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ABSRACT
This research is on managing organizational change, particularly in a traditional corporate
environment. Specifically the study aims to understand and assess the critical success
factors in driving organizational change, using the change programme in Union Bank of
Nigeria Plc as a case study.
The study examined the scope and objectives of the current change programme in Union
Bank, identified the various risk factors/ challenges on the programme and assessed the
level of employee involvement and resistance. It also assessed the effectiveness of the
implementation strategies of the change programme towards the achievement of
corporate objectives.
The study used both primary and secondary sources of data collection. Statistical tools as
frequency distribution, tables, percentages, and chi-square (X2) were also used in the
analysis of data and tests of hypotheses. Based on the findings and analyses, the
following conclusions were made
INTRODUCTION
1.1
A change according to Kari (1999: 286) involves creating a new strategy from an existing
one on the use of resources. In this case, resource inputs are carefully selected and
processed for efficient and effective output. In making any change in an organization,
difficulty is encountered in the area of attitudinal changes which usually is extremely
slow. In other words most changes planned for in a system could be delayed by people.
This is the reason Adegbite (1999.56) argued that for any successful turn round, there
should be a turn around of the quality of manpower and the level of training; turning
around the culture; building a team spirit; evolving a strategy for effective risk
management; managing technology and more importantly, offering effective leadership.
In her contribution Ezekwesili (2006: 16) said that effecting a change in an organization
leadership is supreme among other factors and is capable of transforming socio-economic
fortunes. In her argument, the change in Nigerian ministries and parastatals are inevitable
for an improved living standard. In this effect, the regulating activities (be it controlling
or assisting) are useful especially in policies or programmes formulation and execution.
To Brown (2006: 16), corporate governance is needed in a corporate change and it
involves managing affairs of a corporation with a view to increasing shareholders value
or meeting the expectations of all stakeholders. Here, a change requires putting in place
the right systems to ensure that the affairs of the corporations are managed smoothly to
achieve the stated corporate objectives. It also embraces improving business performance
THEORETICAL FRAMEWORK
Effective management of change in an organization like Union Bank requires business
and individual/ people perspectives. According to the ADKAR model, successful change
happens only when the business and people dimensions occur simultaneously. The
business dimension involves the typical project elements which most managers are fairly
comfortable with- definition of business need and scope/objectives; design and
development
of
business
solutions
(new
structure,
processes,
systems)
and
i.
ii.
iii.
iv.
High cost of installing and using technological devices needed in any change
situation.
v.
Rigid regulatory controls of the government and her agencies affect corporate
changes that could improve organizational performance.
Examine the scope and objectives of the current change programme in Union
Bank of Nigeria Plc
ii.
iii.
iv.
v.
To evaluate the impact of rigid regulatory controls of the government and her
agencies on corporate changes that improved organizational performance.
1.4
RESEARCH QUESTIONS
Based on the statement of the problem and objectives of the study, the following research
questions are formed to guide the study;
i.
To what extent has the scope and objectives of the current change programme
in Union Bank of Nigeria Plc affected service delivery?
ii.
Does effective ICT and expertise accounts for major risk factors/ challenges
on the change programme in Union Bank of Nigeria Plc?
iii.
iv.
v.
1.5
RESEARCH HYPOTHESES
In line with the statement of problem, the following hypotheses are formulated;
H0:
The scope and objective of the current change programme in Union Bank of
Nigeria Plc affect service delivery to customers.
H1:
The scope and objective of the current change programme in Union Bank of
Nigeria Plc has not affected service delivery to customers.
H0:
Effective ICT and expertise is a major risk factor on the change programme in
Union Bank of Nigeria Plc.
H2:
Effective ICT and expertise is a major risk factor on the change programme in
Union Bank of Nigeria Plc
H0:
H3:
1.6
the society. The beneficiaries of this study include; the government, practitioners,
corporate organizations, stakeholders of an organization and the academia.
To the government, this study will be of importance to her in managing and controlling
activities of corporate organizations. It will also assist government in resource planning,
organizing and controlling, including revenue that could be harnessed from taxes for
developmental purposes in the economy.
To the practitioners, this study will immensely assist them to learn new techniques in
corporate changes for improved performance and profitability. Thus, this study is
important to practitioners towards serving their clients better.
To corporate organizations, this study will be beneficial to their resource allocation and
utilization for predetermined goals.
To stakeholders, this study will assist them in areas of investment and de-investments; in
other words, their stake in an organization is assessed to know if their expected returns
are feasible.
To the academia, this study will be added to an existing one and serve as a reference
material.
To the general public, this study will enable them acquire knowledge and experience on
costs/benefits relationship of managing changes for opportunities and setback in
organizations and industries.
