Examining the Relationship Between Employees Performance and Change Management in an Organisation: A case study of the Merger between Access bank and diamond bank

Abstract

Globalisation is increasing at a rapid rate, bringing with it changes in technological, political, socio-cultural, economic, and legal environment. Thus making it very important for organisations to oversee these changes and create strategies to help them adapt to it thereby making the environment favourable in terms of competition and remaining relevant in the industries. This study focused on examining the effect of change management on employee’s performance, using the merger of access bank and diamond bank as a case study. One hundred and sixty questionnaires that addressed the research questions were administered to respondents and one hundred and fifty were collected and analysed using Structural Equation Modelling (SEM), a hypothesized relationship was tested using STATA which allowed the testing of complex relationships between variables. The model showed that communication and employee job-fit had a significant positive effect on employees performance, while leadership does not have a significant positive effect on employees performance but on employee-job fit. The study, therefore, recommends that organisations should select efficiently the process used to manage the merger and assign job roles that fit with the skills and knowledge of the employees following the merger, have different effective channels of communication that involves employees across the organisation and for managers to lead efficiently during the change process thereby enhancing their performance.