To understand the Influence of Change in Organizational Communication Processes on Employee Work Satisfaction in Private Higher learning Institutions in Western Kenya.

Business - Human Resources

In 2014, a study was conducted in a selected private university in Kenya which revealed that approximately half of the employees in Kenyan higher education institutions simply fulfill their job requirements without genuine engagement (Makori and Kariuki, 2015). The research indicated that 47% of employees frequently accessed social media platforms during work hours resulting in a high turnover rate of 43%. The exact reasons behind these findings remain unclear. Existing literature offers several potential explanations, including advancements in technology, communication strategies, employee relocations, organizational objectives, sales and marketing efforts, and operational expenses. The extent to which these modifications are linked to decreased employee work satisfaction in private higher learning institutions in Kenya remains uncertain. Thus, this investigation focused specifically on exploring the influence of change in organizational communication processes on employee work satisfaction within private higher learning institutions situated in western Kenya region. The findings of this research could offer significant assistance to various stakeholders within Kenya's higher learning sector. This research was based on Kurt Lewin’s model of Change Management. It utilized a correlational research approach and focused on a sample of 313 employees selected from different departments, Selected from a complete target group comprising 1440 faculty members and staff across four chosen institutions. The study employed techniques of stratified random sampling to gather data. Participants were provided with questionnaires to fill out for data gathering purposes. The questionnaires were formulated based on findings from literature reviews. Data analysis was conducted using Excel and SPSS software. Frequency tables and charts were employed for data presentation. Conclusions and suggestions were derived from the results. The results indicated that changes in organizational processes of communication had a negative influence (β =-.483, p<.05) and explained 23% of the noteworthy variation in employee work satisfaction (R2=.230, p<.05). The conclusion drawn was that change in organizational communication processes significantly influence employee work satisfaction. The study suggested that private higher learning institutions should provide advance preparation for their staff before transitions and change in organizational communication.

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