The Effect Of Organizational Change Management On Organizational Perfor Mance In Ambo District Selected Five Pub Lic Sectors

Abstract

This study was emphasized to investigate the ‘’effect of Organizational Change Management on or ganizational Performance’’ at Ambo district some selected public sectors. To advance the conceptual knowledge of understanding of employees of five selected public sectors, that are: Civil Service, Edu cational Office, Revenue and customs authority office, District land management office, and Health office towards the various dimensions of organizational change management and its effect on or ganizational performance for the parameter of employee productivity. The researcher defined the conceptual frame work with in dependent variables (strategic change, cultural change, and techno logical changes) and the independent variable (organizational performance). Also the models of or ganizational change (Kurt Lewin’s Theory of Change Model, Kotter’s Eight Stage Model and McKin sey 7S Change Model) are considered. Among the above three models the researcher choice Kurt Lewin’s Theory of Change model. Because it is one of the cornerstone models for understanding or ganizational change for relevant in the present scenario. The researcher applied descriptive re search with quantitative approach and explanatory research design. The researcher used simple sampling technique to select five (5) sectors from twenty-nine (29) public sectors in Ambo district and employees of the sectors are selected based on probability simple random sampling technique. The Total population size (3, 36) and sample size (183). Primary data was collected through struc tured questionnaires including close ended questions and Employees of district sectors could be taken to serve as the main source of primary data and Secondary data would be collected from other already existing sources and previous research. To asses, examine, identify, evaluate and finally, analyze the collected data from the distributed questionnaires of respondents the researcher used SPSS version 20. The researcher applied inferential statistic such as correlation analysis and multi ple regressions to predict the relationship between three dimensions of organizational change man agement and organizational performance. Accordingly the Pearson correlation matrix conducted between organizational change management dimensions and organizational performance revealed that all independent variables have significantly a positive relationship with dependent variable or ganizational performance, A multiple regression analysis conducted to evaluate how well the three dimensions predicted and depicted the linear combination of the three dimensions are significantly related to organizational performance (R2 =0.4, F=28.062 and P<0.001). The ANOVA results of the predicting dependent variable (organizational performance) and the independent variables of or ganizational change management dimensions are statistically significant (different from zero). The Beta coefficient result, the researcher obtained that, strategic change is found to be the most im portant in predicting the dependent variable organizational performance when compared with the others. Secondly, culture al change. Thirdly, Technological change. Hence, these three dimensions in beta coefficient more or less statistically significant when at p-value greater than Alpha, (0.87>0.05). The researcher finalizes that, in the case of five selected public sectors of Ambo district, organiza tional change management have its own contribute to achieve organizational performance