sought to find out whether UNON in Nairobi creates processes to ensure

leadership development and succession. The results in figure 4.4.2 showed that the

respondents indicated that 45% of the respondents agreed, 21% indicated that they felt

neutral, 13% showed that the respondents indicated that they disagreed, 11% of the

respondents felt that they strongly agreed and 5% showed they preferred not to say.

Figure 4.13: Effect of Management Creating Processes for Leadership Development

4.4.1.3 Effect of Developing Employees who can implement Change

The study sought to find out whether UNON hires, promotes and develops people who can

implement change. The results on figure 4.4.3showed that the respondents indicated that

43% of the respondents agreed, 16% indicated that they felt neutral, 14% showed that the

respondents indicated that they disagreed, 11% of the respondents felt that they strongly

agreed and 11% indicated they strongly disagreed respectively and 5% showed they

preferred not to say.

59

Figure 4.14: Management Developing People who can Implement the Change

4.4.1.4 Effect of Management Reinvigorating Change Process

The study sought to find out whether re-invigorating the change process through new

projects, themes and change agents was occurring at UNON Nairobi’s offices. The results

in figure 4.4.4 showed that the respondents indicated that 45% of the respondents agreed,

21% indicated that they felt neutral, 18% showed that the respondents indicated that they

disagreed, 8% of the respondents felt that they strongly agreed, 5% showed they preferred

not to say and 3% indicated they strongly disagreed.

Figure 4.15: Effect of Management Reinvigorating Change Process

60

4.4.1.5 Effect of Management Monitoring Change Strategies in Response to Problems

The study sought to find out whether UNON Nairobi offices monitors and adjusts strategies

in response to problems in the change process to assist in clarity of roles and responsibilities

amongst staff. The results in figure 4.31 showed 37% of the respondents agreed, 29%

indicated that they felt neutral, 13% of the respondents felt that they strongly agreed, 11%

showed that the respondents indicated that they disagreed and 5% preferred not say.

Figure 4.16: Effect of Management Monitoring Change Strategies in response to

Problems

4.4.1.6 Cross-Tabulation on Effect of Management Ensuring Top Management

Support and Commitment

A cross tabulation on the effect of management in ensuring top management support and

commitment shown in table 4.31 had majority of the respondents indicate that they agreed,

43.9%,21.9% were neutral, 11.2% strongly agreed, 11.8% disagreed and 5.9% strongly

disagreed.

61

Table 4.31: Cross-Tabulation indicating the Effect of Top Management Support and

Commitment in Change Process

Response

Percentage

Strongly Disagree 5.9

Disagree 11.8

Neutral 21.9

Agree 43.9

Strongly Agree 11.2

Prefer not Say 5.3

Total 100

4.4.1.7 Correlations between the Variables Ensuring Top Management Support and

Commitment

Table 4.31 showed that there were significant positive relationships between most of the

variables. There was a positive correlation between UNON as organization hiring people

who can implement changes and align all policies, systems structures and practices r(34)

= .818. p=000. The organization also hires people who can implement change because it

reinvigorates the change process through new projects, r(35) = .774. p=000.

62

Table 4.32: Correlations between the Variables Ensuring Top Management Support and Commitment

Correlation

Test

Hires

People

who can

Implement

Change vs

Aligns all

Policies,

Systems,

Structures

and

Practices

Hires People

who can

Implement

Change vs

Reinvigorates

the Change

Process

through New

Projects

Hires People

who can

Implement

Change vs

Creates

Processes to

Ensure

Leadership

Development

Hires

People

who can

Implement

Change vs

Monitors

and

Adjusts

Strategies

Aligns all

Policies,

Systems,

Structures

and Practices

vs.

Reinvigorates

the Change

Process

through New

Projects

Aligns all

Policies,

Systems,

Structures

and Practices

vs Creates

Processes to

Ensure

Leadership

Development

Aligns all

Policies,

Systems,

Structures

and

Practices

vs.

Monitors

and

Adjusts

Strategies

Reinvigorates

the Change

Process

through New

Projects vs

Creates

Processes to

Ensure

Leadership

Development

Creates

Processes to

Ensure

Leadership

Development

vs. Monitors

and Adjusts

Strategies

Pearson

Correlation

Significance

(2-Tailed)

N

.818**

. 000

35

.774**

.000

37

.876**

.000

37

. 840**

.000

37

.766**

.000

36

. 925**

.000

36

. 880**

.000

36

.840**

.000

38

. .922**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

63

4.4.2 Effect of Management Providing a Change Plan

The study also sought to find out whether UNON Nairobi offices provides a plan for change

to take place. The variables considered included: management role in focusing on results;

role of management in modifying structures that undermine the change; effect of

management eliminating obstacles for the planned change and effect of long periods of

planning before the change is delivered. A ranking of these factors was provided in table

4.32 followed by descriptive statistics of the first five highly ranked variables. A

correlation, between the variables in order to explain the effect of some of the variables in

the overall management of resistance of change was also provided in this section. The

findings of the study are next.

Table 4.33: Ranking of Variables of Effect of Management Providing a Change Plan

Variables Percentage Ranking

Management role in focusing on results 60 2

Role of management in modifying structures that undermine the

change

29 4

Effect of management eliminating obstacles for the planned change 60 2

Effect of long periods of planning before the change is delivered 84 1

4.4.2.1 Effect of Long Periods of Planning before the Change is Delivered

The study sought to find out whether UNON Nairobi offices has long periods of planning

before change is delivered. The results on figure 4.17 showed that the respondents

indicated that66% of the respondents agreed that there were long periods of planning before

the change delivered, 18% of the respondents felt that they strongly agreed, 8% showed

they preferred not to say, 5% showed that the respondents indicated that they felt neutral

and 3% showed that the respondents indicated that they disagreed.

Figure 4.17: Effect of Long Periods of Planning before the Change is delivered

4.4.2.2 Management Role in Focusing on Results

64

The study sought to find out whether UNON Nairobi offices focus on results rather than

activities. The results on figure 4.2.2.2 showed that the respondents indicated that 47% of

the respondents agreed, 18% indicated that they felt neutral, 13% showed that the

respondents indicated that they disagreed, 13% of the respondents felt that they strongly

agreed, 5% showed they preferred not to say and 3% indicated they strongly disagreed.

Figure 4.18: Focuses on Results rather than Activities

4.4.2.3 Effect of Management Eliminating Obstacles for the Planned Change

The study sought to find out whether UNON Nairobi offices eliminates obstacles for

planned change to occur. The results on figure 4.4.2.3 showed that the respondents

indicated that the respondents 52.63% indicated that they agreed, 15.79% indicated that

they felt neutral, 10.53% showed that the respondents indicated that they disagreed, 7.89%

of the respondents felt that they strongly agreed, 7.85% indicated they strongly disagreed

and 5.26% showed they preferred not to say.

65

Figure 4.19: Effect of Management Eliminating Obstacles for the Planned Change

4.4.2.5 Multiple Response on Effect of Management Providing a Change Plan

A Multiple response of the variables measuring providing a plan by UNON Nairobi

management for effective change management were carried out. Table 4.4.2.1 showed that

majority of the respondents, 52% indicated that they agreed, 13.8% indicated that they were

neural, 13.2% of the respondents felt that they strongly agreed, 6.6% showed they preferred

not to say 2.6% indicated they strongly disagreed.

Table 4.34 Multiple Response on Effect of Management Providing a Change Plan

4.4.2.6 Cross-Tabulation on Effect of Management Providing a Change Plan

A bivariate correlation between the variables measuring providing a plan were provided on

table 4.34. As per the responses shown by most respondents, there were a significant

positive relationships between most of the variables. Management modifies systems or

structures that undermine the change vision because it focuses on results rather than

activities r(38) = .550. p=000.