1.7
1.8
The study will cover significance of managing changes in a corporate organization with
emphasis on corporate head office of Union Banks of Nigeria Plc in Lagos. The
respondents will be from the functional departments (i.e. Human Resources, Operations,
Finance & Planning, Inspection, IT, Marketing, General Services, Legal etc) of Union
Bank of Nigeria Plc.
The research intends to reflect on all the managerial level (top, middle and low) of the
Bank of study. This is because no one particular department or managerial level is
independent. The study will emphasize effectiveness in planning, productivity and
implementation of change management for an enhanced employees/organizations
performance.
1.9
DEFINITION OF TERMS
8
REFERENCES
Adegbite, S. I. (1999), Turn Around Strategies in Wema Bank Plc,Guardian, Tuesday,
February 3rd. P. 20.
Brown, A. O. (2006), State of Corporate Governance in Nigerian Banks, Business Day,
Friday, February 3rd, P. 16.
Ezekwesili, O. (2006), Wind of Change at Nigerias Ministry of solid minerals
Development, Business Day, Tuesday, March 9, P. 16.
Johnson, J. and Scholes, K. (1999), Exploring Corporate Strategy; Text and Cases,
England; Pearson Education Ltd.
Kari, M. (1999), Nigerias Corporate strategies, Lagos; McDee Communications
Limited.
Wit, B. D. and Meyer, R. (2004), Strategy: Process, Content, Context; An International
Perspective, Italy; Canale and C. Publishers.
10
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1.
Identifying and Defining the Problem: You cannot change something unless
you have identified existing problem with status quo. If you find out that a new way
of doing something will enhance productivity then you take the risk of going for it. A
team manager in Union Bank Nigeria for example, may encourage subordinates to
embark on a service that is capable of enhancing efficiency by solving problems
encountered through absence of training and experience. In other words, unidentified
and unresolved problems by a team manager through subordinates in banks especially
Union Bank of Nigeria is capable of causing losses in performance and profits.
ii.
captures
directors/chairmans
corporate
plans.
This
is
because
directors/chairman are key players for any desiring change or innovation for the
Bank.
iii.
Putting an idea to Work: At this stage the Directors/chairman will solicit the
support of the generality of employees, especially managers in the Bank (Union Bank
of Nigeria Plc). In this arrangement, managers are vital to quick response of other
employees whose supports guarantees success of changes.
It is noted worthy that change well transmitted to employees in Banks receives minimal
objective, hence are accepted. On the hand change not communicated by managers to
employees are sure to fail.
2.2
When managing change becomes the culture of on organization, the employers in that
organization are turned to striving to doing only the right things. (Ogbonna 199:42)
affirmed that the right things are judged striving from the perspective of the customer.
Thus only activities that have customer satisfaction as prominence are considered
accepted. And activity or product of service that has no customers focus is considered
unnecessary and discontinued. The culture of always determining who the customer for
13
requirement first time every time. By first determining what is the right thing to do and
doing it right time every time, the managing of change ensures that money, time and
energy are not expended on correctly errors, scrapping output or new works.
It is patently obvious, therefore, that organizations where doing the right thing first time
every time every time becomes a culture, substantial reduction in operating cost and the
concomitant effect of higher profitability are the rewards.
14
effective organization performance. This review will help build cooperation and team
-based performance, while assessing the managers and supervisors or by subordinates
may help develop a more open positive management style. Additionally, approach based
on the setting and reviewing of personal objectives, linked to a review of the raining and
development needs of the individual should be adopted. The emphasis occasionally need
be on development and moving the judgment the aspects of assessment and moving away
from the allocation of blame towards the development of the individual.
Most scholars have regarded training and development as essential to the implementation
of organizational change, example is where an employee need training in the principles of
continuous improvement, problem solving technique, and statistical process control
managing change could involve organizations into training strategic planning market
research, standardizing procedure, preventive maintenance quality and process bench
marketing, measurement and feedable system reward and recognition, programmes,
productive meetings and punctuality while those that can be classified as cost of bad
organizational employee turnover, excess marketing costs, excess services or product
features lost customers and market share absenteeism, re-work overtime, law suits,
warranty costs, redesign, unproductive meetings and lateness.
2.4
In order to maximize the benefits from organizational change initiative, the following
critical success factors should be kept in mind.
16
i.
Ensure that the company has the required capabilities; firstly, senior management
must be committed to lead the initiative.
ii.
iii.
iv.
Customers are the ultimate beneficiaries of organizational change. Boynton and Victor
(1992:25) noted that as the overall efficiency of the organization improves; customers
receive better and faster service. Moreover, organizational change can motivate support
and focus efforts to meet specific client needs- with the elimination of many extraneous
or duplicate processes and the automation of routine processes. Employee responsibilities
are likely to change and behaviours will have to be transformed.
