Shaping the Shift: Unpacking Uncertainties in change management for service delivery of Selected Commercial Banks in Nairobi City County, Kenya
Keywords:
Change Management, Service Delivery, leadership strategy, stakeholder engagement strategy, communication strategy, and planning strategy
Abstract
Due to evolving technologies, the banking industry faces increased pressure to meet corporate objectives, enhance productivity and profitability, control operational costs, reduce waste, and improve service delivery. Prolonged inadequate service delivery could be the reason behind the declining customer numbers and performance of Kenyan commercial banks, which have remained unchanged for the past five years. The primary goal of this study was to examine how various change management approaches affect service delivery at selected commercial banks in Nairobi City County, Kenya. This study aimed to examine a sample of commercial banks in Nairobi City County, Kenya, to find out how different methods affected their service delivery. These methods include leadership strategy, stakeholder participation strategy, communication strategy and planning strategy. The study was guided by three theories: stakeholder theory, path-goal leadership theory, and service quality theory. This study used a descriptive research design. The unit of observation consisted of the seven commercial banks in Kenya, together with the 314 individuals employed by these banks in the areas of finance, credit, marketing, and risk management. The approach of simple random sampling was used by the researcher to choose the respondents from each stratum. The total number of individuals sampled in the study was 176. To find out whether the questionnaires are reliable, comprehensive and easy to understand, a pilot test was carried out on 18 bank managers at SBM Bank. The investigation instrument's ultimate dependability was determined using Cronbach's alpha, which fell between the range of 0.7 and 1. Following the completion of the descriptive statistical analysis, tables were generated that displayed the frequency, mean, percentage, and standard deviation distributions. To assess the relationships and the impact of each independent variable on change management strategy, multiple linear regression was employed. The results indicated a strong positive significant correlation between leadership strategy, stakeholder engagement strategy, communication strategy, planning strategy and service delivery. The study concludes that effective leadership strategies enhance employee satisfaction and engagement, leading to improved service delivery, engaging customers through feedback mechanisms, surveys, and focus groups allows banks to understand their needs and preferences, effective communication strategies foster better engagement with customers, allowing banks to understand their needs and preferences and planning strategy aids in the optimal allocation of resources, including human, financial, and technological resources. The study recommends that banks should develop systems for collecting and analysing customer feedback to understand their needs and expectations. The banks should regularly gather feedback from customers, employees, and other stakeholders to understand their needs and expectations. The banks should recognize the various stakeholders involved, including customers, employees, regulators, and community members. The banks should conduct regular surveys and focus groups to understand customer needs, preferences, and pain points.
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References
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5. Antonakis, J., & House, R. J. (2013). The full-range leadership theory: The way forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 3-33). Emerald Group Publishing Limited.
6. Asamu, F. F. (2021). The impact of communication on workers performance in selected organizations in Lagos State, Nigeria. IOSR Journal of Humanities and Social Science, 19(8), 75–82.
7. Ashridge, C. (2022). Change management practices: Is a hybrid model a better alternative for public sector agencies?. International Journal of Public Sector Management, 16(3), 230-241.
8. Astley, W., & Van de Ven, A. (1983). Central perspectives and debates in organization theory. Administrative Science, 28(2), 245–273
9. Atambo, W. N., & Momanyi, D. K. (2021). Effects of Internal Communication as a change management tool on Employee Performance: A Case Study of Kenya Power and Lighting Company, South Nyanza Region, Kenya. Imperial Journal of 63 Interdisciplinary Research, 2(5)
10. Atieno, M. (2020). Effect of Strategic Change Management on the service delivery of Airtel Kenya Limited. Kenyatta University, Nairobi. Retrieved from http://irlibrary. ku.ac.ke/handle/123456789/9889
11. Bernhard, Y. M. (1991). Theory and practice of the Satir system. Journal of Couples Therapy, 2(1-2), 21-25.
12. Bold, J. (2022). Leading organizational change. Career Development International, 6(2), p. 111- 118.
13. Cheung, M. (1997). Social construction theory and the Satir model: Toward a synthesis. American Journal of Family Therapy, 25(4), 331-343.
14. Chi, L. (2017). Satir theory and sculpting in social work education: helping people to help themselves. Satir International Journal, 5(1), 61-66.
15. Chi, O. H., Gursoy, D., & Chi, C. G. (2022). Tourists’ attitudes toward the use of artificial intelligent (AI) devices in tourism service delivery: moderating role of service looking for. Journal of Travel Research, 61(1), 170-185.
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18. Cohen, L., Manion, L., & Morrison, K. (2017). Validity and reliability. In Research methods in education (pp. 245-284). Routledge
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21. Dahabreh, I. J., Haneuse, S. J. A., Robins, J. M., Robertson, S. E., Buchanan, A. L., Stuart, E. A., & Hernán, M. A. (2021). Study designs for extending causal inferences from a randomized trial to a target population. American journal of epidemiology, 190(8), 1632-1642.
22. Dalinjong, P. A., & Laar, A. S. (2022). The national health insurance scheme: perceptions and experiences of health care providers and clients in two districts of Ghana. Health economics review, 2(1), 1-13.
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29. Freeman, R. E. (1984). A stakeholder theory of the modern corporation. Perspectives in Business Ethics Sie, 3(144), 38-48.
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31. Gachungi, S. W. (2019). Effect of communication strategy in change management at Unilever Kenya limited (Unpublished master’s thesis) University of Nairobi, Nairobi.
32. Govender, S., & Kader, A. (2020). Examining leadership as a strategy to enhance health care service delivery in regional hospitals in South Africa. Journal of multidisciplinary healthcare, 157-166.