Response

Percentage

Strongly Disagree 2.6

Disagree 11.8

Neutral 13.8

Agree 52.0

Strongly Agree 13.2

Prefer not Say 6.6

Total 100

66

Table 4.35: Cross-Tabulation on Ensure Top Management Support and Commitment Correlation

Test

Focuses on Results

rather than

Activities vs

Modifies Systems or

Structures that

Undermine the

Change Vision

Eliminates Obstacles to the Planned

Change vs Modifies Systems or

Structures that Undermine the

Change Vision

Focuses on

Results rather

than Activities vs

Eliminates

Obstacles to the

Planned Change

Focuses on

Results

rather than

Activities vs

Long Periods

of Planning

Pearson

Correlation

Significance

(2-Tailed)

N

. 550**

. 000

38

. 654**

.000

38

. 534**

.001

38

. 606**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.4.3 Effect of Ensuring Top Management Support and Commitment

The study also sought to find out the impact of top management support and commitment

in effective change management. The variables considered included: effect of

management ensuring role-model has expected behavior; effect of getting respondents to

see that change is needed; effect of convince respondents of the need for change and effect

of establishing an increased sense of urgency. A ranking of these factors was provided in

table 4.35 followed by descriptive statistics of the first five highly ranked variables. A

correlation, between the variables in order to explain the effect of some of the variables in

the overall management of resistance of change was also provided in this section. The

findings of the study are next.

Table 4.36: Ranking of Variables of Effect of Ensuring Top Management Support

and Commitment Plan

Variables Percentage Ranking

Effect of management ensuring role-model has expected behaviour 45 4

Effect of getting respondents to see that change is needed 52 3

Effect of convince respondents of the need for change 66 2

Effect of establishing an increased sense of urgency 71 1

4.4.3.1 Effect of Establishing an Increased Sense of Urgency

The study also sought to find out whether management increased the sense of urgency

around needed change. The results on figure 4.36 showed that the respondents indicated

that 63% of the respondents agreed, 13% showed that the respondents indicated that they

disagreed, 11% indicated that they felt neutral, 8% of the respondents felt that they strongly

agreed, 3% indicated they strongly disagreed and 3% showed they preferred not to say.

67

Figure 4.20: Effect of Establishing an Increased Sense of Urgency

4.4.3.2 Effect of Convince Respondents of the Need for Change

The study also sought to find out whether it was not easy to convince people of the need

for change from the respondents. The results on figure 4.4.3.2 showed that the respondents

indicated that the respondents, 55% indicated that they agreed, 18% showed that the

respondents indicated that they disagreed, 13% indicated that they felt neutral, 11% of the

respondents felt that they strongly agreed and 3% showed they preferred not to say.

Figure 4.21: Effect of Convincing Respondents of the Need for Change

68

4.4.3.3 Effect of getting Respondents to see that Change is Needed

The study sought to find out whether it was hard to get people to see that change was needed

at UNON Nairobi offices. The results on figure 4.4.3.3 showed that the respondents

indicated that 47% of the respondents agreed, 24% indicated that they felt neutral, 16%

showed that the respondents indicated that they disagreed, 5% of the respondents felt that

they strongly agreed, 5% showed they preferred not to say and 3% indicated they strongly

disagreed.

Figure 4.22: Effect of getting Respondents to See that Change is Needed

4.4.3.5Cross Tabulation on Effect of Ensuring Top Management Support and

Commitment

A cross tabulation of the multiple responses to ensure top management support and

commitment was carried out. The results in table 4.4.3.1 showed that the respondents

indicated that 49.3% indicated that they agreed, 18.4% indicated that they felt neutral,

17.1% showed that the respondents indicated that they disagreed, 9.2% of the respondents

felt that they strongly agreed, 3.9% showed they preferred not to say and 2% indicated they

strongly disagreed.

69

Table 4.37: Cross-Tabulation on Effect of Ensuring Top Management Support and

Commitment

Response

Percentage

Strongly Disagree 2.0

Disagree 17.1

Neutral 18.4

Agree 49.3

Strongly Agree 9.2

Prefer not Say 3.9

Total 100

4.4.3.6 Correlations between the Variables on Ensure Top Management Support and

Commitment

A bivariate correlation between the variables measuring ensuring of top management

support and commitment were provided on table 4.37. There was a positive correlation

between leadership team role model being in existence because they establishes an

increased sense of urgency, r(36) = . 470. p=003. There was a positive correlation between

it being hard to get people to see that change was needed because, it was not easy to

convince people of the need for change. r(36) = . 673. p=000.

Table 4.38: Correlations between the Variables on Effect of Top Management

Support and Commitment

Correlation

Test

Leadership Team Role Model vs

Establishes an Increased Sense of

Urgency

Hard to get People to see that Change

is Needed vs Easy to Convince People

of the need for Change

Pearson

Correlation

Significance

(2-Tailed)

N

.470**

.003

38

.673**

.000

38

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.5 Effect Of UNON’s Change Management Initiative on How it Responds to

Clients as Service Provider

The study sought to find out the effect of change management initiative and how it responds

to clients as a service provider. The results were discussed next.

70

4.5.1 Effect of Institutionalize Change

The study sought to find out the role of institutionalize change and how it enables

management respond to clients as service providers. The variables considered included:

effect of communicating about change to respondents; effect of management providing

logical reasons for change; effect of finding conflicts within the change; effect of

communicating about change in timely and relevant manner and effect of making known

the project lead for change. A ranking of these factors was provided in table 4.39 followed

by descriptive statistics of the highest ranked variables. A correlation, between the variables

in order to explain the effect of some of the variables in the overall management of

resistance of change was also provided in this section. The findings of the study are next

Table 4.39: Ranking of Variables of Effect of Institutionalize Change

Variables Percentage Ranking

Effect of communicating about change to respondents 49 2

Effect of management providing logical reasons for change 48 3

Effect of finding conflicts within the change 42 5

Effect of communicating about change in timely and relevant manner 51 1

Effect of making known the project lead for change 47 4

4.5.1.1 Effect of Communicating about Change in Timely and Relevant Manner

The study also sought to find out whether communication bout change were timely and

relevant. The results in table 4.40 showed that the respondents indicated that the

respondents 45.9% showed that they agreed that they were timely, 18.9% indicated that

they felt neutral, 13.5% showed that the respondents indicated that they disagreed, 10.8%

indicated they strongly disagreed, 5.4% of the respondents felt that they strongly agreed,

and 5.4% showed they preferred not to say.

Table 4.40: Effect of Communicating about Change in a Timely and Relevant Manner

Response Distribution

Frequency Percent

Strongly Disagree 4 10.8

Disagree 5 13.5

Neutral 7 18.9

Agree 17 45.9

Strongly Agree 2 5.4

Prefer not to Say 2 5.4

Total 38 100.0

71

4.5.1.2 Cross Tabulation on Effect of Institutionalizing Change

A cross tabulation between the variables that measured institutionalization of change by

management was done in this study. The results on table 4.41 showed that the respondents

indicated that the respondents 42.9% indicated that they agreed, 21.7% showed that the

respondents indicated that they disagreed, 17.4% showed that the respondents indicated

that they felt neutral 8.7% indicated they strongly disagreed, 4.9%strongly agreed while

4.3% showed they preferred not to say.

Table 4.41: Cross-Tabulation on Effect of Institutionalizing Change

Response

Percentage

Strongly Disagree 8.7

Disagree 21.7

Neutral 17.4

Agree 42.9

Strongly Agree 4.9

Prefer not Say 4.3

Total 100

4.5.1.3 Correlations between the Variables on Effect of Institutionalizing Change

A correlation between the variables on institutionalizing change was carried out. The

results showed that the respondents indicated that there was a significant positive

correlation between management having logical reasons for change which were visible

especially when the goals were transparent by looking at conflicts within the change and

trying to solve them, r(35) = .788. p=000 as shown on table 4.41. The other significant

relationship was on the fact that it was hard to get UNON Nairobi’s staff to see conflicts

within the change process for them to be able to solve them. This was because conflicts

within the change process are looked for before they are solved, r(35) = .788. p=000.