Some employees may be given responsibility for a larger part of core processes. This
requires a wider range of skills but can lead to greater job challenge (and cause
satisfaction) as well as greater motivation because of the increased ability to reward
individual or small group performance. Staff have less routine work to do any can be
exposed to more earning opportunities.
On the other hand, as Baily and Chakrabarti (1988:35) confirmed, some other employees
may be told that their service is no longer required as a result of organizational change.
Employees, especially middle managers, often perceive process redesign to be a ruse to
get them out of their jobs
17
2.5
Change efforts have constantly been faced with obstacles. Many organizations have
abandoned their change efforts after making significant investments. Others have failed
to achieve anticipated benefits. Barton (1993:28) has distinguished the following as
critical problems for successful change implementation.
i.
ii.
iii.
technology not only reduce fears to change but also increase their confidence; thus,
Barrett (1994), agreed that communication and training must be well implemented.
Otherwise, more employees may suffer and staff turnover will increase.
18
The presence
crucial. Many organizational change failures can be traced to top management inadequate
understanding or leadership of the effort.
2.6.
Donnelly, et al (1983:37) stated that resisting change is a human response, and that
management needs to take steps to minimize such resistance. They went on to state that
when resistance is minimized the time it takes for a change to be accepted or tolerated is
reduced and the performance of employees rebound more quickly. They summarized
certain approaches that had been used in minimizing resistance to change. These include;
i.
Education and communication. When people are well informed and educated
prior to a change, they are likely to be more receptive and less resistant to the change
ii.
A clear understanding of the nature of the change and the rationale behind it.
As communication is essential for proper change, lack of understanding breeds
rumours and when not properly handled, this can increase the level of resistance to
change.
iii.
19
iv.
Facilitation and support. Managers must help facilitate the change when fear
and anxiety are at the heart of resistance. This involves showing concern for
subordinates and being a good listener to their concerns with a view to providing
appropriate support.
2.7.
Union Bank of Nigeria, with history dating back as far as 1917, is perhaps the second
oldest surviving bank in Nigeria. Its corporate vision is To be the best of the best to bank
on with a complementary mission statement to be the foremost financial institution
with the most satisfied customers. In the past 93 years, the bank had grown from its
modest beginning into a financial supermarket with subsidiaries and associate companies
in insurance, capital market, trusteeship, mortgage finance, discount business and share
registry. In addition, its customer network is one of the best in the country in terms of
spread, penetration to rural areas and generational loyalty. To serve its numerous
customers, the bank parades an array of products ranging from conventional to
contemporary, customised and electronic. These include savings and current accounts,
Union Lifetime Account, Union Galaxy Account, U-Trade, Union Ever Account,
Importers Express, Union Teachers Empowerment Account, etc.
The Banks shareholding is spread over many stakeholders, with the workforce holding
about 35% of the equity, the largest holding of any workforce in any of the countrys
banks.
20
In the Nigerian banking terrain, Union Bank prides itself in having the largest
concentration of qualified, chartered bankers. According to The Stallion (2010), No. 97,
4,881 out of the Banks 8,000 workforce were trained by the Charted Institute of Bankers
of Nigeria (CIBN)
Until recent past, the Banks financial performance and indicators have been for the most,
better than the industrial average and among the top ten. It was the first Bank to record
the one billion deposit mark in the country. Nonetheless, over the years, the Bank has
remained perceptibly old-fashioned with traditional system of banking. However, as
global competition increases and local living standards improve, people in Nigeria have
come to expect progressively faster and higher quality service particularly with the
advent of new-generation banks.
To achieve a competitive turnaround time for its services, the Bank embarked on a
reengineering of its processes in 1994 to upgrade its internal operations, in collaboration
with Arthur Andersen, an external consultant. All major processes were reviewed,
modelling the work flow and measuring the timelines. The process redesign ranged from
minor modifications to major overhauls; particularly routine processes including balance
enquiry, cheque book issuance and passbook updating were automated. Oboh (1999:20)
noted that a post redesign survey indicated that employee job satisfaction level increased
by 20% while labour force utilization was up about 15%.
Despite the process upgrade however, the bank was still heavily bent towards the
traditional mode of banking than the emerging contemporary mode of the newer banks.
Recruitment of experienced staff of other banks that could have challenged the system
21
with fresh ideas was not encouraged. Moreover, the staff remuneration package of the
Bank was below industrial average and not attractive enough to attract young experienced
bankers.
