Organizational Change Management Practices, Management Support and Employee Work Performance in Selected Polytechnics, Southwest, Nigeria
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Date
2024-12
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Lead City University, Ibadan
Abstract
The polytechnic system recognizes the crucial role of employees in achieving the overall goal and quality of polytechnic education. However, without adequate employee work performance, polytechnics can rarely deliver on their mandates of producing resourceful graduates. The challenge of employee performance has become a significant concern among stakeholders in the Polytechnics in Nigeria and warrants a significant change in management practices and management support in addressing the employee work performance in the Polytechnics in Southwest Nigeria. Hence, on the strength of the ADKAR theory and contingency theory, this study assessed the interaction of organizational change management practices, management support and performance of polytechnics in Southwest Nigeria. A descriptive survey research
design was adopted. The population was 8,606 employees of selected polytechnics in Southwest, Nigeria and a sample size of 480 determined by Cochran formula with stratified random sampling technique used to select the staff at the different management strata within the selected polytechnics in Southwest, Nigeria. A validated questionnaire was adapted to collect data. The Cronbach’s alpha reliability coefficients for the constructs ranged from 0.72 to 0.80. The response rate of 97.1% was achieved. Data were analyzed using descriptive and inferential statistics. Findings revealed that organizational change management practices had positive and significant effect on employee work performance (R 2= 0.587, F(1,434)= 617.064, p= 0.000). Organizational culture had positive and significant effect on work efficiency of employees (R 2= 0.352, F(1,434)= 235.354, p= 0.000). Leadership had positive and significant effect on creativity of employees (R 2= 0.269, F(1,434)= 159.601, p= 0.000). management communication had positive and significant effect on commitment of employees (R 2= 0.279, F(1,434)= 168.000, p= 0.000).Additional, training and development had positive and significant effect on work quality of employees (R 2= 0.369, F(1,434)= 254.278, p= 0.000). Management support had positive and
significant moderating effect on the association between organizational change management practices and employee work performance of selected polytechnics in Southwest, Nigeria (ΔR 2= 0.004, ΔF = 3.906, P= 0.000). This study concluded that organizational change management practices and management support are critical to the attainment of higher employee work performance in selected study institutions in Southwest Nigeria. However, study recommends that management should embrace a re-examination of change activities including organizational culture, management communication, leadership; and training and development. Likewise, management should offer significant support to the change activities by been the promoters of the change and offering employees all the supports, financial and non-financial, that will result in
positive work-related outcomes.
Keywords: Change Management, Employee Creativity, Employee Performance, Leadership, Management Support, Organization Culture, Work Efficiency.
Word Count: 400
Description
Keywords
Change Management, Employee Creativity, Employee Performance, Leadership, Management Support, Organization Culture, Work Efficiency.
Citation
Kate Turabia