ORGANIZATIONAL CHANGE AND ORGANIZATIONAL

PERFORMANCE, A CASE STUDY OF ENUGU ELECTRICITY

DISTRIBUTION COMPANY

BY

ONUH CHIDERA PRECIOUS

22AH/0050/BAM

A PROJECT SUBMITTED TO THE DEPARTMENT OF BUSINESS

ADMINISTRATION AND MANAGEMENT, SCHOOL OF BUSINESS
AND MANAGEMENT TECHNOLOGY, FEDERAL POLYTECHNIC
NEKEDE OWERRI, IMO STATE.

IN PARTIAL FULFUILMENT OF THE REQUIREMENTS FOR THE

AWARD OF HIGHER NATIONAL DIPLOMA (HND) IN BUSINESS
ADMINISTRATION AND MANAGEMENT

NOVEMBER, 2024

APPROVAL PAGE

i
This project has been approved as satisfying the requirement for
the award of Higher National Diploma in Business Administration
and Management by Federal Polytechnic Nekede, Owerri.

------------------- -------------------

Dr. Obinna iwueke Date

(Project Supervisor)

------------------- -------------------

Mr. iwuoha Stanley Date

(Head of Department)

---------------------- -------------------

(External Supervisor) Date

DEDICATION

ii
This project is dedicated to God Almighty for his Agape love upon
my academics.

ACKNOWLEDGEMENT

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I would like to express my heartfelt gratitude to everyone who
supported and contributed to the successful completion of this
project, [Organizational Change and Organizational Performance (a
case study of Enugu Electricity Distribution Company)].

First and foremost, I am sincerely grateful to my project supervisor,

Dr. Obinna Iwueke, whose guidance, encouragement, and
invaluable insights greatly enhanced the quality of this work. Your
unwavering support and constructive feedback at every stage of
this project were instrumental in shaping the direction of this
research.

I also extend my gratitude to the Department of Business

Administration and Management, Federal Polytechnic Nekede,
Owerri, for providing the resources and facilities necessary for
conducting this study. I am deeply appreciative of the support from
the academic and administrative staff for their assistance
throughout my study.

I would also like to acknowledge the contribution of my classmates

and friends, Ezeogo Victor, Sylvester Precious

Special thanks to my family, Mr and Mrs Onuh for their

understanding, patience, and encouragement, especially during
challenging times. Your belief in me has been my driving force.

Finally, I dedicate this project to all those who continually strive for
knowledge, and I hope that the findings of this study will be
beneficial to future researchers in this field.

Thank you all.

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 ABSTRACT

The study on organizational change and organizational performance

with a focus on Enugu Electricity Distribution Company. The study
used a description survey design, the population of the study
consist of 300 staff of which 171 staff were from Enugu Electricity
Distribution Company, while Yaro Yemem formula was used to
determine the sample size. The research question were analyzed
with simple percentage and frequency table while the research
hypothesis were tested using simple correlation analysis by
personal 5% level of significance. The major finding of the study
were that there exist a significant relationship between
organizational change and organizational performance. It was also
concluded that if the method of introducing change is adequate,
timely and communicated to workers and stakeholders, it tends to
reduce resistance thereby leading to acceptance by majority and
this in turn facilitate effective performance by employees and
organization should identify the type and appropriate method of
change, they need to make sure it is introduced on time and
communicated to all and sundry in the organization to ensure
effective performance by Enugu Electricity Distribution Company
and improvement in the attitude of workers in the organization.

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 TABLE OF CONTENT

Title page

Approval page

Dedication

Acknowledgement

Abstract

Table of Content

CHAPTER ONE

10 Introduction

1.1 Background of the Study

1.2 Statement of the Problem

1.3 Objectives of the Study

1.4 Research Questions

1. 5 Research Hypotheses

1.6 Significance of the Study

1.7 Scope of the Study.

18 Limitations of the study

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1.9 Definition of term

CHAFTERTWO

2.0 Literature Review.

2.1 Conceptual Literature

2.2 Theoretical Literature

2.3 Empirical Literature

2.4 Researcher's Position.

CHAPTER THREE

3.0 Research Methodology

3.1 Introduction

3.2 Research Design

2.3 Sources of Data

3.4 Population and Sample Size determination

3.5 Sample Technique

3.6 Method of Data collection

3.7 Validity and Reliability of measurement instruments

3.8 Techniques of Data Analysis

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CHATTER FOUR

4.0 Data Analysis, Presentation and Interpretation

4.1 Introduction

4.2 Data Presentation

4.3 Data Analysis

4.4Test of Hypotheses

4.4 Interpretation of Result

CHAPTER FIVE

5.0 Summary of Findings, Conclusion, and Recommendations

5.1 Summary of Findings

5.2 Conclusion

5.3 Recommendation

Bibliography

Appendix

Questionnaire

viii
 CHAPTER ONE

1.0 Introduction
1.1 Background Of The Study

Organizational change is an important issue in organization. It is

actually a process in which an organization optimizes performance

as it works towards its ideal state. Organizational change occurs as

a reaction to an ever changing environment, a response to a

current crisis, situation or is triggered by a leader.

