Effect of Change Management on Employee’s Performance in Nigeria Universities

Abstract

University employees are professionals with main aim of transforming, developing, diffusing and disseminating science, technology, and arts; skills, abilities and capabilities through teaching, research, public, and community service. The job performance of employees seems to depend on change management strategies used in the university system. The study therefore examined effect of change management on employee’s performance in universities in Federal Capital Territory, Abuja-Nigeria. Three research questions were raised and answered, while one hypothesis was formulated and tested. The descriptive survey research design was adopted for the study and total population was 3627 employees in five universities in Federal Capital Territory, Abuja. Proportionate stratified random sampling technique was used to select 315 employees for the study. Self-developed questionnaire was used to collect data from the study participants. The instrument was validated by research experts and subjected to test-retest reliability technique. Data collected were analysed using frequency count, percentage count, mean, and Multiple Regression Analysis. The hypothesis was tested at 0.05 level of significance. The findings showed that: there is low extent of technological and organizational leadership changes existence in Nigerian Universities, high extent of employee’s performance in Nigerian universities, and change management indicators (technological change and organisational leadership change) raised are significant in determining employee’s performance in Nigerian universities. The study concluded that there was acceptable employee’s performance which can be determined by change management factors (technological changes and organizational leadership). It was therefore, recommended among others that: designing change management processes in the university, should be based on employees’ functionalities (teaching, research and community services) and relationships in terms of their perception, norms, virtues and behaviours.

Keywords: change management, employee’s performance, organizational leadership, technological changes, university

DOI: 10.7176/EJBM/12-20-05

Publication date:July 31^st 2020