Change Management and Organizational Performance in Selected Manufacturing Companies in Anambra State, Nigeria

Abstract

This study examined change management and organizational performance in manufacturing companies in Anambra state, Nigeria. Relevant conceptual, theoretical and empirical literatures were reviewed. This study was anchored on organizational change and Lewin`s Three Step Model . Descriptive survey design was adopted, and primary data was employed. The population for the study was 286 employees working at the selected manufacturing companies in Anambra State. The entire population was used as the sample size for this study.The major instrument used for data collection was the questionnaire. Content Validity was adopted, and the test-retest method was used to test reliability of the research instrument. The study found that technological changes have a positive significant effect on organizational performance in manufacturing companies. Change management strategies have a positive significant effect on organizational performance in manufacturing companies in Anambra state. Leadership changes have a positive significant influence on organizational performance in manufacturing companies in Anambra state. The study concluded that change management has a positive significant effect on organizational performance in manufacturing companies in Anambra state. The study recommends that technology change had influenced employee performance since it simplifies the work to be done,thereby making work more efficient. Organizations which implement new technology should provide proper training to their employees to increase their performance. Every organization should build strong organizational management strategies that help to build good relationships based on their values, norms, behaviours, and perceptions.Leadership changes leaders’ mind-set, style, and behavior.The change process they design as a result of their orientation must encourage employees to want to participate, to choose to contribute, rather than force them to do so.

Full text

The International Journal of Social Sciences and Humanities Invention 6(05): 5437-5445, 2019
DOI: 10.18535/ijsshi/v6i5.06 ICV 2015: 45.28
ISSN: 2349-2031
© 2019, THEIJSSHI
5437 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
Research Article
Change Management and Organizational Performance in Selected Manufacturing
Companies in Anambra State, Nigeria
Shaul Kimhi1, Yarden Oliel2
Okeke M.N.1, Oboreh, J.C2, Nebolisa O.3 Esione, U.O4 Chukwuemeka Odemegwu Ojukwu5
1,2,3,4 Department of Business Administration
5University, Igbariam Campus, Anambra State, Nigeria.
Abstract: This study examined change management and organizational performance in manufacturing companies in Anambra
state, Nigeria. Relevant conceptual, theoretical and empirical literatures were reviewed. This study was anchored on
organizational change and Lewin`s Three Step Model . Descriptive survey design was adopted, and primary data was employed.
The population for the study was 286 employees working at the selected manufacturing companies in Anambra State. The entire
population was used as the sample size for this study.The major instrument used for data collection was the questionnaire.
Content Validity was adopted, and the test-retest method was used to test reliability of the research instrument. The study found
that technological changes have a positive significant effect on organizational performance in manufacturing companies. Change
management strategies have a positive significant effect on organizational performance in manufacturing companies in Anambra
state. Leadership changes have a positive significant influence on organizational performance in manufacturing companies in
Anambra state. The study concluded that change management has a positive significant effect on organizational performance in
manufacturing companies in Anambra state. The study recommends that technology change had influenced employee
performance since it simplifies the work to be done,thereby making work more efficient. Organizations which implement new
technology should provide proper training to their employees to increase their performance. Every organization should build
strong organizational management strategies that help to build good relationships based on their values, norms, behaviours, and
perceptions.Leadership changes leaders‟ mind-set, style, and behavior.The change process they design as a result of their
orientation must encourage employees to want to participate, to choose to contribute, rather than force them to do so.
Key -words: Technology Change, Leadership Changes, Change Management Strategies andOrganizational Performance
Introduction
In today‟s business environment, nothing remains still. The
rate of change which business organizations face continues to
increase more and more in the last five decades (Huselid,
2005_. This is as a result of advances in information and
communication technology increasing democratization of
economies and liberalization of economies across the globe.
“Change” thus now become inevitable and turns to be a regular
feature of business life. It becomes pertinent therefore, that it
receives the necessary attention (from management) in order to
guarantee a continued increase in business performance.
