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Abstract
The study examines change management and organizational performance. The survey research design was employed since the study was to ascertain change management and organizational performance. The population of this study is designed to constitute all management staff of Deposit Money Banks in Port Harcourt, Rivers State. The population of the study was made to be one hundred (100). The instrument used in the data collected is interview and questionnaire methods. The simple percentage was used to analyse the response. The Chi-Square (X2) statistical tool was used to test the hypothesis. Findings revealed that there is a relationship between change management and organizational performance. Based on the findings of the study summary, conclusion and recommendations were made that for successful change implementation, workers should be properly trained on organizational performance of deposit money banks trained on and should be educated on the reasons for change, to avoid resistance to change, appropriate change strategies should be put in place by change managers the participative strategy is recommended for change managers so that workers can adapt to change in the organization and Nigerian Bottling company should take cognizance of their environment to improve organizational performance of deposit money banks via scanning as this is the only way by which pressure on it can be reduced during change
Table of Contents
Cover page i
Abstract iii
Declaration iv
Certification v
Dedication vi
Acknowledgements vii
Table of Contents viii
CHAPTER 1 1
INTRODUCTION 1
1.1 Background of the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 4
1.4 Research Questions 4
1.5 Research hypotheses 5
1.6 Significance of the Study 5
1.7 Scope/Limitation of the Study 6
1.8 Definition of Terms 6
CHAPTER2 8
LITERATURE REVIEW 8
2.1 Conceptual Framework 8
2.1.1 Concept of Change Management 9
2.1.2 Dimensions of Change Management 10
2.1.3 The Process of Organizational Change 11
2.1.4 Radical versus Incremental Change 12
2.1.5 Reactive Versus Proactive Change 13
2.1.6 Strategies for Managing Change 15
2.1.7 Challenges of Change 15
2.1.8 Organizational Performance 17
2.1.9 Measures of Organizational performance 18
2.1.10 Relationship between Change Management and Organisational Resilience 20
2.2 Theoretical Framework 22
2.2.1 Action Research Model 22
2.2.2 Kotter’s Model 23
CHAPTER 3 27
RESEARCH METHODOLOGY 27
3.1 RESEARCH DESIGN 27
3.2 POPULATION OF THE STUDY 27
3.3 QUESTIONNAIRE DESIGN 28
3.4 SOURCE AND METHOD OF DATA COLLECTION 28
3.5 SAMPLE AND SAMPLING TECHNIQUES 29
3.6 DATA ANALYTICAL TECHNIQUES 30
3.7 RELIABILITY AND VALIDITY 30
CHAPTER 4 32
DATA PRESENTATION AND ANALYSIS 32
4.1 Data Collection and Presentation 32
4.2 Data Analysis 32
4.3 Testing of Hypothesis 36
4.4 Discussion of Findings 38
CHAPTER 5 41
SUMMARY, CONCLUSION AND RECOMMENDATIONS 41
5.1 Summary 41
5.2 Conclusion 41
5.3 Recommendations 41
REFERENCES 43
APPENDIX I 45
APPENDIX II 46
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Organizational performance is an approach that creates long-term stakeholder value by implementing a business strategy that considers every dimension of how a business operates in the ethical, social, environmental, cultural, and economic spheres. It also formulates strategies to build a company that fosters longevity through transparency and proper employee development. Organizational performance is an evolution on more traditional phrases describing ethical corporate practice. The phrase is derived from two keys sources. This desire to grow without damaging future generations’ prospects is becoming more and more central to business philosophies.
Elkington (1997) developed the concept of the Triple Bottom Line which proposed that business goals were inseparable from the societies and environments within which they operate. Whilst short-term economic gain could be chased, a failure to account for social and environmental impacts would make those business practices unsustainable.
Measuring organizational performance is possible through composite indicators which aggregate environmental, social, corporate governance and economic measures, e.g. complex performance indicator. Change management is one construct that can enhance organizational performance.
Managers are constantly thriving to improve the performance of their organization.Regardless of the type and purpose of an enterprise, its leader seek to enhance the way on organization conducts its by adopting change management which aim to increase effectiveness, efficiency and safety, also being resilient. To be resilient, organization rely on strong leadership their awareness and understanding of their separating environment, their ability to adopt response to rapid change (Umeh et al 2014).
Alastir (2010) assert that as our society becomes more complex and independent, we are becoming more vulnerable to disruptive events from threats hazard.Alastir content that he aim of building resilience is to remove or reduce the exposure or organizations to threat and hazards by developing, protective measures which aim to reduce the likelihoodand consequences of a disruptive event by preventing when possible, responding effectively and efficiently when an organizational performance as a organizations.
Organizational performance is a continuously moving target which contributes to performance during business as used a crisis situation (Mitroff 2005).It requires organization to adopt and to be highly reliable (Weick and Sutdiffe, 2007), and enable them to manage disruptive challenge (Durodic 2003).
Korir, Mukotive, Loice and Kimeli (2012) defined change management as the effective management of a business change such that executive leaders, managers and frontline employers work in concert to successfully implement the needed process, technology or organizational changes. While Moran and Brighton (2011) defined change management as the process of continually renewing an organization direction, structure and capabilities to serve the ever changing needs of external and internal customers. Burnes (2004) like many others scholars asserted that change is an ever present feature of organizational life, both at the operational and strategic level. Due to its importance, change management is becoming imperative and needs appropriate managerial skills and strategy. For firm to survive, succeed and remain comp etitive in today‟s highly volatile and continuously evolving business environment, it must be able to successfully manage the change which is as a matter of fact a necessity. Even though there has not been consensus as to the framework for organizational change management, there seem to be an agreement on two important issues One, there is a consensus that change, being triggered by internal or external factors, comes in all shapes, forms and sizes (Balogun and Hailey 2004) and second, It is agreed that the pace of change has greater then, than in the current business environment (Balogun and Hailey 2004). Despite the complexity of change management as it does not have a simple solution, a number of key areas of focus were raised to properly manage change management.
