Change Management And Job Performance Of Office Managers In Tertiary Institutions In Rivers State

Abstract

This study examined change management and Job performance in manufacturing companies in Nigeria. Relevant conceptual, theoretical and empirical literatures were reviewed. The study conceptualises change management in terms of technological change, leadership change and change management strategies. This study was anchored on organizational change and Lewin`s Three Step Model. The study was carried out in eight (8) tertiary institutions in Rivers State. Descriptive survey design was adopted in the generation of data. The instrument for data collection used in this study was the questionnaire. The population of the study consisted of eight hundred and thirty-six (836) Office and information managers in seven public tertiary institutions in Rivers State. The respondents to this research are 270 participants which constituted the sample size obtained through Taro Yamene Sample Size Determination Formula. Descriptive statistics (mean, standard deviation, and percentages) were used as statistical tools for univariate analysiis the data, while simple linear regression analysis was used as statistical tool for bivariate analysis with the Statistical Package for Social Sciences (SPSS). Change management strategies have effect on Job performance in manufacturing companies. Leadership changes have a positive influence on job performance of office managers in the tertiary institutions in Rivers State. The study concluded that change management is a determinant of office managers’ job performance in in tertiary institutions. 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.