Organizational performance refers to how well an organization

achieves its goals and objectives. It encompasses various aspects

including efficiency, effectiveness and productively. Key indicators

of organizational performance include financial metric, employee

satisfaction, customer satisfaction and over all operational success.

Successful organization change is not merely a process to

adjustment but also requires sufficient managing capabilities.

However, there are many topics to be considered to achieve

successful change. Also, organizational change can significantly

influence performance by enhancing efficiency, fostering

ix
innovation, boosting employee morale and productivity, providing

competitive advantages and managing risks effectively. Hence this

report discusses the causes of organizational change, its elements,

approaches, process resistance management and the possible

factors leading to its breakdown.

All the things in this temporarily existing world changes, nothing

remain static forever, even the world itself. (Rescher, 1996) there

are many challenges that organizations face in dynamic

environment, but the most important is change, which changes the

way of doing things in the workspace.

Organizational change is explained as an alternator of an

organization’s environment, structure, culture technology or people

(Michael grandall, 2006). Organizations can either enter or exists

from the market by accepting and rejecting change.

Organizational change is a planned and integrated effort to improve

the effectiveness of an organization through the restructure of its

process on the basis of behavioral science, knowledge (primarily,

sociology and psychologically) organizational changes can be

initiated deliberately by managers. It can evolve within

x
a department. It can also be imposed by specific changes in policy

or procedure or it can arise from external pressures.

In organization, change may have high or low impact, a good

example of high impact changes is when there is a major re-

organization which in turn affects the entire organization, while an

example of low impact change is where a few people are

transferred from one sector to another.

Change is inevitable in any organization, because business operate

in a dynamic environment which implies changes. An organization

that fails to recognize the inevitability of change is doomed for

failure the management that succeed is one that is constantly

adopting the direction and the operation of its enterprise to change

in technological, social, political and economic in which its operates

Brief History of Enugu Electricity Distribution Company

The Enugu electricity distribution company (EEDC) was officially

established on November 2013, following the privatization of the

power holding company of Nigeria (PHCN) the privatization was part

of a broader initiative by the Nigeria government to improve the

sector’s efficiency and service quality. Before its privatization,

xi
power sector in Nigeria was managed by (PHCN) which struggled

with issues, such as inadequate infrastructure, power maintenance

and inefficiency in services delivery, the government privatization

efforts aimed to address this problems by dividing the sector into

generation, transmission and distribution segments with private

companies taking over the distribution aspects.

EEDC was one of the successor companies to PHCN and was

awarded the license to distributed electricity in south eastern states

such as Enugu, Abia, Anambra, Ebonyi and Imo. Since its

establishment, EEDC has focused on improving power supply

reliability, customer services and infrastructure within its franchise

area. The company has undertaking various projects to modernize

its network, enhance mastery system and reduce technical and

commercial loses.

1.2 Statement of the Problem

Several research studies have dealt with issues of organizational

change and performance, but not withstanding there exist problems

arising from change which may have affected the performance of

organization (EEDC) among these some of the problems that made

xii
the researcher to embark on the study, the method of introducing

change, the nature and magnitude of the change, the timing of the

change the organizational awareness of the change, the effect of

change on organizational performance and the resistance to change

by workers in organizations. (Enugu Electricity Distribution

Company. EEEDC)

1.3 Objectives of the Study

Specific objectives are:

1. To determine the effect of introducing change on

organizational productivity.

2. To determine how change process affect re-execution of

tasks.

3. To ascertain the relationship between types of change and

attainment of objectives

4. To find the relationship between change technique and

competition

1.4 Significance of the Study

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 In view of this research work the beneficiaries are as follows;

management, government, organization and students

The management of EEDC might use or apply the result of this

study in managing their own business effectively.

The policy making arm of government appreciate the work and

therefore be more considerate on the type of policies they may

introduce.

It will help organization achieve better customer satisfaction and

these increase sales, volume and performance by adapting to

changed in their organization. Finally, its provides information for

students and scholars for future research and expansion of

knowledge gap.

1.4 Research Questions

The following research questions guided this study

1. What is the relationship between change process and

productivity?

2. How does changes process affect the execution of tasks?

3. How do types of change affect the attainment of objectives?

xiv
 4. What is the relationship between change technique and

organization

1.5 Research Hypotheses

The following research hypotheses were formulated for the study.

HO1: Change process has significant relationship with employee

productivity HO1: change process does not have significant

relationship with employee productivity

HO2: There is no significant relationship between change process

and execution of tasks

HO2: There is no significant relationship between change process

and the execution of tasks.

