Factors influencing institutionalisation of change management practice in government departments

Authors

DOI:

https://doi.org/10.36096/ijbes.v6i6.651

Keywords:

Change management, implementation, Ggovernment, sustainability, policy

Abstract

This paper explored factors for infusing change management practices in the public sector and gave recommendations for policy execution of technology. The Western Cape Department of Community Safety (DoCS) launched the Expanded Partnership Programme (EPP) in 2010, as provided for in section 206 of the Constitution to reorient social crime prevention by Community Policing Forums Educate and Share towards Monitoring Guided Actions to increase sustainability, the efficiency of Community Police Forums (CPFs), and the accountability of the police. Even with an investment of R18 million, participation levels were still low and there was no service delivery improvement by the police, thus the need for a change management was borne. The study pointed out the need of strategic methods such as Kotter’s 8-Step Process, Prosci ADKAR, and McKinsey Influence Model to implement institutionalised changes. The research pursued a practical stance and therefore merged objectivist and constructivist positions with an abductive approach. Count data were collected through the use of a Likert scale questionnaire since it was quantitative in nature while qualitative data was obtained from semi-structured focus group discussions. Data analysis was performed using qualitative and quantitative methods such as descriptive statistics, Pearson’s Chi-square, and content analysis, among others. The research findings highlighted key factors such as organizational culture, interests of stakeholders, politics, resources, and the external environment a determinants of change management. The creation of detailed guidelines that are supported by evidence to direct decision making, resource allocation and prioritisation of policies by the government was advocated for in the study. These findings closed the loop between the research academic domain and the practical field, and demonstrated clear steps towards improving accountability, transparency and adequacy of change implementation.

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Author Biographies

Michael Twum-Darko, Cape Peninsula University of Technology

Spent thirteen (13) years as a Computer Science Lecturer in Ghana, Botswana and South Africa and thirteen years as an IT Project Management, Software Development and IT/Business Strategist in South Africa. I have 26 years of senior business management experience in both government and corporate, lecturing experience at postgraduate and undergraduate studies in business administration/management and information systems. I have offered seminars and workshops on e-leadership and e-readiness to multi-stakeholders towards digitalized society. Thirteen (13) years of acasdemic research had focused on digitalization of organisations particularly on businesses process innovation. I view digitalization processes as a discipline that seeks to digitally transform business, government and community services to extract and optimize value in the limited resources for the benefit of society. This concept is informed by literature on business management, information technology and computer science. I investigate these areas using mostly qualitative and/or mixed methods, guided by social theories. I have applied these research interests in South Africa businesses, state owned enterprises, municipalities, and provincial governments. I have shared these research interests in 15 publications in accredited journals and 24 accredited conference proceedings.

Arthur Kadakure, University of Cape Town

Arthur Kadakure holds a BCom degree from UNISA and an MCom degree in Strategic Management from the Midlands State University, Zimbabwe. He holds a PhD degree in Business Administration from the University of Cape Town (UCT). He is currently pursuing his second PhD in Public Administration with the Cape Peninsula University of Technology (CPUT). Arthur has more than 10 years exposure in the public sector of South Africa

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Published

2024-12-17

How to Cite

Hanekom, T., Twum-Darko, M., & Kadakure, A. (2024). Factors influencing institutionalisation of change management practice in government departments. International Journal of Business Ecosystem & Strategy (2687-2293), 6(6), 102–108. https://doi.org/10.36096/ijbes.v6i6.651

Issue

Section

Organizational Development and HRM