Olajide (2014) asserts that the rate of competition in Nigeria is
moving at a leap frog basis due to changes in technology,
product and services, customer taste, among others. This has
made change management experts to emphasize on the
importance of establishing organizations‟ readiness for change,
and has crafted various strategies for creating it because
successful management of change is crucial to every
organization to survive in the present highly competitive and
continuously evolving business environment. Change
management is a planned loom for the transition of individuals,
groups and organizations from existing state to a required
future state. Thus, managing a change process is as important
as change itself.
Warrrilow, (2010) in his work stated that to effectively manage
change in an environment experiencing change dynamics, there
is a need to adopt strategies for managing such changes so that
people can embrace change and direct it towards positive
contribution of a given organization. He therefore suggested
the strategies for managing change. He further stated that when
opting for a strategy, we should take into account not only the
circumstances we face, but also the preferred managerial
style.Go and Pine (2005) state that rapid and unpredictable
changes in customer attitudes and information technology
makes the need to manage change inevitable and that the
ability to manage is the key to the long- term survival of
companies. Mullins (2009) also claims that factors such as
uncertain economic and political conditions, changes in social
attitudes, fierce competition, take overs, acquisitions,
technological developments and governmental interventions
create an increasingly volatile environment for business, and
consequently they can only perform effectively through
flexibility and responsiveness to change.
For a firm to survive, succeed and remain competitive in
today‟s highly volatile and continuously evolving business
environment, it must be able to successfully manage the

Okeke M.N et.al / Change Management and Organizational Performance in Selected Manufacturing Companies in
Anambra State, Nigeria
5438 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
change which is as a matter of fact a necessity. Even though
there has not been consensus as to the framework for
organizational change management, there is a consensus that
change, being triggered by internal or external factors, comes
in all shapes, forms and sizes (Balogun and Hailey 2004).
Implementing the change process in any organization is a
crucial foundation for enhancing employee confidence in the
activities of an institution, and employees play a critical role in
this process, McEvily and Zaher (2009) and Burnes (2004).
Most organizations in Nigeria ignore their employees during
the conception; implementation and review of the change
process and this affects the implementation of the change
agenda negatively. Burke (2002) asserts that organizations
undergoing transformations must have teams that champion the
change process. This demands that all employees within the
institutions desiring change, especially the top management
must been committed to the change process.
There has been a debate by numerous researchers on whether
change should always be positively related to a firm‟s
performance (Appelbaum, 2000; Wright, 2005; Schuler and
Jackson, 2001). Although most of the studies speak of Change
practices leading to performance, such a one-way line of
causation is not satisfactory (Edwards & Wright, 2001).This
study therefore examines the effect of change management on
organizational performance, using some selected companies in
Anambra state.
Statement of the Problem
Organizations change and adapt continuously to remain
competitive (Balogun and Hailey, 2008), and yet effective
organizational change seems to be rare (By, 2005; Meaney and
Pung, 2008). Nyasha (2011) notes that identifying the need for
organization-wide change and leading organizations through
change is widely recognised as one of the most critical and
challenging responsibilities of organizational leadership.
Recent statistics reveal that only one-third of organisational
change efforts were considered successful by their leaders
(Meaney and Pung, 2008; Beer and Nohria, 2000). Apparently,
implementing successful change programs in organisations is
quite problematic.
The low success rates of change programs are often attributed
to resistance to change on the part of employees (Ford, Ford
and D‟Amelio, 2008). Although planned change is intended to
make the organisation more effective and efficient, resistance
from members of the organisation is expected as they foresee
potential threats that can affect their future (Susanto, 2008).
However, scholars on resistance to change point out the need
for research beyond top-down organisational change. Studies
should pay attention to the dynamics of change processes
(Jones, Watson, Gardner and Callois, 2004; Dibella, 2007) and
thereby contribute to the understanding of resistance, which is
paramount to the high failure rate of change programs (Quinn
and Dutton, 2005; Di Virgilio and Ludema, 2009). Employees
react to change based on its impact to them personally.