1.6 Scope of the Study

This study on the relationship between organizational change and

performance will be concentrated on employees of all cadres in

Enugu Electricity Distribution Company.

1.7 Limitations of the Study

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There are constraints encountered by the research while carrying

out the research work. They include

Time: Time was a major limited factor considering the little time

frame for the semester

Attitude of Respondents: the respondents who thought that the

research is out to take undue advantage of their business

information, even when told it was far academic purpose posed a

problem

Finance: money is also a serious impediment due to the numerous

trip that has to be embarked on for the purpose of this research

work.

1.7 Definition of Terms

Organizational change is an organization going through a

transformation. Organizational change occurs when business

strategies or major sections of an organizational are altered, Also

known as reorganization, restructuring and turnaround.

xvi
Organizational performance refers to how well an organization

achieve its goals and objectives, it encompasses various aspects

including efficiency, effectiveness, productivity and organizational

performance.

CHAPTER TWO

2. 0 Literature Review

2.1 Conceptual Literature

2.1.1 The Concept of Change

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Change has become the norm in most organization, plant closing,
business failure, mergers and acquisitions and downsizing have
become experience to organization globally. Unfortunately, the
world surrounding the organization is nowhere near as stable. In
other word, change happens. Change, according to Peter Drucker,
is a deliberate adaption of organizational processes and structures
to remain relevant in a dynamic environment. Francis and Sinclair
view change as a continuous social reconstruction, involving shifts
in shared meanings over time. Vando Van and Poole define it as the
empirical observation of differences in state, quality or form with an
entity, such as person’s role or organizational strategy. Victor Hugo,
as quoted by Cameron Conaway, emphasizes that change involves
evolving while preserving essential values, reflected in the phrase,
“Change your leaves, and keep intact your leaves” Karx Lewin
explains change through stages; unfreezing old patterns,
implementing new behaviors and unfreezing them to ensure
stability.

2.1.2 Types of Change

There are two basic forms of change in organization:

Planned Change: This occurs when a change in an organization is

anticipated and allows for advance preparation. So, it is a deliberate
decision to alter the organization. Organizations that wish to move
from a traditional hierarchical structure to one that facilitates self-
managed teams must use a proactive carefully orchestrated
approach. However, not all change is planned.

xviii
Unplanned Change: is a change that is ongoing or happens so
quickly and at times unforeseen. It is a dynamic in nature. Changes
in government regulation, changes in the economy and technology,
for example are often unplanned. Responsiveness to unplanned
change requires tremendous flexibility and adaptability on the part
of the organizations. The change managers must contend with its
dynamic change which determines the continuous existence of the
organization, rather than a discreet event as with planned change.

2.1.3 The Scope of Change

The scope of change refers to how extensive and impact a

modification is within an organization, system or individual. It
defines the areas processes or rules affected and help with effective
planning and management. Changes can range from small
adjustments, like updating policies, to major transformation, such
as restructuring an organization. The timeframe may be a short-
term or long-term, involving various stakeholders like employees or
customers. Successful change requires proper resources, such as
technology or training, and aims to achieve goals like improving
efficiency or meeting regulations. Identifying risks such as
employee resistance ensures smooth transitions.

In summary, understanding the scope of change helps allocate

resources efficiently and ensures everyone involved is prepared for
the transition.

2.1.4 The Role of Change Agent

xix
The individual or groups that undertake the task off introducing and
managing a change in organization is known as the change agent.
Change agents can be internal, such as managers or employees
who are appointed to oversee the change process. In some
organization like EEDC managers and employees alike are
developing the needed skills to produce change and innovating in
the organization. Change agents can also be external, such as
outside consultants.

Internal change agents have certain advantages in managing the

change process. They know the organizations past history, its
political system and its culture; internal change agents are likely to
be careful about managing change. There are disadvantages,
however, to using internal change agents, they may be associated
with certain factions within the organization and may easily be
accused of favoritism.

External change agents bring an outsider’s objective view to the

organization. They may be preferred by employees because of their
impartiality. External change agents face certain problems,
however, not only are their knowledge of the organization’s history
limited, but may also be viewed with suspicion by organization
members. External change agents have more power in directing
changed as being trustworthy credible and possessing important
expertise.

2.1.5 The Process of Change in Organizations

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Organizations tend to respond to change process by continuing to
do what they are good at. Change processes such s business
process, re-engineering cannot ensure the success of change. The
people aspects of change are the most critically important for
successful transformations. Even Michael Hammer, who launched
the reengineering movement, admits that he forgot about the
“ocibke aspects” of change. “I was insufficiently appreciative of the
human dimension. I have learned that it is critical” if people are not
taken into account, a change process will be negatively affected or
may even fail.