72

Table 4.42: Correlations between the Variables on Effects of Institutionalizing

Change Correlation

Test

There are Logical Reasons

for Change which are

Visible and the Goals are

Transparent vs Conflicts

within the Change are

Looked for and Try to be

Solved

Hard to get People to see

Conflicts within the

Change are Looked for

and Try to be Solved vs

Conflicts within the

Change are Looked for

and Try to be Solved

Hard to get People to see The

Project Lead for the Change

is known and Project

Champions vs Conflicts

within the Change are

Looked for and Try to be

Solved

Pearson

Correlation

Significance (2-

Tailed)

N

.788**

. 000

37

.778**

.000

37

.778**

.000

37

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.5.2 Effect of Building External Support

The study sought to find out the role of building external support in change management.

The variables considered included: effect of project teams consistency in regards to the

change; effect of involvement in the change project before delivery and effect of providing

incentives. A ranking of these factors was provided in table 4.42 followed by a correlation,

between the variables in order to explain the effect of some of the variables in the overall

management of resistance of change was also provided in this section. The findings of the

study are next.

Table 4.43: Ranking of Variables of Effect of Building External Support

Variables Percentage Ranking

effect of project teams consistency in regards to the change 46 1

effect of involvement in the change project before delivery 46 1

effect of providing incentives 44 3

4.5.2.2 Cross-Tabulation on Effect of Building External Support

A multiple response cross tabulation of the variables in this section was carried out to gauge

on whether building external support from the respondents. The results on table 4.43

showed that the respondents indicated that the respondents 34.2% indicated neutral, 33.3%

indicated that they agreed, 13.5% showed that the respondents indicated that they

disagreed, 11.7% of the respondents felt that they strongly agreed, 4.5% indicated they

strongly disagreed and 2.7% showed they preferred not to say.

73

Table 4.44: Cross-Tabulation on Effect of Building External Support

Response Percentage

Strongly Disagree 4.5

Disagree 13.5

Neutral 34.2

Agree 33.3

Strongly Agree 11.7

Prefer not Say 2.7

Total 100

4.5.2.3 Correlations between the Variables on Effect of Building External Support

A correlation in table 4.44, of the variables in this section showed that the respondents

indicated that there was a positive correlation between change management project teams

having sometimes a lack of consequences teams having sometimes a lack of consequence

and consistency in regards to change. This is was because change was expected without

being linked to incentives (35) = .612 p=000.

Table 4.45: Correlations between the Variables of Effect of Building External Support

Correlation

Test

Project Teams have Sometimes a Lack

of Consequence Change are Looked for

and Try to be Solved vs Change is

Expected without being Linked to

Incentives

Involvement in the Change

Project vs Change is Expected

without being Linked to

Incentives

Pearson

Correlation

Significance

(2-Tailed)

N

.612**

. 000

37

.399**

.014

37

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.5.3 Effect of Providing Resources

The study sought to find out whether providing necessary resources for effective change to

occur. The variables considered included effect of training on change initiatives and the

effect of the implementation of the change being managed by UNON. A ranking of these

factors was provided in table 4.45 followed by descriptive statistics of highest ranked

variable. A correlation, between the variables in order to explain the effect of some of the

variables in the overall management of resistance of change was also provided in this

section. The findings of the study are next.

74

Table 4.46: Effect of Providing Resources

Variables Percentage Ranking

Effect of training on change initiatives 50 1

The effect of the implementation of the change being managed by UNON 45 2

4.5.3.1 Effect of Training on Change Initiatives

The study sought to establish whether training on change was inadequate leaving

unanswered questions about the change. The results on figure 4.46 showed that the

respondents indicated that 26% of the respondents agreed, 24%were neutral, 24% showed

that the respondents indicated that they disagreed, 11% indicated they strongly disagreed,

11% of the respondents felt that they strongly agreed and 3% showed they preferred not to

say.

Figure 4.23: Effect of Training on Change Initiatives

4.5.3.2 Cross-Tabulation on Effect of Providing Resources

A cross tabulation of the two variables on providing resources was carried out. The results

on table 4.5.3.1 showed that the respondents indicated that majority, 31.1% of the

respondents agreed that UNON Nairobi offices were provided with the necessary resources

for effective change to occur, 27% indicated that they felt neutral, 18.9% showed that the

respondents indicated that they disagreed, 10.8% of the respondents felt that they strongly

agreed and 2.7% showed they preferred not to say.

75

Table 4.47: Cross-Tabulation on Effect of Proving Resources

Response Percentage

Strongly Disagree 9.5%

Disagree 18.9%

Neutral 27.0%

Agree 31.1%

Strongly Agree 10.8%

Prefer not Say 2.7%

Total 100

4.5.3.3 Correlations between the Variables of Effect of Providing Resources

A correlation between the variables was also carried out. Table 4.47 showed there was a

positive correlation between training being inadequate leaving unanswered questions

because the implementation of the change within staff’s roles was managed by the agency,

(35) = . 576 p=000.

Table 4.48: Correlations between the Variable of Effect of Providing Resources

Correlation

Test

Training is Inadequate Leaving Unanswered Questions vs. The

Implementation of the Change within your Role is Managed by Agency

Pearson

Correlation

Significance

(2-Tailed)

N

.576**

.000

37

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

4.5.4 Effect of Management Pursuing Comprehensive Change

The study sought to find out whether UNON Nairobi offices pursue comprehensive change.

The variables considered included: effect of delays change projects; effect of change

implementation flexible and reactive; effect of delays in change projects and effect of

management taking part in planning. A ranking of these factors was provided in table 4.48

followed by descriptive statistics of the first five highly ranked variables. A correlation,

between the variables in order to explain the effect of some of the variables in the overall

management of resistance of change was also provided in this section. The findings of the

study are next.

76

Table 4.49: Ranking of Variables of Effect of Management Pursuing Comprehensive

Change

Variables Percentage Ranking

Effect of delays change projects 57 3

Effect of change implementation flexible and reactive 62 1

Effect of delays in change projects 51 4

Effect of management taking part in planning 60 2

4.5.4.1 Effect of Delays Change Projects

The study sought to find out whether there were delays in the timescales that were set in

the change project. The results on table 4.49 showed that the respondents indicated that

44.4% of the respondents agreed that was the case. 33.3% showed that the respondents

indicated that they disagreed, 11.1% indicated that they felt neutral, 5.6% showed they

preferred not to say, 2.8% indicated they strongly disagreed and 2.8% of the respondents

felt that they strongly agreed.

Table 4.50: Effect of Delays Change Projects

Response Distribution

Frequency Percent

Strongly Disagree 1 2.8

Disagree 12 33.3

Neutral 4 11.1

Agree 16 44.4

Strongly Agree 1 2.8

Prefer not to Say 2 5.6

Total 38 100.0

4.5.4.2 Effect of Change Implementation Flexible and Reactive

The study sought to find out whether the process of implementation for the change was

flexible and reactive. The results on table 4.50 showed that the respondents indicated that

the respondents, 37.8% of the respondents felt that they strongly agreed, 24.3% indicated

that they agreed, 21.6% indicated that they felt neutral, 10.8% showed that the respondents

indicated that they disagreed, 2.8% indicated they strongly disagreed, and 2.7% showed

they preferred not to say.

77

Table 4.51: Effect of Change Implementation Flexible and Reactive

Response Distribution

Frequency Percent

Strongly Disagree 4 2.8

Disagree 8 10.8

Neutral 9 21.6

Agree 14 24.3

Strongly Agree 1 37.8

Prefer not to Say 1 2.7

Missing 1 2.7

Total 38 100.0

4.5.4.3 Effect of Delays in Change Projects

The study also sought to find out whether there were delays in the timescales that were set

in a change project. The results on table 4.51 showed that the respondents indicated that

48.6% indicated that they agreed, 25.7% showed that the respondents indicated that they

disagreed, 20% indicated that they felt neutral, 2.9% indicated they strongly disagreed,

2.9% of the respondents felt that they strongly agreed and 2.9% showed they preferred not

to say.

