Change Management and Organizational Performance in Nigeria: an Empirical Investigation

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dc.contributor.authorOkonji, P.S
dc.contributor.authorOlayemi, O.O
dc.contributor.authorOghojafor, B
dc.date.accessioned2018-09-14T14:46:46Z
dc.date.available2018-09-14T14:46:46Z
dc.date.issued2017-08
dc.descriptionConference Papersen_US
dc.description.abstractThis study was carried out to empirically test the relationship between organizational change and performance as well as proffer better strategies for managing change to enhance organizational performance. Descriptive and casual research methods were adopted for the study. For survey the research, a structured questionnaire was used to elicit responses from two hundred and sixty-one (261) employees of the focal organizations on the impact of change management on organizational performance. They were selected on the basis of their managerial levels, using stratified random sampling. A four and five- year pre- and postfinancial statements of five organizations, that have implemented various change programmes such as Business Process Reengineering, Total Quality Management, Six Sigma among others were used for the casual study. Three firms were .from the financial sector while the others were from the manufacturing sector. T-test statistical methods were used to test the hypotheses at 0.05 level of significance. The analysis and interpretation of the responses revealed that employees' opinions on the impact of change on profit differ according to their managerial levels. While the results of the hypotheses testing revealed that organizational change does not result in significant increase in sales in all the firms studied (Firm A:t-statistics=-0.5821, PValue= 0.6014, Firm B:t-slatistics=I.0694 P-Vale=0.3633,Firm C:1-statistics=0.9155, PValue0.4276, Firm D: t-statistics=0.899.P Value=0.4349, Firm E: t-statistics=0.899, PValue= 0.4349). The impacts of change on firms' profitability were mixed. For firms A, C and E, there were no significant impact on profit (Firm A: t-statistics=O, 1, P-Values=I.5 and 0.208: Firm B, t-statistics= 1.6802,1.5582, P-Value= 0.1682 and 0.1942 respectively: Firm E, 1- statistics=O, 1.5, P-Values= 1 and 0.208) For firms Band D, the results were mixed( Firm B: tstatistics= -4.6572,-1.1973,P-Values= 0.0187 and 0.3177While for firm D t-statistics=- 3.3845, -1.5811, P-Values= 0.0277 and 0.189 respectively} The study recommended that organizations should develop the ability to automatically anticipate and respond to change effortlessly. This will eliminate the rush for "impression management" through the implementation of on-going change practice of the moment and the resultant disruption of organizational life.en_US
dc.description.sponsorshipClute Instituteen_US
dc.identifier.citationOkonji, P.S, Olayemi, O.O and Oghojafor, B (2017) Change Management and Organizational Performance in Nigeria: an Empirical Investigation. Being a Conference Paper Presented at the 2017 International conference on Education, New York, USAen_US
dc.identifier.urihttp://ir.unilag.edu.ng:8080/xmlui/handle/123456789/3077
dc.language.isoenen_US
dc.subjectChangeen_US
dc.subjectManagementen_US
dc.subjectPerformanceen_US
dc.subjectOrganizationen_US
dc.titleChange Management and Organizational Performance in Nigeria: an Empirical Investigationen_US
dc.typeArticleen_US
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