The challenge of managing the change process involves harnessing

the energy of diverse individuals who hold a variety of views to
change.

2.1.6 Causes of Resistance to Change

Some of the major reasons for resistance to change include:

Fear of Unknown: Employees fearing technological change such

as introduction of a new computer system may resist the change
simply because it introduces ambiguity into what was once a
comfortable situation for them.

Fear of the unknown, when a change is impending some may fear

losing their status because of change.

Uncertainty: Result from fear of the unknown and lack of

information about the future. It can be threatening when

xxi
employees’ fears are based on negative consequences of previous
changes in the organization.

Different Perspectives and Goals: A proposed change may be

viewed through different lenses by employees with differing goals
and perspectives.

Cultures that value tradition: Some organizational cultures are

not supportive of change, valuing tradition and customary ways of
doing things instead.

2.1.7 Tactics of Introducing Change

The tactics for bringing about change in an organization include:

i. Communication and Education: One way to overcome

resistance to change is to educate employees about why the
change is needed. Information should flow in both directions.
The individuals change in a change should become aware of
why people fear the change and provide information that
eliminates some of the uncertainty.
ii. Employees Involvement: Involving potential resistors in the
design and implementation of change can often help diffuse
resistance.
iii. Negotiation: Include making concessions and given
resources or rewards to resistors in exchange for their
cooperation, individuals who have negative attitude towards a
change may be given opportunity to take early retirement or
transfer elsewhere.

xxii
iv. Coercion: Confronting and forcing resisting employees to
change is the use of coercion. Coercion may be necessary in a
crisis, when speed is essential or changes will not be popular.
v. Top-Management Support: helps discourage resistance
because it shows that the change is important. Change can
require the collaborations, of several organization units or
departments, and some units may fare better than others,
creating the potential for conflict over resources. In such case,
top management support can facilitate cooperation.

2.2 Theoretical Literature

Forced-Field Analysis

The force-field analysis model of change developed Kurt Lewin,

states that two sets of opposing forces at equilibrium before a
change takes place. The force consists of driving forces, which are
opposed to change. When two forces are evenly balanced, the
organization is in status quo state and does not change.

To implement change, the force-field model of change suggests

that management can choose from one of the three change
strategies. Management can increase the driving forces that drive
the change relative to the restraining forces; reduce the restraining
forces that oppose the change, relative to the driving forces or
both.

THE THREE STEPS MODEL OF ORGANIZATIONAL CHANGE

xxiii
Kurt Lewin, a noted social psychologist, also developed the three
step model of organizational change. The three steps are
unfreezing, change and refreezing

Unfreezing involves melting resistance to change by dealing with

people’s fears and anxieties so that they can be more open to
change.

The second step is to change itself, which is a departure from the

status quo. Change can involves technology, people, products
services or management policies or administration.

The final step is refreezing in which new management practices

values and employees’ behavior are established as part of
employees’ new routines. Coaching, training and adapting
appropriate reward systems facilitate the refreezing step.

2.3 Empirical Literature

The purpose for carrying out an empirical study is to investing how

change efforts influence performance outcomes in organizations,
particularly within EEDC. Below is a detailed outline:

1. Concept of Organizational Change: Change includes

planned or unplanned shifts in structure, technology,
processes and policies.
 Lewin’s change model and Kotter’s Eight-step change model
often guide such studies.

xxiv
 Empirical works suggest successful change depends on
leadership involvement, communication, and a change
friendly organizational culture (Burnes, 2004).
2. Impact of organizational change on performance is often
measured by operational efficiency, financial gains, customer
satisfaction, and employee morale. Armenakis and Bedeian
1999, show that poorly managed changed can lead to
resistance, stress and performance decline, while well-
managed ones improve productivity.
3. Empirical Evidence from the Energy Sector: Utilities like
EEDC face sector specific challenges, regularly reforms,
privatization, and service delivery expectations.
Research on Nigeria’s electricity reforms (Eberhard, Godinho,
2017) highlighted how companies often encounter
performance bottlenecks but see improvement with time and
strategies realignment.
4. Leadership and Change Management in EEDC: Leaders
play a critical role in steering change through strategies vision,
motivation, and managing resistance. For EEDC, leadership
effectiveness in communication and stakeholder engagement
is key especially with power distribution reforms and customer
demands for better services. Change management models
applied empirically in energy companies, like EEDC; suggest a
need for gradual cultural shifts to achieve performance
improvements.

xxv
5. Challenges of change in EEDC: Privatization and
deregulation in Nigeria’s power sector have introduced
challenged such as funding gaps, obsolete infrastructure, and
customer dissatisfaction.
Empirical studies emphasize the importance of employee
training, process automation, and performance management
systems in improving services quality.
6. Research Gaps and Justification for Study: This study
aims to contribute empirical findings relevant to EEDC by
exploring the link between the company’s change initiative
and their performance outcomes.

xxvi
2.5 Researcher’s Position

Given the conceptual nature of this study, review of relevant

literature and conceptual model presented for future empirical
study.