Table 4.52: Effect of Delays in Change Projects

Response Distribution

Frequency Percent

Strongly Disagree 1 2.9

Disagree 9 25.7

Neutral 7 20.0

Agree 17 48.6

Strongly Agree 1 2.9

Prefer not to Say 1 2.9

Missing 3 7.9

Total 38 100.0

4.5.4.4 Effect of Management taking Part in Planning

The study also sought to find out whether those concerned with the outcome of a change

project took part in planning. The results on table 4.52. showed that the respondents

indicated that 59.5% of the respondents agreed, 24.3% showed that the respondents

indicated that they disagreed, 10.8% showed that the respondents indicated that they felt

neutral and 5.4% showed they preferred not to say.

78

Table 4.53: Effect of Management taking Part in Planning

Response Distribution

Frequency Percent

Disagree 9 24.3

Neutral 4 10.8

Agree 22 59.5

Prefer not to Say 2 5.4

Missing 1 2.6

Total 38 100.0

4.5.4.5 Cross-Tabulation on Effect of Pursuing Comprehensive Change

A cross tabulation from the multiple variables on pursuing comprehensive change was

carried out. The results, on table 4.53 showed that the respondents indicated that 47.6% of

the respondents were in agreement that UNON Nairobi’s offices pursue comprehensive

change, 26.2% showed that the respondents indicated that they disagreed, 16.6% indicated

that they felt neutral, 4.1 strongly disagreed and 4.1% showed they preferred not to say.

Table 4.54: Cross-Tabulation on Effect of Pursuing Comprehensive Change

Response Percentage

Strongly Disagree 4.1

Disagree 26.2

Neutral 16.6

Agree 47.6

Strongly Agree 1.4

Prefer not Say 4.1

Total 100

4.5.4.6 Correlations between the Variables on Effect of Pursuing Comprehensive

Change

A correlation of the variables on pursuing comprehensive change was carried out. The

results on table 4.54 showed that the respondents indicated that there was a positive

correlation between the process of implementation for the change being flexible and

reactive due to delays in the timescales that are set in the change project, (32) = . 455 p=006.

79

Table 4.55: Correlations between the Variable on Effect of Pursuing Comprehensive

Change

Correlation

Test

The Process of Implementation for the Change is Flexible and Reactive vs

There are Delays in the Timescales that are set in the Change Project

Pearson

Correlation

Significance

(2-Tailed)

N

. .455**

. 006

34

*. Correlation is significant at the 0.05 level (2-tailed).

4.5.5 Effect of Effective Information Management

The study sought to establish the role of effective information management and its impact

on effect on UNON’s change management initiative on how it responds to clients. The

variables considered included: influence of making change process flexible and reactive;

influence of long periods of planning before change delivery; effect logical reasons for

change; effect of the implementation of the change being managed by agency and influence

of involvement in the change project before delivery takes place. A ranking of these factors

was provided in table 4.55 followed by descriptive statistics of the highest ranked variables.

A correlation, between the variables in order to explain the effect of some of the variables

in the overall management of resistance of change was also provided in this section. The

findings of the study are next.

Table 4.56: Ranking of Variables of Effect of Management Pursuing Comprehensive

Change

Variables Percentage Ranking

Influence of making change process flexible and reactive 28 5

Influence of long periods of planning before change delivery 54 2

Effect logical reasons for change 38 4

Effect of the implementation of the change being managed by

agency

84 1

Influence of involvement in the change project before delivery

takes place

45 3

4.5.5.1 Effect of the Implementation of the Change being Managed by Agency

The Study sought to find out whether the implementation of the change within a staff’s role

was managed solely by the agency due to effective information management. The results

80

on table 4.6 showed that the respondents indicated that 36.1% of the respondents were

neutral, 36.1% showed that the respondents indicated that they disagreed, 19.4% showed

they preferred not to say, 19.4% indicated they strongly disagreed, 5.6% indicated that they

agreed, and 2.8% of the respondents felt that they strongly agreed.

Table 4.57: Effect of the Implementation of the Change being Managed by Agency

Response Distribution

Frequency Percent

Strongly Disagree 7 19.4

Disagree 13 36.1

Neutral 13 36.1

Agree 2 5.6

Strongly Agree 1 2.8

Prefer not to Say 7 19.4

Missing 2 5.3

Total 38 100.0

4.5.5.2 Influence of Long Periods of Planning before Change Delivery

The study also sought to find out whether there were long periods of planning before the

change was delivered due to effectiveness of information management. The results on table

4.57 showed that the respondents indicated that 45.9% indicated that they agreed, 27%

indicated that they felt neutral, 10.8% showed that the respondents indicated that they

disagreed, 8.1% of the respondents felt that they strongly agreed, 5.4% indicated they

strongly disagreed, 2.7% showed they preferred not to say.

Table 4.58: Influence of long Periods of Planning before Change Delivery

Response Distribution

Frequency Percent

Strongly Disagree 2 5.4

Disagree 4 10.8

Neutral 10 27.0

Agree 17 45.9

Strongly Agree 3 8.1

Prefer not to Say 1 2.7

Missing 1 2.6

Total 38 100.0

81

4.5.5.3 Influence of Involvement in the Change Project before Delivery takes Place

The study also sought to find out whether involvement in the change project before delivery

takes place due to effective information management was taking place. The results on table

4.59 showed that the respondents indicated that the respondents, 41.7% indicated that they

agreed, 36.1% indicated that they felt neutral, 13.9% showed that the respondents indicated

that they disagreed, 2.8% indicated they strongly disagreed, 2.8% of the respondents felt

that they strongly agreed, 2.8% showed they preferred not to say.

Table 4.59: Influence of Involvement in the Change Project before it takes place

Response Distribution

Frequency Percent

Strongly Disagree 1 2.8

Disagree 5 13.9

Neutral 13 36.1

Agree 15 41.7

Strongly Agree 1 2.8

Prefer not to Say 1 2.8

Missing 2 5.3

Total 38 100.0

4.5.5.4 Cross-Tabulation on Effect of Effective Information Management

A cross tabulation on the various variables on effective information management was

carried out to establish a wholesome view of the respondents on effective information

management. The results on table 4.59 showed that the respondents indicated that 36.8%

indicated that they agreed, 32.4% indicated that they felt neutral, 18.7% showed that the

respondents indicated that they disagreed, 4.9% indicated they strongly disagreed, 4.4% of

the respondents felt that they strongly agreed and 2.7% showed they preferred not to say.

Table 4.60: Cross-Tabulation on Effect of Effective Information Management

Response Percentage

Strongly Disagree 4.9

Disagree 18.7

Neutral 32.4

Agree 36.8

Strongly Agree 4.4

Prefer not Say 2.7

Total 100

82

4.5.5.5 Correlations between the Variables of Effect of Effective Information

Management

A correlation between the variables was also carried out as shown on table 4.60. There was

a positive correlation between the process of implementation for the change being flexile

and reactive because management has to have logical reasons for change, (34) = .455

p=000. There was a positive correlation between the process of implementation for the

change being flexile and reactive because normally there are long periods of planning

before the change is delivered, (34) = .535 p=001. There was a positive correlation between

there being long periods of planning before the change is delivered because management

has to consider the logical reasons for change carefully. There was also a positive

correlation between the process of implementation for the Change being flexile and reactive

because staff’s involvement in the change project before delivery takes place must take

place, (33) = .514 p=002. Lastly, there was a positive correlation between involvement in

the change project before delivery takes place because the implementation of the change

within the staffs’ role is managed solely by the staff himself, (34) = . 040 p=037.