Korir, Mukotive, Loice and Kimeli (2012) defined change management as the effective management of a business change such that executive leaders, managers and frontline employers work in concert to successfully implement the needed process, technology or organizational changes. While Moran and Brighton (2011) defined change management as the process of continually renewing an organization direction, structure and capabilities to serve the ever changing needs of external and internal customers. Burnes (2004) like many others scholars asserted that change is an ever present feature of organizational life, both at the operational and strategic level. Due to its importance, change management is becoming imperative and needs appropriate managerial skills and strategy. For firm to survive, succeed and remain competitive in today‟s highly volatile and continuously evolving business environment, it must be able to successfully manage the change which is as a matter of fact a necessity. Even though there has not been consensus as to the framework for organizational change management, there seem to be an agreement on two important issues One, there is a consensus that change, being triggered by internal or external factors, comes in all shapes, forms and sizes (Balogun and Hailey 2004).
It is agreed that the pace of change has greater then, than in the current business environment (Balogun and Hailey 2004). Despite the complexity of change management as it does not have a simple solution, a number of key areas of focus were raised to properly manage change management.
To add to knowledge, this study examines the change management and organizational performance by exploring the relationship between change management and organizational performance in Deposit Money Banks in Port Harcourt.
1.2 Statement of the Problem
Resilience is a crucial characteristic in Nigeria unpredictable business environment. At its core, resilience is the spark of determination that empowers us to get up and try again, no matter the circumstances. We have seen time again that the most successful business is resilient enough to bound back from any crisis. Many organizations have faded to recognize the importance of investing in innovative venture and putting in place resilient plat that will help them respond to unforeseen changes, and this has led to low profitability, poor return on investment and eventual death.Therefore, this study seeks to explore the relationship between change management and organizational performance in Deposit Money Banks in Port Harcourt.
1.3 Objectives of the Study
The primary objective of this study is to empirically establish the relationship between change management and organizational performance of Deposit Money Banks in Port Harcourt metropolis. However, the specific objectives include;
1. To determine the extent to which knowledge acquisitioncan influence organizational performance of Deposit Money Banks in Port Harcourt metropolis.
2. To determine the effect of knowledge sharingon organizational performance of Deposit Money Banks in Port Harcourt metropolis.
3. Ascertain the nature of the relationship between knowledge utilizationand organizational performance of Deposit Money Banks in Port Harcourt metropolis.
1.4 Research Questions
With the above objectives in focus, the study seeks to find answers to the following questions:
1. What extent does knowledge acquisitioninfluence organizational performance of Deposit Money Banks in Port Harcourt metropolis?
2. What extend does Knowledge Sharinginfluence organizational performance of Deposit Money Banks in Port Harcourt metropolis?
3. What is the nature of the relationship between knowledge utilizationand organizational performance of Deposit Money Banks in Port Harcourt metropolis?
1.5 Research hypotheses
The following hypotheses were formulated to guide the study:
HO: There is no significant relationship between change management and organizational performance of Deposit Money Banks in Port Harcourt metropolis.
HA: There is no significant relationship between change management and organizational performance of Deposit Money Banks in Port Harcourt metropolis.
1.6 Significance of the Study
Today’s business environment possess great challenge to managers who have to consistency deal with customer changing task and preference and also cope with change management pressure from competitors with resilience being the total point change management sure to be a rescue to managers.
This work highlights the importance of change management and organizational performance and its role in helping this organization withstand environment, pressure ad challenges of being resilience change management is one area where organization failed to explore in their bid to remain relevant and competitive in the industry. This work will open the eyes of managers and scholars to the numerous advantages of change management in every organization. This work shows scholars how effective change and organizational performance can be in competition and proves that change management a head in the industry.
1.7 Scope/Limitation of the Study
The scope of this study is delimited into the followings:
Content Scope: The specific areas of organizational performance the study investigated include; productivity, efficiency, and effectiveness. Whereas, the areas of change management includesknowledge acquisition, knowledge sharing and knowledge utilization.
Geographical scope: This study covers an examination of strategic contributions of change management and organizational performance.
Unit of Analysis: This is a macro study because it is interested in ascertaining the survival of an organization in this direction. Hence, it is a micro level study.
The major limitation of the study is the short time frame the research lasted, coupled with the tight academic time table, which prevented a very comprehensive study. The fund available to the researcher was also limited and therefore the study was limited to a small portion of the survey population.
Another limitation is the difficulties, encountered by the researcher in obtaining all needed information and materials from the right source and computation of data for the project.
1.8 Definition of Terms
The following terms were operationally defined as follows;
Adaptive Capability:-In it is anaspect of resilience that reflects learning, flexibility to experiment and adopt novel solutions and the development of generalized responses to broad classes of challenges Folke et al (2008) identified four dimension of organizational performance of deposit money banks.
Change Management: – Is a systematic approaches to dealing with change with change both from perspective of an organization and the individual.
Organizational performance of deposit money banks:-It is as an organization wide continuous process that enhances the collective ability to accept make sense of and respond to internal and external change, organizational performance of deposit money banks requires systematic integration and collective interpretation of new knowledge that leads to collective action and involves risk taking as experimentation.
Organizational performance: -Resilience is the organizational capability to anticipate key events from emerging trends, constantly adapt to change, and rapidly bounce from disaster.
Organizational Performance:-It is the firm’s ability to integrate build and reconfigure internal and external competencies to address rapidly changing environment”. Organizational performance of deposit money banks can be distinguished from operational capabilities which pattern to the current operations of an organization.