Perceived favorable impacts generally lead to support for the
change and perceived unfavorable impacts may lead to change
resistance (Craddock, 2015).
Objectives of The Study
The main objectives of the study is to examine the effect of
change management on organizational performance. The
specific objectives include to:
1. Determine the effect of technological changes on
organizational performance in Anambra State.
2. Examine the effect of change management strategies on
organizational performancein Anambra State.
3. Investigatethe effect of leadership change on
organizational performancein Anambra State.
Research Questions
The following research questions guided this study.
1. To what extent do technological changes affect
organizational performance in Anambra State?
2. How do change management strategies affect
organizational performancein Anambra State?
3. To what extent does leadership change affect
organizational performancein Anambra State?
Hypotheses
The following postulations were formulated to guide this
study.
Ho1: Technological changes have no significant effect on
organizational performance.
Ho2: Change management strategies have no significant effect
on organizational performance.
Ho3: Leadership change has no significant influence on
organizational performance.
Review of Related Literature
Conceptual framework
Change Management
Change has continued to take a front-of-stage role in both
academic research and industrial practice. Whilst it is difficult
to gain a universally accepted definition of change, we are
reminded that change management is not a distinct discipline
with rigorous and defined boundaries, but more that the theory
and practice of change management draws upon a number of
social science disciplines and traditions (Burnes 2004).Change
basically means series of events which support the process of
development in organizations (Kassim, Tahajuddin, Shahzad,
Isa, & Mat, 2010). Organizational change generally means
rightsizing, new development and change in technologies,
rescheduling operations and major partnerships (McNamara,
2011). Organizational change includes Mission changes,
Strategic changes, Operational changes (including structural
change),technological changes, Changing the attitudes and
behaviors of personnel, Countering resistance from different
employees of companies and aligning them to strategic
directions of the organization.
The Society for Human Resources Management (2015) defines
change management as the systematic approach and
application of knowledge, tools and resources to deal with
change. Change management means defining and adopting
corporate strategies, structures, procedures and technologies to

Okeke M.N et.al / Change Management and Organizational Performance in Selected Manufacturing Companies in
Anambra State, Nigeria
5439 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
deal with changes in external conditions and the business
environment. Korir, Mukotive, Loice and Kimeli (2012) define
change management as the effective management of a business
change such that executive leaders, managers and frontline
employers work in concert to successfully implement the
needed process, technology or organizational changes. Moran
and Brighton (2011) define change management as the process
of continually renewing an organization‟s direction, structure
and capabilities to serve the ever changing needs of external
and internal customers. Burnes (2004) like many other scholars
assert that change is an ever present feature of organizational
life, both at the operational and strategic levels. Due to its
importance, change management is becoming imperative, and
needs appropriate managerial skills and strategy.
Armstrong (2009) notes that Change Management (CM)
emphasizes the need for the change management plans, and
strategies to be formulated within the context of overall
organizational strategies and objectives and to be responsive to
the changing nature of the organization's external environment.
It is an approach which requires interpretation and adaptation
by practitioners to ensure the most suitable fit between
business strategies and plans. Thus, the overall themes of
Change management are the integration of all institutional
functions, adherence to broad organization goals and
responsiveness to the external environment (Armstrong, 2009).
It is agreed that the pace of change was greater then, than in the
current business environment (Balogun and Hailey 2004;
Burnes 2004; Carnall 2003; Luecke 2003. Senior 2002; Moran
and Brighton 2001). Despite the complexity of change
management as it does not have a simple solution, a number of
key areas of focus were raised to properly manage change
management.
