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
The constant technological advancement has put the banking sector under heightened pressure to achieve corporate goals, boost productivity and profitability, manage operational expenses, minimize waste, and enhance service delivery. Extended periods of insufficient service delivery may be contributing factors to the decreasing customer base and performance of Kenyan commercial banks, which have not seen significant changes over the last five years. Therefore, this study focused on shaping the shift: unpacking uncertainties in change management for service delivery of selected commercial banks in Nairobi City County, Kenya. The research was underpinned by three theories, namely stakeholder theory, path-goal leadership theory, and service quality theory. A descriptive research design was employed for this study, with seven commercial banks in Kenya being selected, totaling 314 personnel working in these banks across finance, credit, marketing, and risk management departments. A simple random sampling technique was used to select respondents from each stratum, leading to a total of 176 respondents. A pilot test was undertaken by distributing 18 questionnaires to bank managers at SBM Bank. Reliability of the questionnaire was determined by using Cronbach's alpha. Data was analyzed using descriptive and inferential statistics. The results were presented using tables. The research found that there was a strong, positive, significant relationship between leadership strategy, stakeholder engagement strategy, communication strategy, planning strategy, and service delivery. The study therefore 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 analyzing 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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36. 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.
37. Green, M., & Smith, G. (2019). Taking deliberation seriously: institutional design and green politics. Environmental Politics, 10(3), 72-93.
38. Gursoy, D., Chi, O. H., Lu, L., & Nunkoo, R. (2019). Consumers' acceptance of artificial intelligence (AI) device use in service delivery. International Journal of Information Management, 49, 157-169.
39. 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.
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42. 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
43. Howard, S. D., & Sheth, J. L. (1969). A crucial test for the Howard-Sheth model of buyer behavior. Journal of Marketing Research, 9(3), 346-348.
44. Jan, D. & Veronika, T. (2020). Examination of factors affecting the implementation of organizational changes. Journal of Competitiveness, 9(4), 5-17.
45. Jayawardhena, C., & Foley, P. (2020). Changes in the banking sector–the case of Internet banking in the UK. Internet research, 10(1), 19-31.
46. Kamugisha, S. (2019). Outcomes of planned organizational change in the Nigerian public sector. Journal of Business Management, 3(2), 25-32.
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48. Kenora, H. K.(2021). A Multicompartment Assessment of Microplastic Contamination in Semi‐ remote Boreal Lakes. Environmental toxicology and chemistry, 43(5), 999-1011
49. Kenyoru, K. (2021). Relationship Between Stakeholder Engagement and Financial Performance of State-owned Commercial Enterprises in Kenya.Cuea Journal of Business and Economics,2(1), 8 – 11
50. Kharroub, A. O. & Mansour, M. M. (2022). The impact of strategic planning in Palestinian municipalities on the quality of service provided to their citizens. InternationalBusiness Research, 12(5), 69-85.
51. Kiragu, R. N. (2015). Strategic Leadership and Sustainable Competitive Advantage of Commercial Banks in Kenya. (Unpublished Master's Dissertation). University of Nairobi.
52. Kotter, J. P. (1996). Leadership change.Harvard Business School Press: Boston, MA, USA.
53. Kungu, J. M., & Ngui, L. (2021).Influence of Service Innovation on Competitiveness of Commercial Banks in Kenya(Doctoral dissertation, University of Nairobi).
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Published
2026-02-28
How to Cite
Suge, R., & Muthimi, J. (2026). Shaping the Shift: Unpacking Uncertainties in Change Management for Service Delivery of Selected Commercial Banks in Nairobi City County, Kenya. European Scientific Journal, ESJ, 22(4), 111. https://doi.org/10.19044/esj.2026.v22n4p111
Section
ESJ Social Sciences
Copyright (c) 2026 Rosemary Suge, Janet Muthimi
This work is licensed under a Creative Commons Attribution 4.0 International License.
