Transformational change management and staff performance in non-government organizations in South Sudan: a case study of save the children international.

Abstract

This study is about transformational change management and staff performance in Non Government Organizations, taking Save the Children International as a case study. The study was guided by the following objectives: To establish idealized change management ensures staff performance at Save the Children International, to examine how inspirational change management enhances staff performance at Save the Children International and to analyze how intellectual change management contributes to staff performance at Save the Children International. Across-sectional research design was employed and focused on a period between 2021-2025 that reflected a representation of events over the period and both quantitative and qualitative approaches of data collection were used. The study used a population of 400 and a sample of 200 respondents was selected using Solven’s formula (2000) but only 180 was used for data analysis. Census sampling, Purposive sampling and random sampling were used to select the sample, self-administered questionnaire and interview guide were the main data collection instruments. The study results revealed a positive significant relationship between idealized change management and Staff performance (r=0.227*, p<0.05) and indicated that idealized change management explained up to 42% of the variance in staff performance (Adjusted R Square= 0.415) and this implies that idealized change management if effectively designed and implemented has the capacity to influence the staff performance at Save the Children International. Also results revealed a positive significant relationship between Inspirational change management and Staff performance (r = 0.280, p<0.05) and this implies that when a team member is inspired, he/she is like to be more committed to his/her duties although change has happened. Furthermore, the results showed that inspirational change management contributes 74% to staff performance (Adjusted R Square=0.074) and this means that the remaining percentage is contributed by other factors. Furthermore, study results revealed that Intellectual change management contributes up to 56.3% to staff performance in Save the Children International (Adjusted R square= 0.563, SEE = 0.47784) and this means the remaining percentage (43.7%) is contributed by other factors and it also implies that when Intellectual change management is utilized, staff performance will also be improved. In conclusion, an improvement in idealized change management during change management would increase staff performance. Therefore, managers who act as role models during change management to their subordinates increase the staff performance. Also, managers of Save the Children International should promote a broad inclusive vision, they should lead by example, show strong commitment to goals, create trust and confidence in team members and should also represent organizational goals, culture, and mission to enhance staff performance. It was further revealed that idealized change management contributes to staff performance by 42%. This result indicated that inspirational change management had a positive and significant relationship with staff performance, managers who inspire a vision to their followers and create optimism that would consequently increase staff performance. The study recommended that, to improve the staff performance, managers during change management nurtures subordinates' creativity, allow them to challenge the status quo, aspire for regular innovation, empower staff to take risks when necessary, during the change management process. As much as idealized change management is good in any organization, managers should create trust and confidence in staff during the change management process.