EVALUATION OF IMPACT OF ORGANIZATIONAL CHANGES ON STAFF PRODUCTION
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EVALUATION OF IMPACT OF ORGANIZATIONAL CHANGES ON STAFF PRODUCTION
Abstract
This study evaluated the impact of organisational change on staff production using a case study of Zenith Bank Plc. Four objectives were identified: to determine the nature of organisational change, the nature of staff productivity
The impact of change on organisational productivity, and the influence of change on staff productivity in First Bank plc. A total of 77 replies were received and validated from the recruited participants, with all responses coming from selected Zenith Bank employees in Uyo. The hypothesis was investigated using the Chi-Square statistical programme (SPSS).
Chapter one
Introduction
1.1 Background of the Study
Bateman and Zeithaml (1990) highlighted four key areas for organisational change: strategy, technology, structure, and people. All four areas are interconnected, and while attempting to modify one, businesses frequently need to make adjustments in the others as well.
The first element is strategy adjustments, which can occur on a broad scale–for example, when a corporation adjusts its resources to join a new line of business–or on a small one, such as when a company improves productivity to cut costs.
A corporation making a strategic shift goes through three fundamental stages: recognising that the current strategy is no longer appropriate for the company’s position, developing a vision for the company’s future path, and implementing the change and establishing new processes to support it.
Technological changes are frequently introduced as components of wider strategy changes, although they can also occur independently. Identifying who in the organisation will be threatened by the change is a crucial part of changing technology.
To be successful, a technology change must be integrated into the company’s overall systems, as well as a management structure that can support it. Structural changes can also be caused by strategic changes
such as when a company decides to purchase another business and must integrate it, as well as operational or managerial style changes. For example, a corporation that wants to introduce more participatory decision making may need to restructure its hierarchical structure.
People changes might be necessitated by other changes, or corporations may simply aim to modify employees’ attitudes and behaviours in order to boost their performance.
Attempting a strategic change, introducing new technology, or making other changes in the workplace can all have an impact on people’s attitudes (sometimes negatively) (Bateman and Zeithaml, 1990).
However, management frequently begins programmes with the explicit objective of directly and favourably influencing the people themselves. In any event, personnel changes can be the most challenging and critical component of the total change process.
The discipline of organisational development was developed to cope with transforming individuals on the job using approaches including education and training, team building, and career planning. Resistance to Change: According to extant theoretical and empirical research, negative appraisal and resistance to change can occur for a variety of reasons.
Bateman and Zeithaml (1990) identified a number of frequent reasons why people resist change. These include inertia, or people’s tendency to become comfortable with the status quo; timing, as when change efforts are introduced at a time when workers are busy or have a bad relationship with management;
surprise, because people’s reflex is to resist when confronted with a sudden, radical change; and peer pressure, which may cause a group to resist due to anti-management feelings even if individual members do not oppose the change.
Resistance might also stem from people’s beliefs about how the change will effect them personally. They may oppose because they are afraid of losing their employment or prestige, because they may not comprehend the goal of the change, or simply because they see the change differently from management.
Making a strong case for change is crucial for it to have long-term impact. The source of knowledge regarding the change must be reliable. Stroh’s (2001-2002) study reveals that employee participation leads to better good ties with the organisation, and hence higher openness to change. As a result, the research proposes to prioritise an evaluation of organisational change and its impact on employee productivity.
1.2 Statement of the Problem
The business climate causes change in the workplace more abruptly and frequently than ever before. Mergers, acquisitions, new technologies, restructuring, downsizing, and the economic catastrophe are all contributing to an increasingly unpredictable climate.
Individual and organisational survival depend on the ability to adapt to changing work conditions. Change will be constant, and learning to manage and lead it requires not only a grasp of human dynamics, but also the ability to manage and lead change effectively (Pettigrew and Whipp, 1991).
However, for change to have the desired effect, it must be welcomed and embraced by organisational personnel. This is not always the case. Most changes result in employee resistance to change inside the organisation, resulting in low morale and productivity.
As a result, the problem confronting this research is to provide an evaluation of organisational transformation and its impact on worker productivity using a case study of Zenith Bank plc.
GOAL OF THE STUDY
1. Determine the nature of organisational change.
2. Determine the nature of staff productivity.
3. To assess the impact of change on organisational productivity.
4 To determine the impact of change on worker productivity at First Bank plc.Statement of the Hypothesis
1. Staff productivity at First Bank plc is low.
Ho, staff productivity at First Bank plc is high.
2. Ho change is not accepted in First Bank plc.
Ho, change is accepted in First Bank plc.
1.5 Significance of the Study
The study will focus on the important variables required to create change in the organisation. It will assess the impact of change on organisational productivity. The study will provide vital insights on managing change to managers and organisations.
SCOPE OF THE STUDY:
The study will provide an evaluation of organisational change and its impact on employee productivity.
1.8 Definition of Terms
ORGANISATIONAL CHANGE DEFINED: Organisational change occurs when a corporation moves from its existing state to a desired future state.
Managing Change
Managing organisational change is the process of planning and implementing change in organisations in such a way that employee opposition and cost to the organisation are minimised while the change effort’s effectiveness is maximised. Change is both necessary and desirable for any dynamic organisation (Fajana, 2002).
According to Lewin’s paradigm, change entails transitioning from one static state to another static status quo through action. Lewin proposes a three-step strategy for managing change: unfreezing, altering, and re-freezing.
The first stage entails developing a level of dissatisfaction with the status quo, which establishes the conditions for change to occur. The second stage is organising and mobilising the resources necessary to effect the transformation. The third stage entails integrating new ways of functioning into the organisation.
Beer and colleagues propose a model that acknowledges that change is more difficult and hence necessitates a more complex, yet uniform, set of reactions to assure its effectiveness. They recommend a six-step method for implementing effective transformation.
They focus on task alignment, with employees’ roles, responsibilities, and relationships viewed as critical in creating settings that enforce new ways of thinking, attitudes, and behaviour. The stages are Armstrong (2004):
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