Abstract:
This study sought to understand organisational change management at
Central University. The specific objectives were; to determine the drivers of
change at the Central University; to determine the nature of resistance to
change at the Central University; assess the impact of organisational change
on employee performance; and lastly to assess strategies adopted to manage
change at Central University The study was purely survey which adopted a
quantitative methodology. The design of the study was descriptive, with a
sample of 186 of which 149 responded representing 80.12%. The study
adopted a simple random technique. The most important driver of change at
CU is advances in technology followed by competition. The results of the study
also pointed out that, the most common reason for resistance to change is lack
of communicating change and absence of employee participation in
implementing change. The results indicated that organisational change has a
positive influence on employee performance. On the final objective, the results
showed that the most commonly adopted strategy to manage the
implementation of change at Central University is communication, followed
by clear definition of the need for change. The study recommends that the
management of CU should be sensitive to the different forms in which
resistance can be expressed and manage employees’ perception of the impact
of change. Management of the University should clearly define the vision of
change, set the right scope and incorporate it into the objective.