Organizational Performance
Organizational performance as a concept suffers from
problems of conceptual clarifications. The term performance is
often used indiscriminately to describe everything from
efficiency, effectiveness to improvement. Organizational
performance is related to defining and achieving specific goals
(Enos, 2007). Enos (2007) defines organization performance
asan indicator and progressive achievement of tangible,
specific, measurable, worthwhile and personally meaningful
goals. According to McCloy, Campbell and Cudeck, (1994),
the term performance has to do with those behaviours or
actions which are regarded relevant to those goals of the said
organisation in question. They further argue that performance
itself cannot be said to be the outcome itself, consequences or
the result of behaviors or action, rather can be said to be the
action itself. Thus they argued that performance tends to be
multidimensional, a situation whereby for any specific-type of
job, there tends to be a number of substantive performance
components that are distinguished in terms of their inter
correlations and patterns on co-variation with other variables.
However, there is no one definition of organisational
performance. The primary reason for this is that researches
from different fields of study such as psychology, human
resource management, public administration and organizational
behaviour have dealt with the concept based on their field of
study. Hence, it is no surprise that the literature accommodates
a variety of different definitions related to organizational
performance.
Organizational performance is an important construct in
leadership that determines how to manage organizations.
Previous literature reviews reveal that organizational
performance is a multidimensional concept that reflects the
heterogeneous nature, circumstances and objectives of
organizations at a given period. This compelled Kirby (2005)
to maintain that the definition and meaning of organizational
performance is an open subject for further inquiry. According
to Lebans and Euske (2006), defining organizational
performance requires sound judgment and interpretation of
how current actions will affect future results. The writers also
contend that depending on the background of the assessor,
performance may be understood indifferent ways. Corvellec
(1995) maintains that the concept of performance is relative to
period, organizational goals and type of instruments used to
measure performance. In spite of the difficulty in defining the
concept of organizational performance and identifying the
accompanying measurement parameters, Lebans and Euske
(2006) posits that performance of establishments and
businesses is made up of economic and non-economic factors.
Similarly, Choi and Mueller (1992) considered financial and
non-financial indices as the composite variables for evaluating
organizational performance. In a landmark research,
Venkatraman and Ramanujam (1986) concluded that business,
financial and organizational effectiveness are important
elements for assessing organizational performance. Researches
and scholars have acknowledged the importance of fiscal and
non-fiscal factors in assessing the operations of organizations.
Venkatraman and Ramanujam (1986) model is considered by
scholars and practitioners as a standard representation that is
used to measure organizational performance. Thus, the study
employed economic, business and organizational efficiency as
the key independent and exogenous variables to represent
organizational performance.According to Daft (2000),
organisational performance is defined as an organization‟s
ability to attain its goals by using resources in an efficient and
effective manner. Consequently, it is an evidence of the output
of members of an organisation measured in terms of revenue,
profit, growth, development and expansion of the organisation.
In the same vein, organizational performance refers to the
ability of an enterprise to achieve such objectives as high
profit, quality product, large market share, good financial
results, and survival at pre-determined time using relevant
strategy for action (Koontz and Donnell, 1993). Organizational
performance can also be used to view how an enterprise is
doing in terms of level of profit, market share and product
quality in relation to other enterprises in the same industry.
Accordingly, it is a reflection of productivity of members of an
enterprise measured in terms of revenue, profit, growth,
development and expansion of the organization (Kehinde,
Jegede, and Akinlabi, 2012).
Organizational performance is marked and classified by
success indicators, performance indicators and key

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Anambra State, Nigeria
5440 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
performance indicators as key success indicators. The
fundamental success factors are the list of problems or aspects
of organizational performance that indicate the vitality of the
organization, its state and success (Parmenter, 2010).
Measuring organizational performance reports on the long-
term process of continuous monitoring and reporting on
achievements, especially of the pre-defined aims. The
measures of organizational performance can be related to the
type or level of process and direct output results (Franceschini,
Galetto and Maisano, 2007).Buble (2006) notes that taking into
consideration the effects of performance represents the
beginning of the business process transformation. One of the
aims of improving business processes is to determine the
economic sense which the changes will bring, which is not
possible without measuring performance. If business
performance is not measured, business cannot be managed. To
measure performance means to know and to be able to make a
decision in certain circumstances (Jeston and Nelis, 2008).
