EVALUATION OF ORGANIZATIONAL CHANGE AND ITS EFFECT ON STAFF PRODUCTION: ZENITH BANK PLC CASE STUDY
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Abstract
This case study of Zenith bank Plc evaluated the influence of organizational reform on worker productivity. Four goals were established, including determining the nature of organizational change, the nature of staff productivity, the influence of organizational change on staff productivity, and the impact of staff change on organizational productivity at First Bank plc. Seventy-seven replies were obtained and authenticated from the recruited participants, all of whom were chosen Zenith bank employees in Uyo. Chi-Square statistical method was used to test the hypothesis (SPSS).
Chapter one
Introduction
1.1Background of the study
According to Bateman and Zeithaml (1990), four important areas of organizational transformation are strategy, technology, structure, and people. All four areas are interconnected, and businesses must often implement changes in the other areas while attempting to modify one. First, strategy changes may occur on a broad scale, such as when a firm transfers its resources to join a new business line, or on a local one, such as when a company implements productivity improvements to save costs.
Realizing that the present strategy is no longer fit for the company’s condition, defining a vision for the company’s future path, and executing the change and building new processes to support it are the three key steps involved in a company’s strategic shift.
Changes in technology are often introduced as components of wider strategy shifts, although they may also occur on their own. Identifying those inside the company who will be endangered by the new technology is an essential component of introducing new technology. A technological change must be implemented into the company’s overall processes and a management structure must be developed to support it for it to be effective. Strategic changes, such as when a firm chooses to purchase another business and must integrate it, may also result in structural changes, as can operational changes or changes in management style. A corporation that wanted to incorporate more participatory decision making, for instance, could need to alter its hierarchical structure.
Changes in personnel may be necessitated by other factors, or businesses may strive to alter the attitudes and behaviors of their employees in order to boost their productivity. Attempting a strategy shift, introducing a new technology, and other changes in the workplace may (sometimes negatively) impact people’s attitudes (Bateman and Zeithaml, 1990). However, management routinely begins programs with the intention of directly and favorably altering the people. People changes might be the most challenging and significant aspect of any change initiative. The science of organization development was designed to address the transformation of employees in the workplace using strategies such as education and training, team building, and career planning. Opposition to change: According to extant theoretical and empirical research, the negative appraisal of and resistance to change may result from a variety of variables. Bateman and Zeithaml (1990) enumerated a variety of frequent reasons why individuals tend to resist change. These include inertia, or the tendency for people to become comfortable with the status quo, timing, as when change efforts are introduced at a time when workers are busy or have a poor relationship with management, surprise, because people’s reflex is to resist 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. People’s thoughts of how the change would effect them personally might also breed resistance. They may oppose because they fear losing their employment or prestige, because they may not comprehend the goal of the change, or because they just have a different viewpoint on the change than management. For a change to have a lasting influence, it is essential to provide a compelling argument for it. The source of the change information must be reputable. According to Stroh’s (2001-2002) research, employee engagement results in better favorable ties with the business and hence higher openness to change. Therefore, the study will favor an assessment of organizational transformation and its effect on employee productivity.
1.2 STATEMENT OF THE PROBLEM
The corporate climate causes more abrupt and frequent change in the workplace than ever before. Mergers, acquisitions, new technology, reorganization, downsizing, and economic collapse all contribute to a deteriorating atmosphere of confidence. Adaptability to changing work situations is essential for individual and organizational survival. Change is inevitable, and learning to successfully manage and lead change requires not just an awareness of human dynamics, but also the ability to effectively manage and lead change (Pettigrew and Whipp, 1991).
For change to have the intended impact, however, it must be accepted and embraced by the organization’s personnel. However, this is not always the case. Most organizational changes are met with opposition from employees, resulting in low morale and productivity.
Consequently, the challenge of this study is to provide an assessment of organizational transformation and its effect on employee productivity via a case study of Zenith Bank plc.
OBJECTIVE OF THE STUDY
1 Determine the characteristics of organizational transformation
Determine the nature of employee productivity
Determine the effect of organizational change on productivity
Determine the effect of change on First Bank plc’s employee productivity
STATEMENT OF THE HYPOTHESIS
1 Ho Employee output at First Bank plc is low.
Staff efficiency at First Bank plc is good.
2 Ho is not accepted at the First Bank plc.
Hi currency is accepted at First Bank plc.
1.5 SIGNIFICANCE OF THE STUDY
The research will concentrate on the critical components required to promote organizational transformation. It will assess the influence of change on organizational productivity. The research will give managers and organizations with vital information on change management.
1.6 DEFINITION OF TERMS
DEFINITION OF ORGANIZATIONAL CHANGE: Organizational change happens when a corporation transitions from its present condition to a desired future one.
MANAGING CHANGE
Managing organizational change is the act of planning and executing change in companies so as to reduce employee resistance and expense while maximizing the efficacy of the change effort. Change is necessary and desired for every dynamic organization (Fajana, 2002).
Lewin’s approach assumes that change includes a transition from one static state to another through an active state. Lewin explicitly addresses a three-step approach for handling change: defreezing, altering, and refreezing. The first step entails generating discontent with the status quo, which paves the way for the implementation of change. The second phase involves coordinating and mobilizing the necessary resources to implement the transformation. The final phase entails integrating the new working methods within the organization.
Beer and colleagues: Advocate a model that acknowledges that change is more difficult and, thus, needs a more complex, though consistent, set of responses to assure its efficacy. They provide a six-step method for effective transformation. They focus on task alignment, whereby workers’ roles, responsibilities, and connections are seen as crucial for creating circumstances that impose new ways of thinking, attitudes, and behaviors. The steps are outlined by Armstrong (2004):
EVALUATION OF ORGANIZATIONAL CHANGE AND ITS EFFECT ON STAFF PRODUCTION: ZENITH BANK PLC CASE STUDY
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