FACTORS AFFECTING CHANGE MANAGEMENT IN GOVERNMENT AGENCIES: A CASE STUDY OF KENYA PLANT HEALTH INSPECTORATE SERVICE (KEPHIS)

Abstract

Effective change management is essential for enhancing performance, promoting innovation, and improving service delivery within government agencies, especially in the face of increasing regulatory, technological, and operational challenges. This study investigated the internal organizational factors influencing change management at the Kenya Plant Health Inspectorate Service (KEPHIS), a semi-autonomous government agency tasked with regulating the quality of agricultural inputs and exports. The study specifically focused on assessing how leadership style, organizational culture, communication strategy, and employee involvement influence the implementation of change initiatives. The research was grounded in Lewin’s Change Management Theory and supported by the Transformational Leadership Theory and the McKinsey 7S Framework, which provided a strong theoretical foundation. A descriptive research design was employed to provide a detailed understanding of the organizational context and the dynamics of change within KEPHIS. The target population consisted of 450 employees across various departments. A sample of 135 respondents was selected using Yamane’s formula, with stratified random sampling ensuring representation across functional units. Data were collected using a structured questionnaire composed of closed-ended and open-ended items. The questionnaire was pilot tested on 10% of the sample, using respondents from a comparable agency to ensure its reliability and applicability. Expert reviews were used to ascertain content validity, while internal consistency reliability was confirmed through Cronbach’s Alpha, with all constructs meeting the accepted threshold. Data analysis was conducted using SPSS version 28, focusing on descriptive statistics such as means, frequencies, and standard deviations. These statistics provided insights into how respondents perceived the four organizational variables in relation to change management. The descriptive results showed high agreement across all variables, indicating that KEPHIS exhibits a generally favorable environment for implementing organizational change. Ethical considerations were strictly observed throughout the study, including obtaining informed consent, ensuring voluntary participation, maintaining confidentiality and privacy, and safeguarding participant anonymity. Based on the findings, the study concluded that successful change management in public institutions such as KEPHIS is largely dependent on effective leadership, a supportive organizational culture, clear and participatory communication strategies, and inclusive employee engagement practices. It recommended the institutionalization of transformational leadership development programs, regular cultural audits, enhanced internal communication frameworks, and deeper staff involvement in change processes. This research contributes to the understanding of change management within the public sector and offers practical insights for policymakers and managers aiming to strengthen organizational responsiveness to change.