When measuring organizational performance, indicators are
chosen by the management for the purpose of reporting and
performance improvements (Parmenter, 2010). Those
performance measures, oriented to aspects of organizational
performance that are most critical to current and future success
of the organization, are classified as key performance
indicators (KPIs).
Theoretical Framework
This work is anchored on the Theory Of Organizational
Change and Lewin`s Three Step Model
Theory of Organizational Change: The theory of
organizational change often falls under the term “organization
development” (Lanning, 2001). Organization development is a
conceptual, organization-wide effort to increase an
organization‟s effectiveness and viability (Burnes, 2004).
Bennis and Tichy (2009) refer to organization development as
a response to change, a complex educational strategy intended
to change the beliefs, attitudes, values, and structure of an
organization so that it can better adapt to new technologies,
markets, challenges, and the dizzying rate of change itself. This
approach is described by Cummings and Huse (1989) as the
“application of behavioural science knowledge in a long range
of effort to improve an organization‟s ability to cope with
changes in its external environment and increase its internal
problem solving capabilities”.
Organizational development is a unique organizational
improvement strategy that emerged in the late 1950s and early
1960s (Lewin, 1958). It evolved into an integrated framework
of theories and practices capable of solving or helping to solve
most of the important problems confronting the human side of
organizations (Burnes, 2004). Organization development is
about people and organisations and people in organisations and
how they function (Lewin, 1958). Burnes (2004) adds that it is
also about planned change; that is, getting individuals, teams
and organisations to function better.Organization development
has its origins in scientific management, and was made popular
by Lewin (1946). Based on the human relations perspective,
French and Bell (1983) state that the approach is a “long range
effort to improve an organization‟s problem solving and
renewal process – with the assistance of change agent or
catalyst and the use of the theory and technology of applied
behavioural science”.Bennis and Tichy (2009) corroborated
French and Bell (1983) by stating that organization
development is neither "anything done to better an
organisation" nor "the training function of the organisation; it
is a particular kind of change process designed to bring about a
particular kind of end result”. Organization development can
involve interventions in the organization‟s "processes," using
behavioural science knowledge, organisational reflection,
system improvement, planning and self-analysis (French &
Bell, 1983).
As a systematic approach to managing change process
successfully, the process involves: “identifying the need for
change, selecting the intervention technique, gaining top
management support, planning the change process, overcoming
resistance to change and evaluating the change process”
(Linstead, Fulop & Lilley, 2009).There have been many
criticisms of organization development, and French and Bell
(1983) identified and discussed some of them. A good
summary appears in Palmer, Dunford and Akin (2009). The
main problem with this approach is that as an explicitly
normative approach, it assumes that there is one best way to
manage change that increases organisational effectiveness and
simultaneously achieves the wellbeing of employees (Palmer et
al., 2009).
Lewin`s Three Step Model
Lewin (1951) developed a three phase model of change, based
on the premise that an understanding of critical steps in the
change process increases the likelihood of the successful
management of change. These steps in the process are:
Unfreezing: This stage involves the recognition of the need to
change. Action is taken to unfreeze the existing attitudes and
behaviour, which is essential for supporting employees and
minimizing change resistance (Linstead et al., 2009). Lewin
believed that the stability of human behaviour was based on a
quasi-stationary equilibrium supported by a complex field
driving and restraining forces (Burnes, 2004).
Changing: As Schein (1992) notes, “unfreezing is not an end
to itself, it creates a motivation to learn but does not
necessarily control or predict the direction”. This echoes Lewin
(1958), that any attempt to predict or identify a specific
outcome from planned change is very difficult because of the
complexity of the forces concerned (Burnes, 2004). Moving
the organisation to the desired state involves actual
implementation of new systems of operation. This may involve
experimentation, modification of systems or patterns of
behaviour, (Linstead, Fulop & Lilley, 2009). Once the change
appears to have reached equilibrium once more, it is time for
the next process.
