The Influence of Change Communication on Organizational Performance of Isiolo County Government, Kenya

Purpose: To examine the influence of change communication on organizational performance of Isiolo County government, Kenya. Methodology: The study adopted a descriptive research design and targeted 42 directors, 61 managers, and 1,702 staff in sixteen departments of Isiolo County government. Therefore, a sample size of 36 directors, 50 managers, and 239 staff, was selected using a simple random sampling method. Additionally, quantitative data was collected using structured questionnaires and a pre-test study done in Marsabit County. Face, content, and criterion validities were examined and Cronbach coefficient was used to measure reliability. Additionally, the data was entered in SPSS version 24 for report generation. The study conducted descriptive statistics such as frequency, percentage, and mean. The inferential statistics that were conducted were correlation and multiple regression. Notably, data was presented using tables and explanations. Results: The findings of the questionnaire indicated that 113(43%) of the respondents strongly agreed and 91(35%) agreed on a mean of 4.22 that there were well-established channels of communication used to relay information on strategic changes in departments. In addition, 102(39%) strongly agreed and 88(34%) agreed on a mean of 4.08 that the key message on change of strategies is always emphasized. Nevertheless, 100(38%) of the participants strongly disagreed and 82(31%) disagreed on a mean of 2.26 that there was an open policy whereby the staff were encouraged to give their feedback. The Pearson correlation coefficient was r=0.883 at α < 0.002 and 99% significance level. Therefore, since the correlation coefficient was less than 1 and p-value was less than 0.05, the study rejected the null hypothesis. Conclusion: The study concluded that the strategic managers at the county level had ensured that the changes made were conveniently communicated to all staff bearing clear information on what was to change. However, the study noted that the management gave limited or no room for feedback from the staff regarding the changed strategies. The study recommends that the management should develop policy frameworks that allow communication feedback. This will allow the staff to provide their opinion on the suitability of the strategic change management.