33. Gursoy, D., Chi, O. H., Lu, L., & Nunkoo, R. (2019). Consumers accept the application of artificially intelligent (AI) devices used in service delivery. International Journal of Information Management, 49, 157-169.
34. Gyasi, R. M., Mensah, C. M., Osei-Wusu Adjei, P., & Agyemang, S. (2020). Public perceptions of the role of traditional medicine in the health care delivery system in Ghana.
35. Hasanaj, C. R. & Manxhari, M. (2020). Importance of communication during change: A case of the municipality of Vlora. European Journal of Multidisciplinary Studies, 2(1), 15-19.
36. House, R. J., & Mitchell, T. R. (1975). Path-goal theory of leadership (No. TR-75-67). Washington University dept of psychology.
37. House, R.J., (1996). Path-goal theory of leadership: Lessons, Legacy, and a reformulated theory. The Leadership Quarterly. 7 (3), 323-352. https://doi.org/10.1016/S1048-9843(96)90024-7
38. Jan, D. & Veronika, T. (2020). Examination of factors affecting the implementation of organizational changes. Journal of Competitiveness, 9(4), 5-17.
39. Jayawardhena, C., & Foley, P. (2020). Changes in the banking sector–the case of Internet banking in the UK. Internet research, 10(1), 19-31.
40. Kamugisha, S. (2019) Outcomes of planned organizational change in the Nigerian public sector. Journal of Business Management, 3(2), 25-32.
41. Kharroub, A. O. & Mansour, M. M. (2022). The impact of strategic planning in Palestinian municipalities on the quality of service provided to its citizens. International Business Research, 12(5), 69-85.
42. Kiragu, R. N., (2015). Strategic Leadership and Sustainable Competitive Advantage of Commercial Banks in Kenya. (Unpublished Masters Dissertation). University of Nairobi.
43. Kwok, T. S., Kuriya, B., King, L. K., Eder, L., Thorne, J. C., Li, Z., ... & Widdifield, J. (2023). Changes in service delivery and access to rheumatologists before and during the COVID-19 pandemic in a Canadian universal healthcare setting. The Journal of Rheumatology, 50(7), 944-948.
44. Laplume, A. O., Sonpar, K., & Litz, R. A. (2008). Stakeholder theory: Reviewing a theory that moves us. Journal of management, 34(6), 1152-1189.
45. Li, H., Glecia, A., Kent-Wilkinson, A., Leidl, D., Kleib, M., & Risling, T. (2022). Transition of mental health service delivery to telepsychiatry in response to COVID-19: A literature review. Psychiatric quarterly, 93(1), 181-197.
46. Liviu, T. (2021). Change management – challenge and opportunity for sustainable development of Romanian companies. International Management Conference, 8, 466–476.
47. Loftus-Rattan, S. M., Wrightington, M., Furey, J., & Case, J. (2023). Multi-tiered system of support: An ecological approach to school psychology service delivery. Teaching Psychology, 50(1), 77-85.
48. Mahachi, K., Kessels, J., Boateng, K., Baptiste, A. E. J., Mitula, P., Ekeman, E., ... & Gabrielli, A. F. (2022). Zero-or missed-dose children in Nigeria: Contributing factors and interventions to overcome immunization service delivery challenges. Vaccine, 40(37), 5433-5444.
49. Malik, S. H. (2013). Relationship between Leader Behaviors and Employees' Job Satisfaction: A Path-Goal Approach. Pakistan Journal of Commerce & Social Sciences, 7(1).
50. Malik, S. H., Aziz, S., & Hassan, H. (2014). Leadership behavior and acceptance of leaders by subordinates: Application of path goal theory in telecom sector. International Journal of Trade, Economics and Finance, 5(2), 170.
51. Manganyi, M. Russell-Bennett, R., Previte, J., & Zainuddin, N. (2023) Conceptualising value creation for social change management. Australasian Marketing Journal, 17(4), 211-218.
52. Mansary, H. E. (2019). The role of leadership style in organizational change management: a literature review. Journal of Human Resource Management, 7(1), 18-31.
53. Manzoor, F., Wei, L., Nurunnabi, M., Subhan, Q. A., Shah, S. I. A., &Fallatah, S. (2019). The impact of transformational leadership on job performance and CSR as mediator in SMEs. Sustainability, 11(2), 436.
54. Mchunu, H. T. (2021). Stakeholder involvement by the school management teams in managing change: A case study in selected Kwamashu secondary schools. Citeseer. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.839.3359&rep=rep1&type= pdf
55. Menganyi, G. M., Abayo, R., & Muraguri, C. (2023). Influence of strategic capabilities on competitive advantage of microfinance institutions in Nairobi County, Kenya. International Academic Journal of Human Resource and Business Administration, 4(2), 327-346.
56. Mugambi, S. W. (2022). Influence of alternate banking channels on customer satisfaction at Kenya Commercial Bank in Nairobi, Kenya (Doctoral dissertation, Africa Nazarene University).
57. Mutunga, S. L. (2022). Effects of Communication on Quality Service Delivery in Mission Hospitals in Meru County, Kenya. International Journal of Business and Management Review, 10(3), 39-50.
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Published
2025-09-24
How to Cite
Suge, R., & Muthimi, J. (2025). Shaping the Shift: Unpacking Uncertainties in change management for service delivery of Selected Commercial Banks in Nairobi City County, Kenya. European Scientific Journal, ESJ, 45, 319. Retrieved from https://eujournal.org/index.php/esj/article/view/20061
Section
ESI Preprints
Copyright (c) 2025 Rosemary Suge, Janet Muthimi
This work is licensed under a Creative Commons Attribution 4.0 International License.