Apart from operational issues, the bank also had critical problems with its risk
management framework. These ranged from advancing loans to customers with
incomplete documentation and inadequate security collateral, or sometimes, without any
collateral at all. At times, loans were advanced to customers by branch officers simply on
trust or on a compassionate ground; while in other cases, some management staff would
fraudulently use some body as a front to obtain loan, against due processes. The effect of
this slack monitoring of loans was a mounting volume of un-reconciled items and nonperforming loans, resulting inevitably into bad debt.
24
reducing concentration risks of large ticket credits by ensuring even spread of its loan
portfolio. The new management will also ensure the integrity of the Banks
accounting and financial reporting system, and the institution of a corporate
governance structure built around enhancing transparency and accountability.
A new operating model was rolled out for branches to give dedicated focus to marketing
and relationship. The new model, being piloted in 55 flagship branches across the
country, is designed to reinvigorate branch marketing and relationship management with
the appointment of senior management staffs as Business Development Managers
(BDMs) in charge of branch administration and business. Systematic redeployment of
staff from Head and Zonal offices to branches were undertaken to increase the ratio of
market facing staff while emphasis is being placed on brand management and upgrade of
physical ambience and work tools within the ambit of available resources.
As a way of pursuing a merit-based, objective performance management system and
enforcement of a customer service culture, the Bank introduced Cognos 8, a
performance measurement software that will capture individual staff performance in
relation to pre-determined targets and key performance indicators. In addition, to
discourage wrong behaviour, management introduced and published a sanctions grid
which specified various consequences for various misdemeanours. According to The
Stallion (2010), retraining of staff using e-learning tools including compulsory training
modules and assessment tests would assist staff in aggressive growth in their
knowledge level and enhance capacity building. This would eventually enable staff to
deliver on their set performance objectives.
26
REFERENCES
Adimora, C. (1992) Re-engineering Principles Journal of total Quality Nigerian
Institute of Management June-August, p.8.
Alan, C. (1994), Managing change in the work place, London: Kogun page Ltd.
Barton, R.S. (1993), Business Progress Reengineering, Business Quarterly, Vol. 57
(No.3), P.107.
Barrett, J.I. (1994), Process Visualization, information systems management, Vol. 11,
(No.2), P.23.
Boynton, A C. and Victor, B (1992), Information technology in the post-fordist regime and
flexible response, IBM Systems Journal, P. 279.
Bellow I.(1998), Managing change 1st Banker (unpublished), The home Journal of
FBN PLC, June, page 17.
Chakrabarli, A (1988), Innovation and the Productivity Crisis, Waslinton D.C.: Brookings
institute.
Earh, M. E. (1994), The new and the old of business process re design, Journal of
strategic information systems, Vol 3.p. 22.
Davenport, T. H. (1993), Process Innovation; Reengineering Work through Information
Technology, Boston: Harvard Business School Press.
David (2001), Harvard Management Update A newsletters Harvard Business School,
Vol. 6. No 7.
27
University Press.
Donnelly, 4. (1983), Fundamentals of Management, Homewood: Richard D Irwin Inc.
Fulmer. M.R. (1988), The new Management, 3rd Edition, New York: Macmillan
Publishing Co.
Hussey, D.E (1995), How to Manage Organization change, London: Kogan page
Publishers.
Lawanson A.O.(1978) Management of change, Nigerian Institute of Management
(October 1978) Vol. 14, N0. 9, 36, - 14.
Lewin, K (1952),
Megginson C.L. (1983), Management; concepts and Applications, New York: Harper and
Row Publishers Inc.
Ogbonna, M. (1992), Effective Managerial Leadership: A challenge to Business and
Government Nigerian Institute of Management, Vol 19, No. 4, April.
Pascale, R.T. (1991) Managing on the edge, London: Penguin Books.
Robert, H (1998) Managing Changing : Essential Managers, New York: D.K Publishing.
28
Rupert Eales (1994) Creating Growth form Change,London: Macgraw Hill Publishing.
Smirrich, I (1989), Throwing on Choas, London: Pan Books Limited.
The Stallion (2007), Union Bank of Nigeria Plc, July-September, pages 4 and 14
The Stallion (2010), Union Bank of Nigeria Plc, Jan-March, pages 3, 10,11
Theurley, K et al (1973) Supervision; A Reappraisal; London: Heinemanun.
Trist, E.L. (1963) Organizational Choice, London: Taristock.
Obot (1999) Union Bank of Nigeria Plc Quarterly Journal, June, Vol. 3. P.16
Obot (1995) Union Bank of Nigerian Plc quarterly Journal March, Vol 2. p 20.
Westley, B et al (1988), The Dynamics of Planned Change, New York: Harcourt Brace.