83

Table 4.61: Correlations between the Variables of Effect of Effective Information Management

Correlation

Test

The process of

Implementation

for the Change

is Flexible and

Reactive vs

There are

Logical

Reasons for

Change

The process of

Implementation for

the Change is

Flexile and

Reactive vs There

are Long Periods

of Planning before

the Change is

Delivered

There are

Long Periods

of Planning

before the

Change is

Delivered vs

There are

Logical

Reasons for

Change

The process of

Implementation

for the Change is

Flexile and

Reactive vs

Involvement in the

Change Project

before Delivery

takes Place

There are Logical

Reasons for

Change vs

Involvement in

the Change

Project before

Delivery takes

Place

Involvement in the

Change Project

before Delivery

takes Place vs The

Implementation of

the Change within

your Role is

Managed Solely

Pearson

Correlation

Significance

(2-Tailed)

N

. 455**

. 000

36

.535**

.001

36

.564**

.000

36

.514**

.002

35

.358**

.032

36

.040**

.037

36

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

84

In conclusion, this section sought to find out the effect of UNON’s change management

initiative on how it responds to clients. This was carried out by analyzing the main factors

including institutionalizing change, building external support, providing resources,

pursuing comprehensive change and effective information management. The results were

presented in tables and figures and cross-tabulation and bivariate correlations was also

provided. The next section provides a conclusion of this chapter.

4.6 Chapter Summary

In summary, the study’s sought to investigative how effective change management

initiatives had impacted the United Nations Offices in Nairobi, Kenya. This results dealt

with the report of the research findings based on the data collected from a total population

of 4 main departments at the UNON offices of Nairobi. The results showed data was

collected from 38 UNON Nairobi offices staff. The response rate of 38 respondents

resulted in a 76% response rate.

The study sought to find out the effect of change management in decision turnaround time.

The results showed that the respondents indicated that the respondents 32% showed that

they agreed that change management on decision turnaround time was in existence at

UNON Nairobi offices while 19 % of the respondents felt that they strongly agreed. The

study sought to find out whether sustaining performance in an environment of constant

change was a contributor on the effect of change management on decision turnaround time.

The results showed that the respondents indicated that 37% of the respondents agreed that

there was sustained performance in an environment of constant change, 25.5% of the

respondents felt that they strongly agreed.

The results from top management support and commitment for change to occur at UNON

Nairobi offices showed that the respondents indicated that the respondents 43.9% showed

that they agreed that top management support and commitment is provided, 21.9% showed

that the respondents indicated that they felt neutral.

Results on the objective of finding the effect of UNON’s change management initiative on

how it responds to clients as a service provider showed that the respondents indicated that

majority of the respondents 42.9% indicated that they agreed, 21.7% showed that the

85

respondents indicated that they disagreed, 17.4% showed that the respondents indicated

that they felt neutral 8.7% of the respondents felt that they strongly agreed that

institutionalization of change by management was done at UNON Nairobi offices.

The next chapter reviewed and discusses the results and findings of the study.

86

CHAPTER FIVE

5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter reviews the results and findings of the study presented in the previous chapter.

The purpose of the study, the research objectives and the research method used have been

highlighted and explained. More exactly, the study population, the sample size, the data

gathering method and the research procedure have also been discussed. A summary of the

study has been presented with the three research objectives aiding as assurance through

which the inquiry investigated how effective change management initiatives had impacted

the United Nations Offices in Nairobi, Kenya. This was finally followed by discussions,

conclusions and recommendations for further development.

5.2 Summary

The purpose of the study was to identify factors were impeding change management

initiatives in UNON Nairobi main offices. The study was guided by the following research

objectives to assess the effect of change management on decision turnaround time in United

Nations office of Nairobi; to establish the effect of change management initiative on the

clarity of roles and responsibilities among staff in United Nations in Nairobi and to

determine the effect of UNON’s change management initiative on how United Nations

Nairobi office responds to clients as the service provider.

The methodology adopted during the study was in form of a descriptive design comprising

of qualitative and exploratory approaches whereby the respondents were asked their

opinions on different aspects regarding factors impeding change management initiatives. A

sampling frame of the 4 main departments of UNON Nairobi was used. The sampling

technique used was mainly through a stratification technique known as multi-stage to

ensure fair representation of the sample frame of 50 employees. Data was randomly

stratified from the sample of 50 respondents resulting in the collection of data from a total

of 38 respondents working in the 4 main UNON Nairobi offices, in Nairobi.

Data was collected using a structured questionnaire. Other methods of data collection

included interviews and observation. The research procedure involved pilot testing to avoid

inapplicable questions and ambiguity, followed by the administration of the questionnaire

instrument. The data was then analyzed using descriptive statistics and the variables

described using correlations and multiple analysis. Output of the data was presented in

87

tables and figures. The main data analysis tools used in this study was the Statistical

Package for Social Sciences (SPSS).

The findings indicated that change management on decision turnaround time was in

existence at UNON Nairobi offices followed by the existence of sustained performance in

an environment of constant change. The findings also indicated that personalizing the

benefits of change is an effect of change management on decision turnaround time. The

findings also indicated that UNON Nairobi offices use a lead/sponsor to communicate the

change process to establish the overall view from the respondents for the change process

to occur.

The findings established that there was top management support and commitment for

change to occur at UNON Nairobi offices. Followed by provision of a plan by UNON

Nairobi management for effective change management. The findings also showed that

there was top management support and commitment when change is being implemented.

The findings established that the effect of UNON’s change management initiative on how

it responds to clients as a service provider was evident. However the findings showed that

majority of the respondents were neutral on whether management gauges whether building

external support was important for effective change management to occur. The findings

also showed that UNON Nairobi offices were provided with the necessary resources for

effective change to occur.

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5.3 Discussion

5.3.1 Effect of Change Management on Decision Turnaround Time

The study sought to assess the effect of change management on decision turnaround time

in the UNON office of Nairobi. The findings indicated that some of the respondents agreed

that change management on decision turnaround time was in existence at UNON Nairobi

offices. The findings established that 51% of the respondents indicated that was the case.

Lorenzo (2000) asserted that resistance to change introduces costs and delays into the

change process that are difficult to anticipate but must be taken into consideration. Some

of the broad areas assessed in the study included ways of managing natural resistance to

change, ways of sustaining performance in an environment of constant change, ways of

personalize the benefits of change, the role of the lead/sponsor and communicating the

change process to the people, supporting people through the difficult points of the change

journey and why focusing on new behaviors, not new attitudes is important.

The literature review, Lorenzo (2000); Karp, (2005); Sanwal (2008) and Arkowitz (2002),

assessed various factors affecting the change management on decision turnaround time due

to natural resistance to change. They included; people feeling that the sense of team is

being eroded by changes, there being no sense of urgency, people wanting things to stay as

they are, people not being aware of the external drivers for change, people feeling angry

about what is happening whenever change has to take place, change challenging the

traditional way things are, reasons for change not being obvious to people, people feeling

a loss of identity as a result of the impending changes, causing a deep-seated resentment,

people being generally afraid of what might happen, the feeling that the organization is

losing its sense of identity, people feeling bitter and hurt about what might happen , the

thought that the unity and feeling of being part of something will go, the change threatening

people because it is not clear what would happen, the view that imminent changes would

threaten people's security, people being in denial about the need for change, people lacking

any feeling that the future could be better as a result of the changes and, finally, daunting

on realizing how far the organization has to go to change.

