Relationship between Change Management and Sugarcane Productivity in Sugar Factory Cane Catchments Areas in Kenya

Abstract

The study sought to determine the relationship between change management and sugarcane productivity in sugar factory cane catchments areas in Kenya. The philosophical foundation of this study was positivism. Cross-sectional survey design was adopted. A sample of 478 respondents were used where 400 were farmers and 78 were the factory leaders. A simple regression model was used to test the statistical significance. The findings shows that when change management are held constant, sugarcane productivity will remain at 0.714. A unit increase in change management will increase sugarcane productivity in sugar factory cane catchments areas in Kenya by the rate of 0.751. The null hypothesis of the study was change management has no significant relationship with sugarcane productivity in sugar factory cane catchments areas in Kenya. Since, the p value was less than the critical value 0.05, the study rejected the null hypotheses and thus change management has a significant relationship with sugarcane productivity in sugar factory cane catchments areas in Kenya. The study concludes that, to achieve varied goals, managers need more than fragmentary ad-hoc change programmes dealing only with present sugarcane productivity challenges. They need change management methods to prepare for upcoming organizational competitive difficulties. The study provides significant information for managers of the sugar companies on the need to implement appropriate change management policies and practice in organizations. The study confirms that change management has a significant effect on productivity of the sugar companies of organizations