Refreezing: This stage involves the positive reinforcement of
desired outcomes to promote the internalisation of new
attitudes and behaviours. An appraisal of the change

Okeke M.N et.al / Change Management and Organizational Performance in Selected Manufacturing Companies in
Anambra State, Nigeria
5441 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
programme becomes necessary at this stage to ensure that the
new way of operating becomes a matter of habit, not a
regulation. Burnes (2004) adds that “refreezing seeks to
stabilise the group at a new quasi-stationary equilibrium in
order to ensure that the new behaviour is relatively safe from
regression”.
Empirical Review
Olajide (2014) carried out a research on change management
and its effect on organizational performance of Nigerian
telecoms industries using empirical insight from Airtel Nigeria.
A total of 300 staff of Airtel were randomly selected from a
staff population of 1000. Three hypotheses were advanced to
guide the study and data collected for the study were analyzed
using One-way Analysis of Variance. The result revealed that
changes in technology had a significant effect on performance
and that changes in customer taste has a significant effect on
customers‟ patronage. The result also shows that changes in
management via leadership have significant effect on
employee‟s performance.
Ndahiro, Shukla and Oduor (2015) examined the effect of
change management on the performance of government
institutions in Rwanda. The study adopted survey research
design, and the target population of employees of RRA. Data
was collected using questionnaires and interviews and
analyzed using SPSS and Microsoft Excel. Based on the data
collected, the study concluded that all changes made in RRA in
the past four years have been well planned and implemented.
Most of the employees in the institution have generally
embraced the changes made in the organization, and at
resulting to overall organizational performance.
Nyasha (2011) examined the impact of organisational change
in Gauteng Provincial Department of Infrastructure
Development. The study focused on the strategies that should
have been implemented in order to reduce the resistance to
change and minimise the negative impact change brought to
the employees. The study also focused on employee
satisfaction and the impact of change on the psychological
contracts from a broad perspective of employees within the
organisation. In this study, descriptive survey design was
adopted. The data collected was prepared and coded. The
statistical analysis technique used falls within the ambit of
descriptive statistics. These include pie charts, graphs and
tables to show a pictorial representation of the distribution of
responses within each category. Percentages and numbers were
then used to compare these different categories. The outcome
of the survey on change management and employee
involvement indicated that the change vision was not
communicated, while employee involvement was minimal in
all stages of change processes.
Giauque (2015) examined the attitudes towards organizational
change among public middle managers. This study aims to
identify social and organizational antecedents of positive
attitudes towards change. The investigated population is
composed of middle managers working in Swiss public
hospitals which are currently being confronted by major
reforms. Partial mediation effects of organizational
commitment in the relationships between independent
variables and PATC were also controlled. The findings showed
that perceived social support (work relationships with
colleagues and supervisors) as well as perceived organizational
support (employee voice and participation; information and
communication; work-life balance) are positively and
significantly related to PATC. Stress perception is shown to
have a negative impact on PATC.
Ju-Chun (2015) investigated the impact of change management
on employee satisfaction and engagement. The main purpose
of this study was to figure out employees‟ attitudes toward the
new performance appraisal program and to examine whether
three different types of appraisal processes differentially
affected job satisfaction and employee engagement. The
second purpose of this study was to investigate the relationship
between performance appraisal reform, job satisfaction, and
employee engagement. A large polyester and textile
corporation had 2046 non-operational employees in February
2014. The valid participants were 1474 in this study. Data
analysis included descriptive statistics, one-way ANOVA, one-
way MANOVA, Pearson correlation, Content Validity Index,
the exploratory factor analysis, and reliability analysis. The
general results showed that employees who received the new
performance appraisal program evaluated the program more
positively and showed more job satisfaction than those who did
not. In particular, the implementation effects of this new
performance appraisal program were most highly rated by
employees who used the KPI to rate their job performance.
