Impact of Change Management on Performance of Employees at Omuntu W’omunda Child Development Centre in Uganda

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dc.contributor.authorNduhura, Twesigye
dc.contributor.authorSiraje, Kaaya
dc.contributor.authorMasembe, Muhammad
dc.contributor.authorNturanabo, Mamerito
dc.date.accessioned2023-08-09T09:40:55Z
dc.date.available2023-08-09T09:40:55Z
dc.date.issued2022
dc.description.abstractThe study examined the relationship between change management and employee performance in faith based organizations taking Omuntu W’omunda Child Development Centre as a case study. The study interrogated change management in terms of planning, implementation and evaluation of change management with an interest of finding out how each of these influences employee performance at Omuntu W’omunda Child Development Centre. In an effort to answer the related research questions, a cross-sectional survey design was used and a sample of 60 respondents was considered to respond to the questionnaires and interviews that were supported with 10 key informant interviews and documentary analysis. The empirical analysis of data followed non-parametric procedures using SPSS 20.0. The results indicated that, planning for change management has a positive significant relationship with employee performance results having r = 0.684, p < 0.001 thus suggesting that there was a positive significant relationship between the two variables. The implementation of change management had a strong, positive correlation with employee performance, which was statistically significant (r = 0.865, p < .001). There was a weak, positive and statistically insignificant correlation between evaluation of change management and employee performance with r = 0.367, p< .001. These results means that the dimensions vary in importance when explaining their interaction with each other. Consequently, the researcher recommends that planning for change in the organizations should be made as an integral part of the organizational wide planning; constant communication across teams using various channels is paramount to keep the entire team abreast with the change management process. In addition, change management champions need to consider team building as a core component in advancing change processes total acceptanceen_US
dc.identifier.citationNduhura, T., Siraje, K., Masembe, M., & Nturanabo, M. Impact of Change Management on Performance of Employees at Omuntu W’omunda Child Development Centre in Uganda.en_US
dc.identifier.issn2643-900X
dc.identifier.urihttps://nru.uncst.go.ug/handle/123456789/9125
dc.language.isoenen_US
dc.publisherInternational Journal of Academic Management Science Research (IJAMSR)en_US
dc.subjectPerformanceen_US
dc.subjectChange Managementen_US
dc.subjectEmployee Performanceen_US
dc.subjectChild Development Centreen_US
dc.titleImpact of Change Management on Performance of Employees at Omuntu W’omunda Child Development Centre in Ugandaen_US
dc.typeArticleen_US
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