This study posits that effective organizational change strategies

significantly enhance performance metrics within Enugu Electricity
Distribution Company (EEDC). By employing robust change
management frameworks, EEDC can address operational
inefficiencies, improve employee engagement, and elevate
customer satisfaction.

The findings indicate that the alignment of change initiatives with

organizational goals fosters a cultural of adaptability and resilience
ultimately leading to sustainable performance improvements. Thus,
successful navigation of change processes is critical for EEDC to
thrive in a competitive and evolving energy sector.

xxvii
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter contains the following sub-sections: research design,

source of data, population and sample size, sampling technique,

instrument of data collection, validity and reliability and method of

data analysis.

3.2 Research Design Method

The research made use of descriptive method. The design helps the

researcher get the opinions of the respondents through

questionnaire and interviews.

3.2 Sources of Data

The researcher made use of both primary and secondary data

collection to enable her carryout the research work completely.

Primary source; these are a firsthand information collected in the

fields, specifically from the respondents for the topic at hand

xxviii
through questionnaire, interviews and observation

Secondary source: these are already existing data but are relevant

to the study. They are collected from books journals and other

people work to help the researcher in carrying her work and to

reduce cost.

3.4 Population of the Study

The population of the study consisted of 300 employees in Enugu

state, the staff is made up of top managers, middle managers and

lower managers.

Employees Score
S/ Firm Top Middle Lower Total
N
1 Enugu Electrical 65 95 140 300
Distribution
Company
Total 65 95 140 300
Source: Field survey, 2024

In determining the sample size, the researcher use the entire

population of 300staff and the Yaro Yamen’s formula was used for
the determination which is stated thus.

N
n=1+N (e)2
Where n=sample size

N= population of study

xxix
 e2= error provision =0.03

Therefore we have

n = 300
1+300(0.0025)
n = 300
1+0.75

n = 300
1.75
n = 171

This entails that 171 respondents will be used in the study.

3.5 Sampling Techniques

Similarly, the technique used for sampling is the simple random

sampling technique. This is because, it ensures that every member

of the population has equal chance of being selected and it is easy

to understand.

3.6 Instrument of Data Collection

The researcher used questionnaire because it is a major instrument

of data collection in survey design. The researcher also made use of

oral interview schedule with open ended questionnaire.

3.7 Validity and Reliability of the Instrument

xxx
For content validation, the questionnaire was given to panel of

experts drawn from the Enugu Electrical Distribution Company,

where suggestions helped to modify the questionnaire. Thereafter,

the questionnaire was taken to the researcher’s supervisor who

modified it as necessary. The questionnaire was also pilot tested.

The pilot testing involved the administration of the instrument to a

random scale of EEDC and profit making organization that is outside

Enugu metropolis. This aided modification of the research

questionnaire making it clear and unambiguous to the actual

respondent

3.8 Method of Data Analysis

The researcher made use of simple percentage and tables to

analyze the questionnaire and oral interviews items, while

statistical tool (T-test) was used to test the hypothesis.

The formula for sample percentage is stated as:

Percentage (%) =F X 100

N 1
Where, F = number of respondent

N = total number of responses

The statistical tool used to analyze the data generated from

questionnaire was the simple correlation analysis by Pearson.

xxxi
 n ƹxy−ƹxƹy
r = √ ¿ ¿ -( ƹ x)2(n ƹy2-( ƹy ¿2)
2

Decision rule: basically, null hypothesis (Ho) is rejected when the

0
calculated result (t) is greater than the tabulated result (t 2 v) and
vice-verse

CHAPTER FOUR

4.0 Data Presentation, Analysis Interpretation

4.1 Introduction

In this chapter the research presented, analyzed and interpreted

the data collected which provided as state earlier in the last

chapter. Statistical tables were used in the analysis which were

appropriately numbered and titled to show exactly what is being

analyzed and objective interpretation of data displayed in the table

for clear result.

4.2 Presentation of the Data

xxxii
 The method adopted by the researcher involved detailed and

careful analysis of the available data and were presented using

simple percentage.

