Managing Organisational Change: The Experience of Driver and Vehicle Licensing Authority (DVLA) of Ghana

Abstract

The need for change in the public service is widely recognized by the public, professionals and government. In most recent times, reforms under the influence of the New Public Management (NPM) have been driven by a combination of economic, social, political and technological factors, which have triggered the quest for efficiency and effectiveness in delivering public services. A qualitative approach was adopted where respondents were interviewed. The study revealed that the changes such as the introduction of public-private-partnership and banking services have significantly transformed the activities of the Driver and Vehicle Licensing Authority (DVLA) in terms of service delivery. The change that occurred at DVLA is a transformational one in the sense that it changed the structure of the organisation granting it more autonomy in the discharge of its functions. The process has not been an easy despite the successes chalked so far. It is self-evident that public sector institutions need to always adopt an approach to change which incorporates both the structural and cultural aspects of change, and which recognises the need to appreciate and address extensively the issues raised by employees.