ABSTRACT
Change
is an inevitable part of human beings, the institution they established as well
as their environment, climate, economy and politics. Interestingly however,
most people are hardly ever ready for changes they know must occur.
The
research work has revealed that in spite of the inevitability of change, still
some members of the organizations are insensitive. It was discovered that
employees’ willingness to adopt change as well as their participation in the
change process among others are some of the parameter that enhance effective
management of change. With this in turn fear and mistrust is eliminated and
resistance reduced to the minimum. It is therefore recommended that for any
organization to remain in business it must anticipate change and in order to
manage the change effectively, there must be strategies in place that will
integrate the employees to the change process and reduce resistance to the
barest minimum in order to achieve better and improved overall performance.
It
was conclusively deduced that managing change is a dynamic process. Which
required being constantly tuned in to what is happening around and monitoring
the process very carefully. On the basis of this determines the effectiveness
of an executive and his ability to create and manage change.
TABLE OF CONTENT
TITLE PAGE – – – – – – – – – –
i
CERTIFICATION- – – – – – – – – ii
DEDICATION- – – – – – – – – –
iii
ACKNOWLEDGMENT- – – – – – – –
iv
ABSTRACT- – – – – – – – – –
v
TABLE OF CONTENT- – – – – – – –
vi
CHAPTER ONE: INTRODUCTION
1.0 Background of the Study- – – – – – – 1
1.1 Statement of the problem – – – – – –
2
1.2 Objectives of the Study- – – – – – – 3
1.3 Research Questions- – – – – – – – 4
1.4 Hypothesis- – – – –
– – – – – 5
1.5 Scope and Limitation of the Study- – – – – 6
1.6 Definition of Terms- – – – – – – –
7
References- – – – – – – – – – 13
CHAPTER TWO: REVIEW OF THE
RELATED LITERATURE
2.0 Introduction- – – – – – – – –
14
2.1 Concept of Change- – – – – – – –
17
2.2 Types of Change- – – – – – – – 19
2.3 Why Change?- – – – – – – – –
21
2.4 Reaction to Change- – – – – – – –
21
2.5 The Process of Change- – – – – – – 30
2.6 Concepts
of Managing Change through Performance Management 37
2.6.21
Performance Management- – – – – – 38
2.6.2
The Performance Management Cycle- – – – 38
2.6.3
Potential Advantages of Performance Management- – 39
2.7 How
Performance Management may contribute to Organizational Change- – – – – – – 39
2.8 Coping with Change- – – – – – – 44
2.8.1 Self Esteem, Performance, Stress and
Change- – – 45
2.8.2 Change and Self Esteem- – – – – – 45
2.8.3 The Coping Cycle- – – – – – – –
46
2.9 Guiding Principle for Managing Change- – – –
48
2.10 Summary of the review of the related
Literature- – 52
References- – – – – – – – – –
54
CHAPTER THREE: METHODOLOGY
3.0 Introduction- – – – – – – –
55
3.1 Sources of Data– – – – – – – –
55
3.2 Identification of Population- – – – – –
56
3.2.1 Determination of Sample Size- – – – – –
57
3.2.2 Data Collection- – – – – – – –
58
3.3 Data Analysis- – – – – – – – – 59
CHAPTER FOUR: ANALYSIS OF DATA
AND INTERPRETATION OF RESULTS
4.0 Introduction- – – – – – – – –
60
CHAPTER FIVE: SUMMARY OF THE
FINDINGS, RECOMMENDATIONS AND CONCLUSIONS
5.0 Summary of the Findings- – – – – –
73
5.1 recommendations- – – – – – – –
74
5.2 Conclusions- – – – – – – – –
77
Bibliography – – – – – – – – – –
79
Appendix A Questionnaire- – – – – – – 82
CHAPTER ONE
INTRODUCTION
1.0 BACKGROUND OF THE STUDY
Change
is a re-occurring demand in our daily existence and takes place from time to
time as innovations and inventions are introduced to meet up with current
trends.
According
to Stewart (1996) the future is uncertain and any particular or specific change
will generate other changes. It is well known and widely accepted that
organizations and business enterprises like banks, insurance companies, among
others are in existence to produce, make profits and develop.
A
change is any deviation from a normal situation and its management requires
specific skills. There is nothing as certain as change.
Cardinal
Newman once said “to live is to change, to live a long life is to change many times.
We experience several changes in our course of development from childhood to
adulthood. Such changes are accepted as challenges and opportunities.
According
to Megginson et al (1989: 55) change is the term of the famous adage that
nothing is certain but death and taxes. Everyday people experience significant
change in their lives and careers. These changes may involve accepting a
promotion at work, transferring to new office or even starting a new family.
The way people react to change differs. One will likely welcome changes which
provides one with options and resist changes that give you no choice.
Change
and change management are concepts that have come to assume greater importance
in the discussions of the executive of most companies. This is partly born out
of the fact that the only thing certain in life is change. Mokikan (1996:96).
In view of this it is importance that individuals, group and corporate bodies
must consciously plan for managing change if the rewards from it are to be
maximized. Since change is something we have to live with, the better we are
able to manage its introduction and consequences the better for all.
If
an organization refused to change such organization will be changed, many
organization have collapsed because they refused to change or manage change
when it occurred.
Forces
of change are also known as change drivers or change initiators. They can
either be external or internal. The external drivers are those forces that are
outside the control of management has little control over the; they have a
greater effect on organizational change. No organization can operate in vacuum.
An organization must interact with its external environment if it’s to survive.
The organization’s physical, financial and human resources are obtained from
outside and the clients and customers for the organisation’s products and
services are also there.
Internal
change forces are pressures for change, which come from within the organization
for which reasonable measure of control. These may include the appointment of
new chief executive officer, new organization objectives, managerial policies,
technologies, employees attitudes, operation start ups, business relocation,
mergers and acquisitions.
Both
external and internal forces for change are not found in isolation. They are
interrelated more often than not, external change drivers create internal
change is important, the more important is its management, when change is
properly managed, the result can be deadly because of the possibilities of
resistance among people. To successfully manage change one needs to understand
basic concepts and strategies to build commitment and acceptance to change in all levels of the
organization.
Roger
plant in his work titled “managing change and making it stick” observed that
there is a wide range of typical causes of resistance. These are rarely simple
causes and effect situations, and resistance is usually a complex mix of
historic, factual and emotional issues, which are not always easy to
disentangle. He listed the following as some of those most frequently sources
of resistance to change and unwillingness to engage in new behaviour.
- Fear of the unknown
- Lack of information
- Misinformation
- Historical factors
- Threat to core skills and competence
- Threat to power base
- No perceived benefits
- Low trust organizational climate
- Poor relationship
- Fear of failure
- Fear of looking stupid
- Reluctance to experiment
- Custom bound
- Reluctance to let go
- Strong peer group norms.
Managing
change is a persistent challenge which must be met in order to promote
progressive organizational performance. It
is a personal management skill which involves the whole range of
management task of planning, operating, controlling, management development,
communicating, bargaining etc. change is a process and not a decision to act.
And
since this is so, one of the key factors for successful management of change is
preempting the problem one may have to monitor the market environment and that
is doing environmental scanning. Competition can come from the areas you least
expect. As one scans the environment there is need to analyze the consequences.
1.1 STATEMENT OF THE PROBLEM
MANAGING CHANGE THROUGH PERFORMANCE MANAGEMENT