4.3 Analysis of Data

In analyzing the data, the information showed that there were

different opinions or observations from workers of Enugu Electrical

Distribution Company. The sample size calculated result was 171,

but 165 was respondent were used for the analysis. The difference

is as a result of the administered questionnaires that were not

returned or not properly filled by the respondents

Questionnai Number Percentage Percentage

re returned not returned
administere returned
d
171 165 3.5% 96.5%

Question: there is a relationship between organizational change and

performance

Table 4.3.1 Organizational Change and Performance

Option Respondents Percentage (%)

Strongly agree 65 39.4
Agree 30 30.3

xxxiii
 Neutral - -
Disagree 20 12.1
Strongly Disagree 30 18.2
Total 165 100
Source: field survey, 2024

Table 4.3.1 shows that 65 respondents representing 39.4% strongly

agreed that there is a relationship between organizational change

and performance, so respondents representing 30.3% agreed to

that while 20 respondents representing 12.1% disagreed to that; 30

respondents representing 18.2%strongly disagreed to that and

none of the respondents were neutral

From the analysis, it shows that majority agreed that there is a

relationship between organizational change and performance.

Question 2: Organizational change affects performance by

improving worker’s productivity.

Table 4.3.2 Organizational change affects performance by

improving worker’s productivity

Option Respondents Percentage (%)

Strongly agree 70 42.4
Agree 30 18.2
Neutral - -
Disagree 30 18.2

xxxiv
 Strongly Disagree 35 21.2
Total 165 100
Source: field survey, 2024

Table 4.3.2 show that 70 respondents representing 42.4% strongly

agreed that organizational change affect performance by improving

workers’ productivity; 30 respondents representing 18.2% agreed

to that, while 30respondent representing 18.2%disagree to that; 35

respondents representing 21.2% strongly disagree to that and none

of the respondents were neutral .

From the analysis, It shows that majority of the respondent agreed

that organizational change affect performance by improving

worker’s productivity.

Question 3: Changes in organization can affect workers attitude

Table 4.3.3 Organizational change and workers attitude

Option Respondents Percentage (%)

Strongly agree 80 48.5
Agree 40 24.2
Neutral - -
Disagree 25 15.2
Strongly Disagree 20 12.1
Total 165 100
Source: field survey, 2024

xxxv
Table 4.3.3: shows that 80 respondents representing 48.5%

response strongly agreed that changes in organization can affect

worker attitude 40 respondents representing 24.3% agreed to that;

while 25 respondents representing 15.2% strongly disagreed to that

20 respondents representing 12.1% strongly to that and none of the

respondent were neutral. From the analysis, it shows that majority

agreed that timing change affect worker performance in the

organization

Question 5: Communication of change enhances worker attitude to

increase performance

xxxvi
Table 4.3.5 Communication of Change And Worker Attitude

Option Respondents Percentage (%)

Strongly agree 70 42.4
Agree 50 30.3
Neutral - -
Disagree 20 12.1
Strongly Disagree 20 12.1
Total 165 100
Source: field survey, 2024

Table 4.3.5 show that 70 respondents representing 42.4% strongly

agreed that communication of change enhances worker attitude to

increase performance, 50 respondent representing 30.3% agreed to

that while 20 respondent representing 12.1% representing

disagreed to that 25 respondent, representing 15.2% strongly

disagreed to that, none of the respondent were neutral. From the

analysis, it shown that majority of the respondent agreed that

communication of change enhance worker attitude to increase

Performance.

QUESTION 6: Awareness of Change In The Organization Tend To

Reduce Worker Resistance

xxxvii
Table 4.3.6 Awareness of Change worker Resistance

Option Respondents Percentage (%)

Strongly agree 69 41.3
Agree 66 40
Neutral - -
Disagree 30 18.1
Strongly Disagree 20 -
Total 165 100
Source: field survey 2024

Table 4.3.6 show that 69 respondent representing 41.5% strongly

agreed that awareness of change in the organizational tend to

reduce worker resistance, 60 respondent representing 40% agreed

to that while 30 respondent representing 18.2% disagreed to that

none of the respondent strongly to that; none of the respondents

strongly disagreed and none from the analysis it shows that major

agreed that awareness of changes in the organizational trend to

reduce worker

Question 7: There are challenges involve in achieving that

awareness of change in the organization tend to reduce

Option Respondents Percentage (%)

Strongly agree 92 55.8

xxxviii
 Agree 73 44.2
Neutral - -
Disagree -
Strongly Disagree 20 12.1
Total 165 100
Source: field survey 2024

Table 4.3.7 show that 69 respondent representing 41.5% strongly

agreed that there are challenges in achieving change by EEDC, 73

respondent representing 44.20% agreed to that while none of the

respondents disagree, strongly disagreed and none were neutral.

From the analysis it shows that major agreed that all agreed that

challenge involve in achieving changes by EEDC

Question 8: Internal and external force are the major are the major

reason for resistance that challenge

Table 4.3.8 Forces and resistance to change

Option Respondents Percentage (%)

Strongly agree 100 60.5
Agree 65 39.4
Neutral - -
Disagree -
Strongly Disagree 20 12.1
Total 165 100
Source: field survey 2024

xxxix
Table 4.3.8 show that 100 respondent representing 60.6%

respondent strongly agreed that internal and external force are the

major are the major reason for resistance that change, 65

respondent representing 39.4% agreed to that while none of the

respondents disagree, strongly disagreed and none were neutral.

