EFFECT OF EMPLOYEE INVOLVEMENT IN STRATEGIC CHANGE PROCESS ON CHANGE ACCEPTANCE: A SURVEY OF COMMERCIAL BANKS IN NAKURU CITY

Employee involvement in the change process is essential for fostering ownership and reducing resistance in dynamic sectors like banking. This study assesses the effect of employee involvement in the strategic change process on employee change acceptance a survey of commercial banks in Nakuru City. Anchored in communication theory, the research adopted an explanatory quantitative design, targeting 118 frontline leaders (Branch Managers, Chief Operations Managers, Human Resource Managers, Sales & Marketing Managers, Credit Managers, and Service Administration Managers) across 28 commercial banks, using census approach to ensure comprehensive representation. Data was collected via structured questionnaires, validated through expert review and pilot testing (Cronbach's α > 0.7), and analyzed using descriptive statistics, Pearson correlation, and multiple linear regression in SPSS. Results indicated moderate perceptions of involvement (mean = 2.81, SD = 1.296), a strong positive correlation (r = 0.675, p < 0.001), and significant effect (β = 0.247, p = 0.003). The study concludes that greater involvement boosts change acceptance by promoting reciprocity and commitment. The study concludes that greater involvement boosts change acceptance by promoting reciprocity and commitment. Recommendations include establishing participatory forums and feedback mechanisms to enhance engagement. Future research should explore longitudinal effects and comparative regional analyses. These insights guide banking leaders in Nakuru to optimize change initiatives for adaptability. Keywords: Employee Involvement, Change Process, Employee Change Acceptance, Commercial Banks, Nakuru City