Effects of Resources Allocation as Strategic Change Management Practice on the Performance at the Directorate of Criminal Investigation in Nakuru County, Kenya

Abstract

The study aims to assess the effect of resource allocation as strategic change management practice on performance at the directorate of criminal investigation in Nakuru County, Kenya. The study was based on the resource-based theory, institutional theory, and Kanter Theory of Change Management. The researcher employed a descriptive research design which described the phenomenon as they are. The study's target population comprised all employees in the directorate of criminal investigation in Nakuru County, a total of 137 employees. The researcher adopted a census study. Data were collected through self-administered questionnaires and then analyzed using descriptive statistics. The analyzed data was presented in the form of tables, frequencies, percentages, and charts. The results indicated that resource allocation is a key determinant in implementing strategic change management practices in any organization, including the DCI.