From the analysis, it shows that majority agreed that internal and

external force are the major reason for resistance that change.

Question 9: Organizational high performance depend on the

method used in introducing change

Table 4.3.9 Organizational high performance depends on the

method used in introducing change

Option Respondents Percentage (%)

Strongly agree 88 53.3
Agree 32 19.4
Neutral - -
Disagree 27 16.4
Strongly Disagree 18 10.9
Total 165 100
Source: field survey 2024

Table 4.3.10 show that 88 respondent representing 53.3% strongly

agreed that organizational high performance depend on the method

used in introducing change, 32 respondent representing 19.4 %

xl
agreed to that while 24 respondent representing 16.4% disagreed

to that18respondent representing 10.9% strongly disagreed and

none were neutral. From the analysis it shows that major majority

agreed that organizational high performance depend on the method

used in introducing change.

Question 10: High impact changes enhance attainment of

organizational goal and objective.

Table 4.3.10 High Impact Change Enhance Attainment Of

Organizational Goal And Objective.

Option Respondents Percentage (%)

Strongly agree 20 12
Agree 25 15.2
Neutral - -
Disagree 28 47.3
Strongly Disagree 42 25.5
Total 165 100
Source: field survey 2024

Table 4.3.10 show that 20 respondent representing 12% respond

strongly agreed that high impact change enhance attainment of

organizational goal and objective., 25 respondent representing

15.2 % agreed to that, while 28 respondent representing 47.3%

disagreed to that, 42 respondent representing 25.5% strongly

xli
disagreed and none were neutral. From the analysis it shows that

high impact change enhance attainment of organizational goal and

objective.

nϵxy−ϵxzy
r = √¿¿¿

6(28615) – (663) (325)

r =√ 81275− ( 665 )2 (6(25175)−( 325 ) 2¿)¿

171690 - 216125
r =√ ¿ ¿ ¿

-44435
r= √(45425¿¿ )(45425)¿

-44435
r= √ 206340625
−44435
= 45425

r = 0.98

t- cal =
√
r n−2
¿¿ 1−r 2

= -0.98
√
❑ 6−2
¿¿ 1−(−0.98)2

xlii
= -0.98
√
❑ 4
¿¿ 1−0.396

= 0.98 √ 101.010101

= -9.849

=∞=5 %=0.05

Decision Rule: We shall reject the if – lead < - + - table ∞ t /2 , v

0.05
t ∞ /2 , v ¿=t n=2
2

= t0.025, 6-2

= t0.025, 6-2

= t0.625, 4 = -2.776

Decision: Since teal (-9.349) is less than the table value (-2.276),
we reject the null hypothesis and hence calculate thus:

Using the simple correlation Analysis

X Y Xy X2 Y2
3 120 45 5,400 14400 2025
5 120 45 5400 14400 2025
6 135 30 43 4380 18,225
8 165 0 0 27225 0
10 165 0 0 22325 0
12 125 40 3,000 15625 1600
830 160 20180 117100 6550

Hypothesis Two

HO: Change processes have significant relationship with employee

productivity

xliii
H1: Change process does not have significant relationship with
employee productivity

nϵxy−ϵxϵy
r = √¿¿¿

6(201808) – ( 830 ) (160)

r = √6 ¿¿¿

12020 - 132800
r = √ 2022600❑ – 688900 ( 39300 )−(25600¿)¿

-11720
r = √ ( 13700 ) (13700)

-11720
r = √ 187690000

-44455
r = √ 13700

r = 0.86

t – cal r ❑
√ n−r
¿¿ r −r 2

=
√
❑ 6−2
¿¿ 1−(−0.86)2

=
√
❑ 4
¿¿ 1−0.7596

=√ 15.360983

xliv
= -0.86 (3.919309008)
t = -3.371
=∞=6 %=6.05

Decision Rule: Since teak (-3.371) is less than the table ratio (-
2.776) we reject the null hypothesis and hence conclude that
change in process have significantly relationship with employee
productivity.

4.4 Interpretation of the Data

From the research questions, it was observed that majority of
respondents agreed that organizational change affects performance
by increasing workers productivity.
Also the result of the hypothesis hosted gave research question,
answers that there is significant relationship between change
process and exchange tasks.
According Judges and Doughlas and also less in their empirical work
in organizational change and performance (EEDC) revealed that
there is a strong positive relationship.
CHAPTER FIVE

5.0 Summary of Findings, Conclusion and Recommendation

5.1 Summary of Findings

The study has revealed the following:

i. Organizational change has a significant impact on the

performance of EDDC, thereby leading to attainment of

organizational success, goal and objective

xlv
 ii. Organizational change has significant affection employee

productivity, thereby leading to increase in performance as

well as reduction on the change resistance

iii. Internal and external force are the major reason for

resistance to change as a result of the negative or positive

affect it plays on worker productivities

5.2 Conclusion

Since change is inevitable and inescapable and part of our social

and organizational lives. This means organizational change is

basically needed to enhance organization performance (EDDC), but

when the method of introducing change is inadequate, it will lead to

ineffectiveness organizational failure, inefficiency and low

performance of employee and the organization in general.