Barde, F (2010) Union Bank of Nigeria Plc General Circular No. 188/2010
CHAPTER THREE
RESEARCH METHODOLOGY
3.1.
For purpose of this study the research will be design to collect effective and relevant
information from the staff of Union Bank Nigeria Plc by using questionnaires and
personal interviewer. A survey method of research may be used and staff will be selected
29
questionnaires containing three section (a) research questions, (b) hypotheses and (c)
personal data. The questionnaires will be used to make up for deficiencies of secondary
data.
3.2
This concerns the methods that the researcher will adopt in collecting and analyzing data.
These includes; research design, selection of data, sample size determination, stratified
sampling technique, random sampling technique, pilot or pre-test of instrument,
reliability and validity of results, administration of the instrument, procedure for data
analysis, etc.
i.
To explore this, a set of questionnaire will be designed. The distribution will be for a
sample of respondents of the banks under study.
ii.
3.3
a.
b.
c.
POPULATION OF STUDY
30
3.4.
The sample size for this study was obtained from the population of the study using the
formula below. Pilot programme may be used to determine the willingness of the
respondents to participate in this study. The effect may be that 3 out of every 5 persons
may be willing to respond to the questionnaire.
The percentage of workers willing to participate is 3 x 100 = 60%,
5
1
while 40% may declined. The formula as given in Asika (2006:29) will be
used in determining the sample size at 5% confidence level and given
constant value (1.046). Applying the formula Ns = Z x p x q
e2
Where Ns = sample size, Z = constant value
p
= Tolerable error.
31
Therefore Ns
3.5.
For the purpose of establishing the reliability and validity of the instruments, about thirty
of the instruments will be per-tested on (30) respondents and this will be repeated with
same number of respondents. The instrument may be later recovered, collected and
analyzed using split half and correlation techniques. Through the medium of Pearson
product moment correlation method, the strength of this parameter, the reliability and
validity of the instrument will be established. Equally, the content and construct validity
were considered crucial to the pilot test. The instrument will be considered suitable for
data collection.
3.6.
The researcher will use tables and percentages for presentation, scoring and analysis of
data. The hypotheses will be analyzed with the help of chi-square (X 2). The chi- square
(X2) is a significant test, which makes use of data in the form of observed frequencies or
co-units. The chi square (X2) computation takes the form of
X2 = (O-E)2
E
32
3.7.
LIMITATIONS OF METHODOLOGY
This concerns constraints encountered on the conduct of this research. This includes;
getting all the intended respondents at the same time to answer questionnaire. The
methodology processes will be limited to the forms as to be used in the institution of the
research. In other words it will not be all the procedures in any statistical book that will
be used.
REFERENCES
Asika, N. (2006) Research Methodology in the Bahavioural Sciences, Lagos; Longman
Nigeria Plc.
33
34
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 PRESENTATION OF DATA
The study is on the significance of managing change in corporate organizations such as
Union Bank of Nigeria Plc. Cross sections of the management staff of the bank of study
were covered from different departments (with emphasis on effectiveness and efficiency
of change management). The study covered the top, middle and low levels of the
management staff of Union Bank of Nigeria Plc.
As shown in the table below, 100 questionnaires were administered to the respondents
and 70 of this number were answered and returned.
TABLE 4.1 Distribution and Receipts of Questionnaire
Respondents
No. of
Quest.
Distr.
15
% No. of
Quest.
Distr.
15.00
25
25.00
14
60
60.00
100
100.00
SM and above
Total
No. of
Quest.
Rtrd.
3
% No. of
Quest.
Rtrd.
4.29
No. of
Quest.
Not Rtrd.
12
% No. of
Quest.
Not Rtrd.
40.00
20.00
11
36.67
53
75.71
23.33
70
100.00
30
100.00
35
As could be seen from the table, 60% of questionnaires were administered to Officer IIISub Manager. This is because they formed the bulk of the staff count in the bank and are
the footmen in frontline and critical back-end operations. Following this group, is the
middle level Assistant Manager Manager cadre which serves as a link between the mass
of junior staff and senior management.
Frequency
Male
41
58.57
Female
29
41.43
Total
70
100.00
Frequency
36
21-30 years
25
35.71
31-40 years
21
30.00
41-50 years
17
24.29
Above 50 years
10.00
Total
70
100.00
Frequency
Married
50
71.43
Single
20
28.57
Total
70
100.00
37
Response variables
HND/First Degree
Respondents
38
% of Respondents
54.29
26
Postgraduate Degree
Professional Certification
Total
Source: Field Work 2010.
37.14
8.57
70
100.00
According to table 4.5, 38 (54.29%) and 26 (37.14%) of the respondents have HND/First
Degree and postgraduate degrees respectively. The remaining 6 respondents (8.57%) also
have relevant professional certification. This indicates that all the respondents have one
form of education or the other and so understand the contents of the questionnaire.