Moreover, employees‟ attitudes toward the new performance
appraisal program were positively related to their job
satisfaction and employee engagement. Lastly, most employees
regarded themselves as engaged workers.
Ahmed, Rehman, ZAsad, Hussain and Bilal (2013) examined
the impact of organizational change on the employee
performance in the banking sector of Pakistan. In this study
Primary and secondary data collection techniques were used
for obtaining data. Copies of the questionnaire were used for
primary data collection. leadership, communication, procedural
justice, employee development, tolerance to change are the
variables considered for the study. The sample size was 252,
hence descriptive statistics and correlation analysis techniques
were used for the analysis of data in SPSS software. The
results showed that organizational change had a positive
significant impact on employee performance in the banking
sector of Pakistan.
Selvadurai (2013) examined change management in the public
sector. The study explored public sector employee perceptions
regarding what strategies are required to create change that
achieveed desired results in public sector organizations. A
qualitative research design was employed, involving in-depth
interviews with six employees of the Canadian public serviceto
test the alignment of Kotter‟s eight step model with the
perceptions of public sector employees. The study revealed
that three of Kotter‟s eight steps were aligned with the
perceptions of the public sector employees interviewed. These
three steps were forming a powerful guiding coalition, creating
a vision, and communicating the vision.

Okeke M.N et.al / Change Management and Organizational Performance in Selected Manufacturing Companies in
Anambra State, Nigeria
5442 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
Methodology
Descriptive survey design was adopted.The study was carried
out in Anambra State. Primary data were employed in the
study. These were sourced through the use of questionnaire
administered to the respondents selected for the study. The
population was286 employees‟ working at the selected
manufacturing companies in Anambra State. The entire
population wasused as the sample, therefore the sample size
was 286. The major instrument used for data collection was the
questionnaire. Content Validity was adopted, andthe
researchers used test-retest method in order to test reliability of
the research instrument.T test statistical analysis was
conducted to assess the relative predictive power of the
independent variables on the dependent variable. The statistical
package for social sciences (SPSS) version 21 was employed
to test the hypotheses
Data Presentation and Analysis
Here, thedata generated from the questionnaire distributed to
the employees of the selected manufacturing companies were
presented and analyzed. A total of two hundred and eighty six
(286) copies of questionnaire were distributed to the employees
of the selected manufacturing companies. A total of two
hundred and fifty (250) copies were retrieved from the
respondents, and were properly filled and found usable for the
study. Thirty-six copies were either not properly filled or
misplaced by the respondents. The analyses presented below
were based on the two hundred and fifty relevant copies. The
data from the questionnaire were coded and fed into excel
spread sheet.The formulated hypotheses were subjected to
empirical test using t test statistical analysis.
Test of Hypotheses
Here, the hypotheses formulated in chapter one of this study
were tested for acceptance or rejection. This was done using t
test statistical tool. The coefficients of the t test statistical
analysis are presented in the table below.
Table 1 Coefficients of the Multiple Regression
Model
Unstandardize
d Coefficients
Standardized
Coefficients
t
Sig.
B
Std.
Error
Beta
1
(Constant)
18.146
2.370
7.655
.000
TC
.196
.056
.120
2.714
.008
CMS
.205
.066
.217
3.120
.002
LC
.248
.055
.252
2.152
.009
Source: SPSS Version 21.0
Hypothesis One
Ho: Technological changes have no significant effect on
organizational performance in manufacturing
companies in Anambra state
Hi: Technological changes have a significant effect on
organizational performancein manufacturing
companies in Anambra state
. Based on the t-statistics of 2.714 and probability value of
0.008 in table 1, Technological changes were found to have a
significant effect on organizational performancein
manufacturing companies in Anambra state,therefore, the null
hypothesis was rejected and the alternative hypothesis
accepted. We then conclude Technological changes have a
significant effect on organizational performancein
manufacturing companies.
