COMMUNICATION OF ORGANISATIONAL CHANGE AND EMPLOYEE PERFORMANCE: A SURVEY OF TEACHERS SERVICE COMMISSION EMPLOYEES IN KENYA

One solution to decreasing the risk of change failure could be to look at the way the change is communicated, as it has been noted that communication plays a vital role in the change process. As such, this study was designed to establish how communication of organisational change affects the performance of the employees of Teachers Service Commission (TSC) in Kenya. This study used a descriptive survey research design. The study was conducted in Murang’a County, Kenya, targeting all the 80 TSC employees in the County except practicing teachers. Stratified random sampling was used to select 66 respondents, who were proportionately drawn from all the categories of employees in the target population. Self-administered questionnaires were used to gather information from the selected employees. Data analysis procedures employed involved both quantitative and qualitative procedures. The study found that majority of the employees felt that the TSC uses a top-down approach to communicate about changes taking place in the organization. The employees found this communication approach to be effective in communicating the changes taking place in the organization. There is however the need to use other approaches to communicate organizational change.