Frequency
0.00
1-5 years
28
40.00
6-10 years
16
22.86
11-15 years
5.71
Above 15 years
22
31.43
Total
70
100.00
From table 4.5 above, it could be understood that 22 (31.43%) of the respondents have
working experience above 15 years while 4 (5.71%) and 16 (22.86%) have between 1115 years and 6-10 years experience respectively. 40% of the respondents also have
between 1-5 years experience. None of the respondents has less than one year working
experience.
Frequency
1.43
8.57
1.43
4.29
Inspection Dept
7.14
IT Dept
5.71
Operations
21
30.00
5.71
Risk Management
1.43
Others
24
34.29
Total
70
100.00
From table 4.6 above, it could be seen that 21 (30%) of the respondents are in the
Operations group; 6 in Commercial & Retail Banking, and 5 in Inspection. 4 respondents
came each from IT and Property while 1 each came from Corporate Banking, Finance &
Planning and Risk Management. 24 (34.29%) respondents came from some other
departments different from those specified above.
This table expresses diversity of respondents across departments in the organization.
Information collected can therefore be regarded as balanced and reliable for the purpose
of this study.
Respondents
% of Respondents
Agree
59
84.29
Disagree
11
Total
Source: Field Work 2010.
70
15.71
100.00
Analysis of the table 4.8 above shows that 59 respondents (84.29%) agreed that the scope
and objectives of the change programme in Union Bank of Nigeria Plc affects service
delivery. On the other hand, 11 respondents (15.71%) disagreed with the statement.
40
Table 4.9 Showing whether there is significant relationship between the Change
programme in Union Bank and staff productivity
Responses
Respondents
% of Respondents
Agree
60
85.71
Disagree
10
14.29
70
100.00
Total
Source: Field Work 2010.
Table 4.9 above shows that 60 respondents (85.71%) agreed that there is significant
relationship between the change programme in Union Bank of Nigeria Plc and staff
productivity compared with only 10 respondents (14.29%) who disagreed.
Respondents
% of Respondents
Agree
57
81.43
Disagree
13
18.57
70
100.00
Total
Source: Field Work 2010.
According to table 4.10 above, 57 respondents (81.43%) agreed that inadequate resources
affect the implementation of strategic change in Union Bank of Nigeria Plc, but 13
(18.57%) of the respondents disagreed
Table 4.11 Showing whether inadequate staff training has significantly affected the
change programme in Union Bank of Nigeria Plc
41
Responses
Respondents
% Of Respondents
Agree
43
61.43
Disagree
27
38.57
70
100.00
Total
Source: Field Work 2010.
According to the analysis of the table 4.11 above, 43 respondents (61.43%) agreed that
inadequate staff training has significant effect on the change programme in Union Bank
of Nigeria Plc. 27 respondents (38.57%) however disagreed.
Table 4.12 Showing whether effective ICT and expertise is a major risk factor to the
successful implementation of change programme in Union Bank of Nigeria Plc.
Responses
Respondents
% Of Respondents
Agree
46
65.72
Disagree
24
34.28
70
100.00
Total
Source: Field Work 2010.
According to table 4.12 above, 46 (65.72%) of the respondents agreed that effective ICT
and expertise is a major risk factor to the successful implementation of the change
programme of Union Bank of Nigeria Plc. On the contrary, 24 respondents (34.28%)
disagreed.
Table 4.13 Showing whether employees are significantly involved and carried along
in the change programme in Union Bank of Nigeria Plc
42
Responses
Respondents
%of Respondent
Agree
26
37.14
Disagree
44
62.86
Total
70
100.00
Respondents
% Of Respondents
Agree
31
44.29
Disagree
39
55.71
Total
70
100.00
43
Analysis of table 4.14 above shows that 31 (44.29%) of respondents are of the opinion
that the change programme in Union Bank has resulted in employee resistance, however
a majority 39 (55.71%) disagreed.
Table 4.15 showing whether regulatory control on the change programme in Union
Bank of Nigeria Plc is rigid and significant.
Responses
Respondents
% Of Respondents
Agree
33
47.14
Disagree
37
52.86
70
100.00
Total
Source: Field Work 2010.
Table 4.15 above shows that 33 respondents (47.14%) indicated that regulatory control on
the change programme in Union Bank of Nigeria Plc is rigid and significant but 37 other
respondents (52.86%) disagreed with this statement.
Table 4.16 showing whether current strategies for implementing the change
programme in Union Bank of Nigeria Plc is effective
Responses
Respondents
% Of Respondents
Agree
29
41.43
Disagree
41
58.57
Total
70
100.00
other hand, 41 (58.57%) of the respondents believe the current strategies are not
effective.
