An Evaluation of Organizational change its impact on staff production, a case study of zenith bank Plc
CHAPTER ONE
OBJECTIVE OF THE STUDY
- To determine the nature of organizational change
- To determine the nature of staff productivity
- To determine the impact of change on organizational productivity
- To determine the impact of change on staff productivity in First Bank plc
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Theoretical Literature Review
This review on theoretical models and approaches to change management is important in that it sets the scene for change interventions in organizations, be it either public or private. To elaborate, change interventions fall into three main types: Top-down change management which is based on the assumption that if initiators of change plan things properly, change can be executed smoothly. The only obstacle comes from resistance of some employees; hence the focus is on changing the culture of an organization or the ‘way we do things around here’. Transformational change management relies on transformational leaders setting a personal example and challenging people to think ‘outside the box’ and innovate, while providing a safe environment for doing so. Strategic change management is based on a certain recipe and is in contrast with the top-down models in that it aims to introduce new behaviours at work, allowing employees to witness the benefit for the organization and, thus, based on the evidence, internalize the change in their ‘ways of working’ (Hait & Creasey, 2003). Each of these approaches can be effective, depending on the situation, although it is generally accepted that the first category fails the most. All approaches highlight the importance of leadership, communications and involving employees in the change process. Thus, the key challenge for organizations is to match the model to the context (Burnes,1996). 10 According to the literature, some confusion exists about the definitions of ‘models of change’ and ‘strategies of change’ (Mintzberg, 1979; Aldrich, 1979; Johnson & Scholes, 1993). Sadler (1996) maintains that a strategy adopted by an organization is a means of attaining the focal objective set by the organization. In other words, ‘it is the means chosen for the achievement of purpose’. It encompasses, primarily, a mission; a vision; a strategic position; specific objectives, goals and key values; strategy; long-term and operational plans; and tactics (Harper, 2001). Any model of change, on the other hand, refers to assumptions and beliefs that, when combined in a systematic fashion, results in some form of change in the organization (Tichy, 1993). Thus, change models are the frameworks upon which strategies are built and implemented.
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain an evaluation of organizational change its impact on staff production, a case study of zenith bank Plc. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of an evaluation of organizational change its impact on staff production, a case study of zenith bank Plc
Summary
This study was on an evaluation of organizational change its impact on staff production, a case study of zenith bank Plc. Four objectives were raised which included; To determine the nature of organizational change, to determine the nature of staff productivity, to determine the impact of change on organizational productivity and to determine the impact of change on staff productivity in First Bank plc. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from selected zenith bank staffs in Uyo. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
Organizational change is a significant event in the life of private and public sector organizations of the twenty first century. In today’s rapidly changing business environment, organizations are faced with the challenging task to either adapt to the changes or to perish altogether. Employees play a pivotal role in the success of an organization which brings into focus the importance of their commitment towards any developmental or change related initiatives. According to Cashman and Feldman (1995), demands for high performance and organisational growth requires 48 employees to take the initiative and link their work skills to the evolving needs of the organisation in a manner that suits change initiatives being introduced. However, this is no easy task. Decades of change initiatives has had a dramatic impact on employees and change initiators alike. The way in which work is currently performed has been revolutionized by recent organisational changes. In the past, a person entered a vocation, and practiced that work for a lifetime. Nowadays, with change and change management impacting every job and the manner in which employees work, employees cannot rely on their work skills to be assured of a lifetime of employment. According to Buhler (2000), organizations are now looking to employees to keep pace with change, anticipate changes and even create some of the change. Cashman and Feldman (1995) maintained that ‘employees and organizations are struggling with ambiguity, anxiety, low morale, more pressure, more stress, less control, more work and growing frustration’. Also, because change has become a dominant factor of organisational life, employees are faced with the issues of how to change and what impact the change will have on them
Recommendation
Management must ensure the full implementation of Human Resources Management policy in organization and ensure the use by all employees Management should cultivate the habit of engaging their employees in the implementation process of change and improvement of Human Resources Management’s policy organizational wide. Management should incorporate a training schedule and employee development program for general staff on the implementation of change and the newly developed HRM policy. This is to ensure employees are in the know and get familiar with the change process. The process of communication and the system of communication must be well aligned in order to avoid rumors that could negatively influence the successful implementation of change process in an organization. An evaluation should be conducted evaluations on employee performance in order to give room for promotions and rewards based on merit.
References
- Allan, L. (2008). Managing Change in the Workplace: A Practical Guide, 2nd Edition. New York: Business Performance Pty Ltd.
- Aldrich, H.E. (1979). Organizations and environments. Englewood Cliffs, NJ: Prentice Hall.
- Argyris, (1993). On organizational learning. Cambridge: Blackwell Business Balogun & Hailey, (2004). Exploring Strategic Change.
- Beaudan, E. (2006). ‘Making change last: How to get beyond change fatigue. Business Journal, January/February, 1-7.
- Beer, M., Eisenstadt, R., & Spector, B. (2009). Why change programs don’t produce change: Harvard Business Review, 68(6), 156-166.
- Bennett, J. (2001). Change hygiene. HR Magazine, 46(9), 149-155.
- Bennett, R., Fadil, P. A., & Greenwood, R. (2009). Cultural alignment in response to strategic organizational change: New considerations for a change framework: Journal of Managerial Issues, 6(4), 474-481.
- Borg, R., & Gall, W. (2008). Educational Research – An Introduction: New York: Flipkart Books.
- Borjas, P. (2012). Labour Economics 6th Edition. London: McGraw Hill/Irwin.
- Branch, K. (2002). Change management. Retrieved from http://www.sc.doe.gov.
- Bryman, A. (2001). Social Research Methods: Oxford University Press.
- Burke, W., & Litwin, G. (2009). A casual model of organisational performance and change. 50 Journal of Management, 18(3), 523-545.
