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