Table 4.17 showing whether the change programme has resulted into some
achievements of the objectives of Union Bank of Nigeria Plc.
Responses
Agree
Disagree
Total
Source: Field Work 2010.
Respondents
% Of Respondents
49
70.00
21
30.00
70
100.00
From table 4.17 above, it is indicated that a majority of 49 respondents (70%) believe that
the change programme in Union Bank has resulted into some achievements of its
objectives. 21 of the respondents (30%) however disagreed.
4.3
TEST OF HYPOTHESES
4.3.1
Testing for whether the scope and objectives of the change programme in
Union Bank of Nigeria Plc affects service delivery
45
H0:
The scope and objectives of the change programme in Union Bank of Nigeria Plc
has not affected service delivery
H1:
The scope and objectives of the change programme in Union Bank of Nigeria Plc
affects service delivery.
Table 4.3.1.1 Observed and expected frequencies on whether the scope and
objectives of the change programme in Union Bank of Nigeria Plc affects service
delivery
Respondents
Frequencies
Agree
Disagree
2 (a)
1 (b)
2.53
0.47
13 (c)
1 (d)
11.80
2.20
44 (e)
9 (f)
44.67
8.33
53
59
11
70
SM and above
Total
Source: Field Work 2010.
Cell1 E1
59 x 3
46
Total
14
Cell2 E2
Cell3 E3
Cell4 E4
Cell5 E5
Cell6 E6
70
2.53
11 x 3
70
0.47
59 x 14
70
11.80
11 x 14
70
2.20
59 x 53
70
44.67
11 x 53
70
8.33
Table 4.3.1.2: Computation of chi-square (X2) value on whether the scope and
objectives of the change programme in Union Bank of Nigeria Plc affects service
delivery
Cell
OE
(O E)2
(O E)2
2.53
-0.53
0.28
E
0.11
0.47
0.53
0.28
0.59
13
11.80
1.20
1.44
0.12
2.20
-1.20
1.44
0.65
44
44.67
- 0.67
0.45
0.01
8.33
0.67
0.45
0.05
Total
1.53
Table 4.2.1.2 shows that the level of significance (X) = 5% i.e. 0.05. At 2 degree of
freedom and 0.05 level of significance, the value of chi-square (X2) = 5.991.
Decision: - The computed chi-square (X2) statistic did not exceed the critical value at
0.05 probability level, the research therefore accepts the null hypothesis and rejects the
alternative hypothesis.
Conclusion Since the calculated X2 value (1.53) is less than the table x 2 value, the
study therefore accepts the null hypothesis and concludes that the scope and objectives of
the change programme in Union Bank of Nigeria Plc has not affected service delivery.
4.3.2: Testing for whether effective ICT and expertise is a major risk factor to the
successful implementation of change programme in Union Bank of Nigeria Plc.
H0:
Effective ICT and expertise is not a major risk factor to the successful
Effective ICT and expertise is a major risk factor to the successful implementation
48
Table 4.3.2.1: Observed and expected frequencies on whether effective ICT and
expertise is a major risk factor to the successful implementation of change
programme in Union Bank of Nigeria Plc
Respondents
Frequency
Agree
2 (a)
1 (b)
1.97
1.03
9 (c)
5 (d)
9.20
4.80
35 (e)
18 (f)
34.83
18.17
53
53
17
70
SM and above
Total
Source: Field Work 2010.
Calculation of expected frequency (E1) =
Cell1 E1
Cell2 E2
Cell3 E3
Cell4 E4
46 x 3
70
1.97
24 x 3
70
1.03
46 x 14
70
9.20
24 x 14
70
4.80
49
Disagree
Total
14
Cell5 E5
Cell6 E6
46 x 53
70
34.83
24 x 53
70
18.17
OE
(O E)2
a
b
c
d
e
f
2
1
9
5
35
18
1.97
1.03
9.20
4.80
34.83
18.17
0.03
-0.03
-0.20
0.20
0.17
-0.17
0.00
0.00
0.04
0.04
0.03
0.03
Total
(O E)2
E
0.00
0.00
0.00
0.01
0.00
0.00
0.01
50
Hi:
Frequency
Agree
Disagre
Total
e
SM and above
51
1 (a)
2 (b)
1.33
1.67
9 (c)
5 (d)
6.20
7.80
14
21 (e)
32 (f)
23.47
29.53
53
31
39
70
Total
Source: Field Work 2010.
