*4.1. Demographic Characteristics of the Respondents*

Results also revealed that many of the interviewed respondents (41%) were in the age category of 18–24 years, followed closely by those in the category of 25–34 (Figure 1). Only a few (7.7%) were in the category of 45–54 years. This implies that diverse employees in different age categories were involved in the study, and age is an important factor; usually, aged people tend to respond responsibly and may give responses that are more informed than the younger generations.

**Figure 1.** The proportion of the respondents in different age categories.

The level of education was spread across all the variables, with the majority having attained bachelor's degree qualification; this was followed closely by those who had attained a diploma level of education (Figure 2). Approximately 7% of the participants had a master's level of education while no respondent had a doctorate degree qualification.

From the results, it is evident that literacy levels at Kenya Wildlife Service are high, and this made it possible to obtain relevant responses.

**Figure 2.** Proportion of respondents with different education qualifications.

The number of years in the organization was spread across all the response categories, with a majority of the interviewed respondents (35%) having been in the organization for less than one year; others (28%) had been in the organization for 6–10 years, while only a few had been in the organization for more than 15 years (Figure 3). The time one stays in an organization determines how experienced he or she is and whether he or she may give out relevant information; however, based on our results, the majority of the respondents had only been in the organization for less than one year.

**Figure 3.** Proportion of respondents in response categories for number of years in the organization.

#### *4.2. Organizational Culture Change and Organizational Performance*

Table 1 shows the results of respondents' knowledge of organizational culture change and performance at the unfreezing stage. The responses were based on a five-point Likert scale ranging from 5 = strongly agree to 1 = strongly disagree, and respondents were asked to indicate the extent to which they agreed with the statements. Results show that a majority (35.9%) of the respondents were convinced that management ensures that old habits that are not effective are dropped, while about 23% neither confirmed nor denied the statement. However, only about 3% strongly discarded the statement. At the same time, 25.6% of the respondents agreed that managers should encourage employees to adapt to changes, while the same percentage remained neutral about the statement. About 15% strongly opposed this statement and considered it untrue. When the respondents were asked whether supervisors encourage employees to be flexible when the environment is changing, around 40.5% agreed while only 2.7% strongly disagreed. On whether managers educate employees to determine if an existing culture is no longer effective, a majority (35.9%) neither confirmed the statement nor denied it. However, a good percentage (23%) denied the statement, while a few (5.1%) strongly disagreed.


**Table 1.** Descriptive statistics for organizational culture change and performance at the unfreezing stage.

SD—standard deviation.

Table 2 shows the results of respondents' knowledge of organizational culture change and performance at the changing stage. The responses were based on a five-point Likert scale ranging from 5 = strongly agree to 1 = strongly disagree, and the respondents were asked to indicate the extent to which they agreed with the statements. Results show that a majority (38.5%) of the respondents agreed that KWS management ensures the organizational culture supports vision, goals, and strategies. The respondents (40.5%) also agreed that managers encourage employees to adapt to changes and employees to care (35.9%) about each other, customers, and stakeholders. The findings also revealed that a majority (28.9%) of the respondents agreed that managers are role models to employees in the organization and set standards for ethics. However, about 10.5% of the respondents strongly disagreed with this statement.

Table 3 shows the results of respondents' knowledge of organizational culture change and performance at the refreezing stage. Results show that a majority (33%) of the respondents agreed that the organization has in place a culture of work that supports the implementation of vision and strategies, while only 5.1% strongly disagreed with the statement. The respondents (33%) also agreed that management provides appropriate incentives to employees that work within the organization's work culture; however, this statement was strongly disputed by more than 10% of the respondents. The findings also revealed that a majority (38.5%) of the respondents agreed that managers monitor their employees' work habits to ensure consistency with the organization's work culture. It is important to note that more than 20% of the respondents neither confirmed the statement nor disputed it. A few of the respondents (5.1%), however, strongly disputed the statement.


**Table 2.** Descriptive statistics for organizational culture change and performance at the changing stage.

SD—standard deviation.

**Table 3.** Descriptive statistics for organizational culture change and performance at the refreezing stage.


SD—standard deviation.