When chance is timely, with an appropriate method and it is being

communication to employees in the organization it tends to reduce

resistance and read to acceptance by majority and this facilitate

effective performance of employee and the organization in general.

5.3 Recommendation

xlvi
Based on finding of this study, the following are recommended for

organizations

i. Ensure that they identify the type of method of change that is

appropriate for their organization, exploit them and use them

in enhancing their organization performance

ii. Since change has a persuasive influence organization should

be very careful when making right type and method of

introducing change is not implemented, its whole essence will

be defeated, thereby leading to disaster and organizational

change failure

iii. Ensure change is not introduced for its mere purpose but for

effective and efficient result that will be lead to improving the

overall performance in the organization and competitive

standing of other

iv. Ensure change in introduced gradually, one step at a time, one

after the other and the right change of the right time

v. Effective communication, which is indicating that something

needs to be changed or altered, this, if not timely or done at

the right time that change is needed, the whole essence will

be defeated.
xlvii
vi. Organizations should always identity new ways of doing things

in order to move in line with the changing trends in business

environment. this is because, an organization that succeeds is

one that is constantly adopting the operation and direction of

its enterprise to changes in technological, social, political and

economic environment in which it operates.

BIBLIOGRAPHY

Alkanna, 0.4 (1998): Organizational Behavior and Human relation

Management, Owerri Konotte Press Ltd

Anna, M. Owoh (2007): Organizational Behavior Owerri, Venture

Enugu.

Iwueke Obinna, C. Organizational Behavior, Owerri Add More Prints

Concapts.

xlviii
Masom, H. (1970) Psychology in Management, Condon McGraw Hill
Company

Microsoft Encerta (2006). Development Economics Red Mould, H.D

Microsoft Corporation.

Nwaeketo C. C (2006) Fundamentals of small scale Industry

Management in Nigeria, Owerri, Bill Fred. Nig Ltd

Nwokore, M. G. (1981)! Modern Marketing for Nigeria Macmillan

Pressing Ltd, London and Basing Stech.

Okonkwo (2008) Development Administration an Managemant of

Development, Abakilila, Ugubis Printin and Publishing [Link].

Onnualah, S. L. C (1999): Entrepreneurship in Small Business Firms.

Ikeja G-May Investment Ltd

Ugiagbe M. and Nwaneri C. (2013): Management Change and

Development, Owerri Favoured Publishers.

Business Administration and

Management ,
School of Business and
Management Technology,
Federal Polytechnic Nekede,
P.M.B 1036 Owerri,
Imo State.
Dear Respondent,

xlix
 APPLICATION FOR COMPLETION OF RESEMACH
QUESTIONNAIRE

I am a final year student of the above named institution. I am

currently conducting a research on the topic "Organizational
Change and Organizational Performance, A Case Study of Enugu
Electricity Distribution Company".

Kindly assist I by completing this questionnaire, the exercise is

purely academic and the information supplied would be used or
treated with strict compliance counting on your cooperation.

Thanks in anticipation.

Yours Faithfully,

Onuh Chidera
Precious

QUESTIONNAIRE

The questionnaire sample used is therefore presented thus:

Section A

Please tick [√ ] inside the appropriately

1. AGE BRACKET

a. 18 -25 years

l
 b. 26 – 35 years

c. 36 – 45 years

d. 46 – above

2. LEVEL OF EDUCATION

a. FSLC

b. WAEC/SSCE

c. OND/NCE

d. HND/DEGREE

3. LENGTH OF SEPIUTCE

a. One years

b. Two years

c. Three years

d. Above

SECTION B

S/ QUESTION SA A N D SD
N
1 There is a relationship organizational
change and performance of profit
making organization in Nigeria
2 Organizational change affect
performance by improving workers
productivity
3 Changes in any organization can affect

li
 worker attitude
4 Timing of change affect workers
performance in the organizations.
5 Communication of change enhances
worker attitude to increase
performance
6 Awareness of change in the
organization tend to reduce
7 There are challenges involve in
achieving charge by profit making
organizations
8 Internal and external forces are the
major reason foe resistance to change
9 Organizations high performance
depends on the method used in
introducing change
10 Change has negative and positive
effect on worker attitude
11 High impact change enhance
attainment of organizational goals and
objectives
12 Effective turning and implementation
of change enhance workers attitude to
increase performance

lii