The factor ranked as first was that on UNON Nairobi staff feeling that the imminent

changes were threatening their security. This is a form of natural resistance. Lorenzo

(2000) asserts that resistance to change introduces costs and delays into the change process

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that are difficult to anticipate but must be taken into consideration. Resistance is a natural

part of the change process that should not be construed negatively. Also, Karp and Helgo

(2008) argued that without careful attention to the people or human dynamics, change

cannot be successful. The study established that staff at UNON Nairobi’s offices felt a loss

of identity as a result of the impending changes, majority of them wanted things to stay as

they were, r(36) = .473**. p=003. Also the feeling of loss of identity as a result of the

impending changes causes most of UNON Nairobi staff to feel angry about the happenings

in the change environment. The UNON Nairobi staff indicated that they were generally

afraid of what would happen arising from their lack of sense of urgency, r(37) = .512**.

p=00.

On whether sustaining performance in an environment of constant change was a contributor

on the effect of change management on decision turnaround time, the findings established

that there was a real concern that changes would cause large scale redundancies, according

to 79% of the respondents. This was followed by the fear of losing jobs. According to Beer

and Nohria (2000) companies that effectively combine hard and soft approaches to change

can reap the big payoffs in profitability and productivity by reducing the anxiety that grips

whole societies in the face of corporate restructuring. The UNON Nairobi staff concerns

arose from their argument that change causes large scale redundancies because there is a

huge distance to travel in the change journey r(36) = . 482. p=002 , mostly rendering them

jobless. That is why most of them resist change initiatives.

The other assessment was on whether management personalizes the benefits of change.

Majority of the respondents at the UNON Nairobi office agreed that management

personalizes the benefits of change. This was because management had strong vested

interest in maintaining the status quo as well as getting the groups to work together as a

team in change management initiatives. This was in sync with the argument that as business

needs are changing, business leaders ought to recognize the value of employees who are

not only highly skilled but, more importantly, can adapt to changes, learn quickly, commit

themselves to continuous professional and personal development and communicate

effectively (Rodriguez et al., 2002). Therefore, UNON Nairobi’s management recognizes

the value of employees able to adapt to changes and learn quickly by continuously

providing professional and personal development strategies as well as by communicating

effectively with the staff.

90

An assessment of the role of a lead person/sponsor and whether communication on change

process takes place throughout the whole process for effective change management for

decision turnaround time to occur showed that majority of the UNON Nairobi staff were in

agreement that this was the case. Zorn et al. (2000) pointed out that a lead person who is

commissioned by the sponsor leads in the communication process of the change strategy to

ensure its vision is attained and negative attitudes are eliminated. If an organization’s

management does not consider which communication behaviors it wishes to foster for its

success, the signals it sends to employees may be inconsistent or counterproductive. The

study found out that UNON Nairobi management identified and discussed actual crises by

continuously using every available vehicle to communicate, r(35) = .899. p=001 and by

having a leadership team role-model, who ensured that most staff have a shared vision and

strategy, r(36) = .726. p=000.

The study established that supporting people throughout the difficult points of the change

journey leads to effective change management at UNON Nairobi offices. This is in

agreement with Axley (2000), who asserts that comprehensive communication plans for

change serves as one of the most important tools enabling adaptiveness in people and

organizations. UNON Nairobi offices plans for visible short term improvements in

performance (quick “wins”) and by examining external trends issues and problems. This

argument is explained by the positive correlation between UNON Nairobi’s management

having had change plans for visible short-term improvements by putting together a group.

r(36) = . 413. p=010. During the group meetings actual change or potential crises were

identified and discussed, r(36) = .627. p=010 without urgency.

Lastly, an assessment on whether management change project focused on new behaviours

and not new attitudes for effective change management and on decision turnaround time in

the UNON office of Nairobi was carried out. It was proven that majority of the UNON

Nairobi staff were in agreement with this fact. Weber and Weber (2001) indicate that it is

managements mandate to examine the capabilities of managers, employees and work

environment. This is because it affects employee attitudes and behaviors due to transferring

a situation from the known to the unknown which can build uncertainty, strain and anxiety

among employees which may have serious negative impact on employee attitudes and

productivity. It was established that UNON Nairobi management articulates the connection

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between new behaviours and organizational success by encouraging reasonable risk taking

and non-traditional ideas and actions, r(36) = . 719. p=000.

5.3.2 Effect of change Management Initiative on the Clarity of Roles and

Responsibilities among Staff

The study established that the effect of change management initiative on the clarity of roles

and responsibilities among staff in the UNON Nairobi offices was important for effective

change management. This was indicated by 55% of the respondents. This finding was in

conformance with Doyle (2002), who indicated that organizations are incorporate the

management of change into existing roles and responsibilities of managers and leaders from

any of the levels of the organization.

An assessment of the role of top management support and commitment and the role it has

on change management initiative on the clarity of roles and responsibilities was carried out,

the findings established that the highly ranked method used by UNON Nairobi’s

management was by aligning all policies, systems and structure and practices. Through the

bivariate correlation, it was established that UNON Nairobi management ordinarily creates

a project before hiring people to implement changes. The hired person(s) aligns all policies,

systems, structures and practices, r(34) = .818. p=000. It is the change manager role that

creates processes that ensure key change leadership roles are put in place in each

department, forming a team. The team is able to monitor and adjust strategies hence

reinvigorating the change process through new projects. This findings is in tandem with

Kavanagh and Ashkanasy (2006) study that asserts that, change leaders suffice from all

levels, these leaders carefully select the method or approach for managing change, and a

new culture, they establish effective channels of communication at all levels of the

organization, to incorporate stakeholders, and lead the change process in a positive manner.

The findings also established that providing a plan was important in finding the effect of

change management initiative on the clarity of roles and responsibilities. The findings

proved by 65% of the respondents showed that having a plan for a change project was

important. Tyrol (2007) recommended that, for an organization to implement change

management there has to be definition and implementation procedures, technologies to deal

with changes in the business environment and profit because of changing opportunities.

The findings indicated that the highly ranked method of providing a plan by UNON

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Nairobi’s management was by focusing on results rather than activities, r(38) = .550.

p=000, by taking long periods of researching and planning on a change initiative. UNON

Nairobi management eliminates obstacles to the planned change by constantly monitoring

and adjusting the change strategy. This is in agreement with Kotter (1995) study that the

basic elements of the vision should be organized into a strategy for achieving that vision so

that the transformation does not disintegrate into a set of unrelated and confusing directives

and activities.

The findings further established that ensuring the need for organizational change was

important in finding the effect of change management initiative on the clarity of roles and

responsibilities. The findings proved by majority of the respondents showed that having a

plan for a change project was important. Smith (2003) mentioned that to manage radical

change effectively, some of the things one needs to consider are, communication to show

support of change process and effective leadership to coordinate deployment of resources

in order to achieve performance breakthroughs required to accomplish the strategic

objectives which are the possible outcomes of application of innovative ways of doing

business. Factors discussed in ensuring the need for organizational change included:

whether UNON Nairobi had the leadership team role-model the behaviour expected of

employees, whether it was hard to get people to see that change was needed, whether it

was not easy to convince people of the need for change and whether there was established

increased sense of urgency around needed change.

The factor that ranked first was on whether UNON Nairobi management ensured

establishment of increased sense of urgency around needed change. This finding was in

agreement with that of Kemp, Funk and Eadie (1993) and Bingham and Wise (1996) who

stated that successful implementation of new programs depend on top management’s ability

to disseminate information about the change and convince employees of the urgency of

change. The findings of the study showed a positive correlation between UNON Nairobi

having a leadership team role model and performing the duty of establishing an increased

sense of urgency, r(36) = .470. p=003. However, it was hard to get people to see that

change was needed hence not easy to convince people of the need for change, r(36) = . 673.

p=000.

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5.3.3 Effect of UNON’s Change Management Initiative & Response to Clients as

the Service Provider

The findings on the objective of finding the effect of UNON’s change management

initiative on how it responds to clients as a service provider was also discussed. The study

found out that the main factors contributing to the determination of the effect of UNON

Nairobi’s change management initiative on how offices respond to clients as service

providers included: institutionalizing change, building external support, providing

resources and pursuing comprehensive change.

