Organizational Change and Performance of Coffee Commercial Marketing Agents in Nairobi City County, Kenya

Organizational performance has become a major focus of many coffee commercial marketing agents across the globe. However, many researchers have since argued that organizational performance is a concept that should be reserved for all corporations with large and small specialized operational departments. Coffee commercial marketing agents from this argument are too occupied with handling operational issues and daily events devoting little time to organizational change. Due to the prolonged problem on organizational performance as a result of organizational change, the researcher decided to do a study to establish the influence of organizational change on the performance of coffee commercial marketing agents in Nairobi City County, Kenya to bridge the gap. The specific objectives of the study were; to establish the effect of technology advancement on the performance of coffee commercial marketing agents in Nairobi City County, Kenya, to determine the effect of organizational leadership on the performance of coffee commercial marketing agents in Nairobi City County, Kenya, to establish how organizational structure affects the performance of coffee commercial marketing agents in Nairobi City County, Kenya and to determine how organizational culture affects the performance of coffee commercial marketing agents in Nairobi City County, Kenya. The research was anchored on Kotter's 8 step model, systems theory, shield's model, and performance theory. The research used the descriptive research design. The target population was 11 coffee commercial marketing agents located in Nairobi City County. The sample size was 33 top management teams who are charged with running the 11 marketing agents. For the process of data collection, a semi - structured questionnaire was used. SPSS version 20 facilitated the data analysis. Inferential and descriptive statistics were used to present the findings where mean, frequency, standard deviation, graphs, pie charts, and percentages will be used. Regression was used to analyze quantitative data after a diagnostic test has been done. Additionally, content analysis was done for qualitative data analysis. The results from the analysis established that technology advancement (r=0.566), organizational leadership (r=0.294), organizational structure (r=0.852), and organizational culture (r=0.868) were significantly and positively correlated with the performance of coffee marketing agents in Nairobi City County, Kenya. Regression analysis established that technology advancement, organizational leadership, organizational structure, and organizational culture had a significant effect on the performance of coffee marketing agents. From both correlation and regression analysis, organizational culture and structure have a strong positive correlation and a great impact on coffee marketing agents? performance although they were not fully practiced. The study, therefore, recommended that the management of coffee marketing agents encourage the adoption of technology advancement through innovations, automation, information security, and online customer support. Additionally, the study recommended that the management of coffee marketing agents embrace organizational leadership through competencies, strategic values, interpersonal skills, and inspiration to aid coffee marketing agents' performance. Additionally, a proper organizational structure such as division of labor, decentralization of power, and staff rotation also need to be encouraged to aid coffee marketing agents' performance. Lastly, the study recommends that the management should ensure accountability, teamwork, employee retention, and staff involvement to aid coffee marketing agents? performance in Nairobi City County, Kenya.