Hypothesis Two
Ho: Change management strategies have no significant effect
on organizational performancein manufacturing
companies in Anambra state
Hi: Change management strategies have significant effect on
organizational performancein manufacturing
companies in Anambra state
Table 1 shows thatchange management strategies have a t-
statistics of 3.120 and probability value of 0.002 which is
statistically significant at 5% level.Therefore, the null
hypothesis was rejected and the alternative hypothesis was
accepted. We then conclude that change management strategies
have significant effect on organizational performancein
manufacturing companies in Anambra state
Hypothesis Three
Ho: Leadership changes have no significant influence on
organizational performance in manufacturing companies in
Anambra state
Hi: Leadership changes havea significant influence on
organizational performance in manufacturing companies in
Anambra state
From table 1 above, the probability value for leadership
changes is 0.009, which is less than 0.05 (0.009 less than .05).
We therefore reject the null hypothesis and accept the
alternative hypothesis and conclude that leadership changes
have a significant influence on organizational performance in
manufacturing companies in Anambra state
.Discussions of Major Findings
This work examined the effect of organizational change on
employee performance in some manufacturing companies in
Anambra State. Primary data were sourced from the employees
of the manufacturing companies. The result of the hypotheses
tested revealed the following:Technological change had a
positive significant effect on employee performance in
thecompanies studied.This was supported by (Ndahiro,Shukla,
and Oduor 2015,Anne 2015 and Olajide, (2014) which
maintains that technological changes have a great effect on
employee performance due to the rapid technological changes
that the world is rapidly adjusting that eases employees‟ work
load and increase efficiency and effectiveness at work place
The study also revealed that Change management strategies
have apositive significant effect organizational performancein
manufacturing companies in Anambra state. This finding
tallies withJu-Chun (2015) andSelvadurai (2013) shows that
change management strategies have apositive significant effect
on organizational performance.

Okeke M.N et.al / Change Management and Organizational Performance in Selected Manufacturing Companies in
Anambra State, Nigeria
5443 The International Journal of Social Sciences and Humanities Invention, vol. 6, Issue 05, May, 2019
Organizational leadership had significant effect on employees‟
performance in the selected manufacturing companies in
Anambra State. This hypothesis is supported with various
studies and research findings which show that organizational
leadership affects employee performance positively (Wanza
and Nkuraru, 2016, Oon and Hartini 2014, Kamugisha 2013
and Lam, Lau, Shua, and The 2011)
Summary of Findings
This work examined the effect of change management on
organizational performancein manufacturing companies in
Anambra state.Data were sourced from 5 manufacturing
companies in Anambra state, Nigeria. The data generated were
analyzed using t test analysis and the following were
discovered.
1. Technological changes have apositive significant effect on
organizational performancein manufacturing companies.
2. Change management strategies have apositive significant
effect organizational performancein manufacturing
companies in Anambra state
3. Leadership changes have a positive significant influence
on organizational performance in manufacturing
companies in Anambra state
Conclusion
From the findings of this study, it was discovered that
technological changes hada significant effect on organizational
performance,change management strategies hada significant
effect organizational performance,and leadership changes had a
significant influence on organizational performance in
manufacturing companies in Anambra state. The study
therefore concludes that management change has a positive
significant effect on organizational performance in
manufacturing companies in Anambra state.
Recommendations
Base on the findings and conclusion, the study therefore,
recommends that:
1. Technology influenced employee performance since it
simplifies the work to be done, making work more
efficient. Organizations which implement new technology
should provide proper training to their employees to
increase their performance
2. Every organization should build strong organizational
management strategies that help to build good
relationships based on their values, norms, behaviours, and
perceptions
3. Leadership changes leaders‟ mind-set, style and behavior,
therefore the change process they design as a result of their
orientation must motivate employees to want to
participate, to choose to contribute, rather than force them
to do so.
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