An assessment of the factor on institutionalizing change as a change management initiative

and whether it had an effect on how UNON Nairobi offices respond to clients as the service

provider, majority agreed. This was in tandem with Gieves (2000), finding that the right

way of managing people for adapting to and adopting change is achievable by changing

their cultural norms and eventually make the change successful in the long-run. Several

variables contributed to this finding. Those discussed in the study included:

communicating about the change being limited to only those directly concerned with the

project, there being logical reasons for change which are visible and the goals are

transparent, finding conflicts within the change process and trying to solve them,

communicating about the change in a timely and relevant manner.

The highly ranked reason established from the study was that on knowing the change

project lead and the project champions aiding in the planning and implementation of the

change project (mean = 3.53). This finding was in tandem with Thompson and Strickland

(1999) who emphasized the need for management to communicate the case for

organizational change so clearly and persuasively through a project lead and, that there was

determined commitment throughout the ranks to carry out the strategy and meet

performance targets in order to achieve a successful implementation of strategy. The study

established that UNON Nairobi management had logical reasons for change which were

visible because, change strategic goals were transparent. Management often looked at

conflicts within the change process and tried to solve them, r(35) = .788. p=000. The study

also established that it was hard to get UNON Nairobi’s staff to see conflicts within the

change process because conflicts within the change process were looked for before they are

solved, r(35) = .788. p=000.

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The research findings on building external support indicated that majority of the

respondents were in were in agreement that building external support was important. This

finding was in agreement with Golembiewski (1985) study, who indicated that attaining

support from governmental authorities and political actors involves serious challenges,

given the constraints imposed by the political context in which public organizations

operate, it is therefore important for managers implementing change to display skill in

obtaining support from powerful external actors. Variables discussed in this section

included: project teams sometimes having a lack of consequences and consistency in

regards to the change, involvement of external support in the change project before delivery

takes place and expecting change without being linked to incentives.

The variable ranked as first in building external support was on involvement of external

support in a change project before delivery, followed by project teams sometimes having a

lack of consequences and consistency in regards to the change. The findings were in

converse with Conversely, Weissert and Goggin (2002) findings that that proceeding to

implementation without garnering the support of interest groups can speed up the

implementation process, albeit at the cost of dissatisfaction and criticism. This could

explain why most change projects at UNON Nairobi offices take long to implement. The

study also found out that there was a positive correlation between project teams being

skeptical in being involved in change projects because, there is no consequence due to

managements’ expectation of change to occur without linking it to incentives.

The other factor discussed in this study was on effect of providing resources on how UNON

Nairobi offices respond to clients as a service provider. It was found out that majority, 56%

of the respondents were in agreement that this was important. Burke 2002; Mink et al.

(1993); Nadler and Nadler (1998) indicated that successful change usually requires

sufficient resources to support the process. Factors contributing to the effectiveness of this

finding included training being inadequate leaving unanswered questions about the change

and the implementation of the change within one’s role being managed solely by the

agency. Both reasons were significant contributors to the effectiveness of how UNON

Nairobi offices respond to clients as service providers. The findings showed a positive

correlation between training being inadequate leaving unanswered questions because the

implementation of the change within staff’s roles was managed by the agency, (35) = .576

p=000.

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The study further pursued a discussion on whether pursuing comprehensive change was

affecting how UNON Nairobi offices respond to clients as service providers. Majority of

the respondents were in agreement that this was the case at UNON Nairobi Offices.

Managerial leaders must develop an integrative, comprehensive approach to change that

achieves subsystem congruence as indicated by Veldsman (2008) who regards

organizational change as the transformation from the current state of the organization to the

desired state. Factors which were discussed as contributors to pursuing comprehensive

change included: there being delays in the timescales that are set in the change project, the

process of implementation for the change being flexible and reactive and, lastly, those

concerned with the outcome of the change project taking part in planning.

The factor ranked as highest by majority of the respondents was that of those concerned

with the outcome of the change project taking part in planning. This finding is important

and is in support of Beer and Nohria(2000) and Burnes, (2009) who showed that even when

appropriate change interventions are introduced, the absence of asystematic and integrated

process for deploying changes can prevent organizations from achieving the desired

benefits. There is increasing evidence, for example, that 70 percent of all change efforts

fail, some fail due to incorrect and incomplete diagnoses of the internal and external

environment. The study found out a positive correlation between process of

implementation for the change flexibility and reactivity and the delays in the timescales

that are set in the change project, thus the more flexible and reactive management becomes

in the change process the more time the project takes to be implemented to completion.

5.4 Conclusions

5.4.1 Effect of Change Management on Decision Turnaround Time

UNON Nairobi offices are faced by natural resistance to change affecting decision

turnaround time. This fact is compounded by UNON Nairobi staff feeling that the

imminent changes threaten their security. Resistance is a natural part of the change process

that should not be construed negatively. Also there is real concern that changes would

cause large scale redundancies leading to lose of jobs. However, management personalizes

the benefits of change at UNON Nairobi offices by having strong vested interest in

maintaining the status quo as well as getting the groups to work together as a team in change

management initiatives. Management also provides a lead person/sponsor his role is to

ensure there is continuous communication between the change process stakeholders. Any

96

crises arising in the change process is identified and discussed without delays. UNON

Nairobi management also provides support to all staff throughout the difficult points of the

change journey leading to effective change management at UNON Nairobi offices

5.4.2 Effect of change Management Initiative on the Clarity of Roles and

Responsibilities among Staff

Staff in the UNON Nairobi offices have clear roles and responsibilities when it comes to

effecting a change management initiative. Top management plays a great role in the change

process by providing support and commitment and providing clarity of roles and

responsibilities. The method mostly used by UNON Nairobi’s management was by

aligning all policies, systems and structure and practices in order to achieve the needed

change. UNON Nairobi’s management also provides a plan of action for effective role

playing and change initiatives. All these actions are backed up by the management

identifying the need for organizational change through increasing a sense of urgency

around needed change

5.4.3 Effect of UNON’s Change Management Initiative & Response to Clients by

the Service Provider

Institutionalizing change as a change management has effect on how UNON Nairobi

offices respond to clients as the service provider. The initiative used in the UNON Nairobi

offices is that of knowing the change project lead and the project champions aiding in the

planning and implementation of the change project. The other important factor was on

building external support by involving external support in a change project before delivery.

The other initiative used is by providing resources necessary for change to occur. Pursuing

comprehensive change affects UNON’s change management initiative and how it responds

to clients as service providers by ensuring that those concerned with the outcome of the

change project take part in planning before implementing.

5.5 Recommendations

5.5.1 Recommendation for Improvement

5.5.1.1 Effect of Change Management on Decision Turnaround Time

UNON Nairobi management should provide strategies of ensuring staff’s security

whenever there are imminent changes. This will increase the change adoption rate. Also

the management should provide strategies that safe-guard loss of identity of a staff member

97

because this can affect negatively an individual’s self-motivation and self-esteem, leading

to loss of creativity. The management should also ensure that the person whom is tasked

to manage the change process is able to manage staffs’ anger so that the change arising

from staffs’ fear. The lack of urgency by staff is also negative implication in change

process that management need to look at.

5.5.1.2 Effect of change Management Initiative on the Clarity of Roles and

Responsibilities among Staff

UNON Nairobi top management should ensure that the person mandated to carry out

change management has the competency to be able to align policies, systems and

structure and practices, hire the correct persons to occupy necessary positions in the

change management department, has the ability to monitor and adjust strategies, has the

ability to communicate well, ability to change the organizational culture and be able to

lead the change process in a positive manner.

5.5.1.3 Effect of Change Management Initiative on how and Response to Clients by

the Service Provider

Organizations aiming to reap maximum benefits from a change project should allow staff

to see conflicts within the change process and provide their problems to management

instead for solving rather than management looking for all problems( assumed and not

assumed) before or in the process of project implementation for solving. UNON Nairobi

management should therefore use both their current methods and while allowing staff to

present their problems for solving.