Calculation of expected frequency (E1) =
Cell1 E1
Cell2 E2
Cell3 E3
Cell4 E4
Cell5 E5
Cell6 E6
31 x 3
70
1.33
39 x 3
70
1.67
31 x 14
70
6.20
39 x 14
70
7.80
31 x 53
70
23.47
39 x 53
70
29.53
OE
(O E)2
(O E)2
E
52
1.33
-0.33
0.11
0.08
1.67
0.33
0.11
0.07
6.20
7.84
1.26
7.80
-2.80
7.84
1.01
21
23.47
-2.47
6.10
0.26
32
29.53
2.47
6.10
0.21
2.80
Total
Source: Field Work 2010.
2.89
Table 4.2.3.2 above shows that the level of significance (x) = 5% i.e. 0.05. At 2 degree of
freedom and 0.05 level of significance, the value of chi-square (X2) = 5.991.
Decision: The computed chi-square (X2), statistic did not exceed the critical value at 0.05
probability level, the research therefore accepts the null hypothesis and rejects the
alternative hypothesis.
Conclusion Since the calculated X2 value (2.89) is less than the table X 2 value, the
research accepts the null hypothesis and therefore concludes that initiation and
implementation of change programme in Union Bank of Nigeria Plc has not resulted into
employee resistance.
53
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1
SUMMARY OF FINDINGS
The primary aim of this study is to find out the significance of managing change in a
corporate organization as Union Bank of Nigeria Plc for effective and efficient
performance. These main reasons for change could be classified into evaluative and
developmental.
To manage change successfully, it is necessary to identify Union Bank of Nigeria Plc
resources with potentials that need to be harnessed for productivity and profitability. This
is because change management in Union Bank of Nigeria Plc, when adequately and
effectively managed, reduces waste or error by redirecting resources for better
performance.
54
The scope and objectives of the change programme in Union Bank of Nigeria Plc
does not affect service delivery. In other word, the current change scope in Union
Bank of Nigeria Plc has not been effective in affecting quality of customer service
delivery
2.
Effective ICT and expertise is not a major risk factor to the successful
implementation of change programme in Union Bank of Nigeria Plc. This implies
that effective ICT and expertise is not a hindrance to the achievement of the
change objectives in the bank, probably because the IT skill level of the
workforce is indicated above average.
3.
5.2
CONCLUSION
55
1.
2.
3.
4.
5.3
RECOMMENDATIONS
5.4
Sequel to the problems encountered in the course of this research study, the researcher
feels obliged to make the following recommendations to serve as a guide for further
research on the subject of this study.
1. If the research is to be conducted solely for the purpose of academic exercise, the
time required for completion and submission should be considered in approving the
topic.
2. Considering the reluctance of respondents in releasing data for the research study, the
management of the Union Bank of Nigeria Plc can assist in appealing to the
respondents to cooperate in releasing information in future studies.
3. The researcher is of the opinion that more research can be carried out on the
significance of managing changes in corporate organizations in the manufacturing
industry to allow for comparison.
57
APPENDIX
RESEARCH QUESTIONNAIRE
This questionnaire is towards a research study on 'Managing Change In A Corporate
Organization' and the objective is to identify the various risk factors/ challenges on the
change programme a corporate organization, assess the level of employee
involvement/resistance and effectiveness of the strategies employed towards the
achievement of corporate objectives.
The information you give is strictly for this research purpose and will be treated with
absolute confidence.
SECTION A
Please tick the appropriate response
1.
Sex:
Male [ ]
Female [ ]
2.
Age:
2130years [ ]
3140years
58
[ ]
4150years [ ]
Above 50years [ ]
3.
Married [ ]
4.
5.
Professional Cert. [ ]
Working Experience
Less than a year [ ]
1115 years
6.
[ ]
15 years [ ]
[ ]
610 years [ ]
Above 15 years [ ]
[ ]
[ ]
[ ]
(d) IT
[ ]
(e) Operations
[ ]
(f) E-Business
[ ]
[ ]
[ ]
(i) Inspection
[ ]
[ ]
(k) Treasury
[ ]
(l) Legal
[ ]
7.
[ ]
[ ]
[ ]
SECTION B
Please tick the appropriate response
(1)
The scope and objectives of the current change programme in Union Bank of Nigeria Plc
affect service delivery
(a) Agree
(2)
(b) Disagree
(3)
(b) Disagree
(4)
(b) Disagree
(a) Agree
(b) Disagree
60
(5)
(6)
(b) Disagree
Employees are significantly involved and carried along in the change programme
in Union Bank
(a) Agree
(7)
(b) Disagree
(8)
(b) Disagree
(9)
(b) Disagree
(10)
(b) Disagree
The change programme has resulted into some achievements of Union Banks
corporate objectives
(a) Agree
(b) Disagree
61
62