AN ASSESSMENT OF THE INFLUENCE OF ORGANIZATIONAL CHANGE ON EMPLOYEE PRODUCTIVITY

CHAPTER ONE INTRODUCTION 1.1 Background of the Study Change management encompasses the structured processes designed to support the adoption and acceptance of organizational changes by key stakeholders within an institution or its broader operating environment. It involves the systematic application of principles, competencies, and methodologies aimed at effectively guiding individuals through the transformation process to ensure that anticipated change outcomes are realized. Successful organizational change heavily relies on the proper execution of this change management process. The core components of the change management process include the following: Establishing a Vision: This involves articulating the purpose of the change. Leadership must clearly define and communicate the desired future state resulting from the change. Sharing this vision across all levels of the organization helps build alignment and fosters a collective commitment toward achieving the stated goals. Involving Senior Leadership: Active engagement from top-level management is essential to securing organization-wide commitment. When senior leaders openly support and promote the change initiative, it reinforces the perception that the change is a strategic advancement, thereby legitimizing the process and motivating broader acceptance. Developing a Change Management Plan: A robust change plan should encompass clear goals and objectives, stakeholder identification, resource allocation, defined timelines, and a comprehensive communication strategy to ensure that every stage of the change process is coordinated and purposeful. Engaging Stakeholders: People are at the center of any successful change initiative. Early and meaningful involvement of stakeholders is crucial. According to a study by Booz Allen Hamilton on public sector change initiatives, 75% of successful leaders adopted a collaborative approach to change implementation, in contrast to just 33% of those who were unsuccessful. Communication Across All Levels: Transparent communication at all organizational tiers promotes clarity, trust, and mutual understanding of the change objectives. It also facilitates continuous feedback, enabling timely adjustments. Creating Supportive Infrastructure for Change Adoption: For change to be sustainable, it is necessary to reshape organizational culture, norms, values, and behaviors—a process that requires time and consistent effort. Leadership, in partnership with all employees, must cultivate an enabling environment that supports change. This includes providing adequate training and resources to facilitate long-term adoption and demonstrating the organization’s commitment to the success of the initiative. Staff productivity refers to the measure of employee efficiency, typically expressed as output per individual over a given timeframe. The overall performance and success of an organization are intrinsically tied to the productivity of its workforce. Therefore, when employees are meaningfully included in the change process, they are more likely to embrace the change and contribute positively toward achieving organizational goals. In light of this, the current study seeks to examine the relationship between organizational change and staff productivity, with a specific focus on Union Bank Plc. 1.2 Statement of the Problem Effective change management requires a comprehensive process that facilitates the acceptance and internalization of change by stakeholders within an organization. This process necessitates the strategic use of tools, skills, and approaches to manage the human aspect of change and realize the targeted outcomes. However, despite the acknowledged importance of structured change management, empirical evidence reveals that approximately 70% of organizational change initiatives fail—largely due to the underestimation or outright neglect of the change management framework. One of the most significant barriers to successful change implementation is the failure to foster collaborative involvement and adequately address the people dimension of change. As highlighted by renowned change management expert Dr. John Kotter, sustainable change must be approached as a stepwise process requiring time, patience, and full stakeholder engagement to yield the desired results. Employee productivity—defined as the level of output generated by staff over a defined period—is a critical determinant of organizational performance. The exclusion of employees from the change process often leads to resistance, disengagement, and ultimately diminished productivity. When employees are not adequately informed, supported, or involved, the likelihood of successful change adoption decreases significantly. Thus, this study seeks to critically evaluate the dynamics between organizational change and staff productivity, using Union Bank Plc. as a case study to explore how inclusive and well-managed change processes can enhance employee performance and contribute to organizational success.  1.3  OBJECTIVES OF THE STUDY To proffer an evaluation of organizational change and its impact on staff productivity (case study of union bank plc.)  1.4  RESEARCH QUESTIONS i.What is organizational change and staff productivity? ii.What is the level of impact of organizational change on staff productivity? iii.What is the level of impact of organizational change on staff productivity in union Bank? 1.5  SIGNIFICANCE OF THE STUDY The study shall proffer an evaluation of organizational change and its impact on staff productivity (case study of union bank plc.) 1.6  RESEARCH HYPOTHESIS Ho The level of impact of organizational change on staff productivity in   union bank plc. Is low Hi The level of impact of organizational change on staff productivity in   union bank plc. Is high 1.7  SCOPE OF THE STUDY The study focuses on the evaluation of the Influence of Organizational Change on Employee Productivity (case study of union bank plc.)  1.8  LIMITATIONS OF THE STUDY The study was confronted by some constraints including geographical factor and logistics. 1.9  DEFINITION OF TERMS Staff Productivity Defined: Staff productivity is the evaluation of staff efficiency in the organization in terms of the amount of output of an employee in a specified period of time. Change Defined: Change management consists of those processes required to facilitate the embracing and acceptance of change by Employees and stakeholders in the organization or operating environment. REFERENCES John P. Kotter, (1995) Leading Change: Why Transformation Efforts Fail, Harvard Business Review, Suzanne Bond Hinsz, (2013) Change Management, Deloitte, USAID. Sergio Fernandez and Hal G. Rainey (2006.), Managing Successful Organizational Change in the Public Sector, Public Administration Review, The World Bank, (2009) Communication for Governance and Accountability Program, Change Management.