UNON Nairobi offices should also consider implementing change projects without

involving external stakeholders until after implementation has been completed.

Providing an incentive whenever a change project has occurred is crucial in motivating the

project teams. This will ensure the success of a change project. Therefore UNON Nairobi

management should consider providing incentives linking expectations of change to results

for accountability.

Lastly, without providing proper training, change process stakeholders are left with

unanswered questions. UNON Nairobi management should consider providing adequate

training to staff before implementing a change project.

98

5.5.2 Recommendations for Further Studies

The study also recommends that further studies be carried out to establish whether

incentives play a major role for successful change project implementation. The study also

suggests that further studies be carried out to find out the role of training in achieving

project goals, in Kenya, to ascertain its validity and importance in such an environment.

99

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APPENDICES Evelyn Etyang-Obanda

P. O. Box 6502-00200

Nairobi

Dear Respondent,

APPENDIX I: COVER LETTER

REQUEST FOR YOUR PARTICIPATION IN MY RESEARCH PROPOSAL

I, the above named student is undertaking a course towards conferment of Executive Master

of Science in Organization Development (EMOD) from the United States International

University.

In partial fulfilment of the award of the degree, I am conducting research proposal to

determine effects of change on organization management: Case of United Nations Office

of Nairobi (UNON). You have been randomly selected to participate in this study.

Participation is voluntary, kindly spare a few minutes of your time to tick in the check area

of the questionnaire to enable me complete the study. Kindly note the information you

provide will be treated as confidential, and will only be used for the purpose of this research.

The findings of the study will inform United Nations Office of Nairobi management to

facilitate on decision making towards the implementation of change process that will bring

about new organizational structures and improved turnaround time for effective and

efficient resource utilization.

The final report will be shared with all agencies of the United Nations, with preference to

the actual participants.

Your participation in this study is most highly appreciated.

Yours sincerely,

Evelyn Etyang-Obanda

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APPENDIX II: QUESTIONNAIRE

SECTION I: GENERAL INFORMATION

1. How long have you worked for the Organization? (in years)

a) Less than a year □

b) 1-2 years □

c) 3-5 years □

d) 6-10 years □

e) Above 10 years □

2. What is your capacity and level of management in the organization?

a) Non-executive □

b) Executive □

3. Which department/Unit do you work under?

SECTION II: HISTORY OF THE ORGANIZATION

1) Ownership of the Organization? Local □ International □

2) Is the organization a UN agency? Yes □ No □

SECTION III: EFFECT OF CHANGE MANAGEMENT ON DECISION TURNAROUND TIME

The following section indicates the effect of change management on decision turnaround time. Please

select how applicable each of these statements are in describing the management of change affecting

your job role. Please respond by indicating the extent to which you agree or disagree with the issue

highlighted. (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree, 6 = Prefer

not to say)

a) Manage Resistance to Change 1 2 3 4 5 6

People feel that the sense of team is being eroded by the changes

There is no sense of urgency about the need for change

People want things to stay as they are

People are not aware of the external drivers for change

People feel angry about what is happening

Change challenges the traditional way things are

The reasons for change are not obvious to people

People feel a loss of identity as a result of the impending changes

What is happening is causing a deep-seated resentment

People are genuinely afraid of what might happen

There is a feeling that the organization is losing its sense of identity

People feel bitter and hurt about what might be happening

The unity and feeling of being part of something is going

Change threatens people because it is not clear what will happen

The imminent changes are threatening people’s security

People are in denial about the need for change

People lack any feeling that the future could be better as a result of the

changes

It is daunting for people to realize how far the organization has to go to

change

b) Sustain Performance in an Environment of Constant Change 1 2 3 4 5 6

Change projects create resistance which has to be broken

People think that there is a huge distance to travel in the change journey

People are frightened for their jobs

There is real concern that the changes will cause large scale redundancies

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c) Personalize the Benefits of Change 1 2 3 4 5 6

Creates a vision and strategy to help guide the change effort

Good ideas for change are hidden and used for personal agendas

Visibly recognizes and rewards people who make the wins possible

Gets the group to work together effectively as a team

There is strong vested interest in maintaining the status quo

d) Lead, Sponsor and Communicate throughout the Change

Process

1 2 3 4 5 6

Identifies and discusses actual or potential crises or major

opportunities

Has the leadership team role-model the behavior expected of employees

Continuously uses every available vehicle to communicate the new vision

and strategy

Ensures that it is a shared vision and strategy

e) Supporting People Through the Difficult Points of the Change

Journey

1 2 3 4 5 6

Plans for visible short-term improvements in performance (quick “wins”)

Puts together a group with enough power to lead the change

Identifies and discusses actual or potential crises or major opportunities

Examines external trends, issues and problems confronting it

f) Focus on New Behaviors Not New Attitudes 1 2 3 4 5 6

Articulates the connection between new behaviors and organizational

success

Encourages reasonable risk-taking and non-traditional ideas and actions

SECTION IV: EFFECT OF CHANGE MANAGEMENT INITIATIVE ON THE CLARITY OF

ROLES AND RESPONSIBILITIES AMONG UNON STAFF

The following section indicates the effect of change management on decision turnaround time. Please

select how applicable each of these statements are in describing the management of change affecting

your job role. Please respond by indicating the extent to which you agree or disagree with the issue

highlighted. (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree, 6 = Prefer

not to say)

a) Ensure Top-Management Support and Commitment 1 2 3 4 5 6

Hires, promotes and develops people who can implement the change

vision

Aligns all policies, systems, structures and practices to fit each other and

the change vision

Reinvigorates the change process through new projects, themes and

change agents

Creates processes to ensure leadership development and succession

Monitors and adjusts strategies in response to problems in the change

process

b) Provide a Plan 1 2 3 4 5 6

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Focuses on results rather than activities

Modifies systems or structures that undermine the change vision

Eliminates obstacles to the planned change

There are long periods of planning before the change is delivered

c) Ensure the Need for Change Initiatives 1 2 3 4 5 6

has the leadership team role-model the behavior expected of employees

It’s hard to get people to see that change is needed

It is not easy to convince people of the need for change

Establishes an increased sense of urgency around needed change

SECTION V: EFFECT OF UNON’S CHANGE MANAGEMENT INITIATIVE ON HOW IT

RESPONDS TO CLIENTS AS SERVICE PROVIDER

The following section indicates the effect of UNON’s change management initiative on how it responds

to clients as service provider. Please select how applicable each of these statements are in describing the

management of change affecting your job role. Please respond by indicating the extent to which you

agree or disagree with the issue highlighted. (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree,

5 = Strongly Agree, 6 = Prefer not to say)

a) Institutionalize Change 1 2 3 4 5 6

Communication about the change is limited to only those directly

concerned with the project

There are logical reasons for change which are visible and the goals are

transparent

Conflicts within the change are looked for and try to be solved

Communications about the change are timely and relevant

The project lead for the change is known and project champions aid the

planning and implementation

b) Build External Support 1 2 3 4 5 6

Project teams have sometimes a lack of consequence and consistency in

regards to the change

Involvement in the change project before delivery takes place

Change is expected without being linked to incentives

c) Provide Resources 1 2 3 4 5 6

Training is inadequate leaving unanswered questions about the change

The implementation of the change within your role is managed solely by

agency

d) Pursue Comprehensive Change 1 2 3 4 5 6

There are delays in the timescales that are set in the change project

The process of implementation for the change is flexible and reactive

There are delays in the timescales that are set in the change project

Those concerned with the outcome of the change project take part in

planning

e) Effective Information Management 1 2 3 4 5 6

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The process of implementation for the change is flexible and reactive

There are long periods of planning before the change is delivered

There are logical reasons for change which are visible and the goals are

transparent

The implementation of the change within your role is managed solely by

agency

Involvement in the change project before delivery takes place