CHAPTER ONE
INTRODUCTION

1.1  BACKGROUND OF THE STUDY

Change management consists of those processes required to facilitate the embracing and acceptance of change by stakeholders in the organization or operating environment. The process requires the application of principles, skills, and techniques for managing ‘people in the process of change management so as to achieve the expected change result of a project or initiative. The change management process is vital for the successful implementation of change in the organization. The change management process consist of; ESTABLISHING A VISION; This involve defining the Change purpose .It is expected that the leadership outline the vision of the expected outcome as a result of the change. This vision should be shared at all levels of the organization so as to get everyone committed to the vision. INVOLVE SENIOR LEADERSHIP; The senior leadership of the organization should be engaged in the process to induce the commitment of the all members of the organization. Senior leadership is expected to communicate to the staffs that the change represents a positive development for the organization, which will lend legitimacy to the initiative. DEVELOP A CHANGE MANAGEMENT PLAN; Component of the change management plan consist of  Vision and goals, Stakeholders, Resources, Time-specific milestones ,Communications tools and strategy; ENGAGE STAKEHOLDERS ;The people are the central objective of any successful change. It is therefore important to involve stakeholders early. A Booz Allen Hamilton study of governmental change efforts found that 75 percent of successful change leaders utilized a collaborative approach for developing and implementing change, compared with 33 percent of unsuccessful change leaders; COMMUNICATE AT ALL LEVELS; This will enhance openness and understanding of the vision, goals and objectives and as well induce feedback; CREATE INFRASTRUCTURE TO SUPPORT ADOPTION; This will require changing norms, culture, values and behaviors. This process takes time. Consequently   senior leadership and all members of staffs must collaborate to create an environment to actualize the change outcome. This process will require training and providing the tools necessary to promote long-run adoption. The provision of needed resources indicates to the stakeholders that the change is a priority and the organization is committed to its success. Staff productivity is the evaluation of staff efficiency in the organization in terms of the amount of output of an employee in a specified period of time. However the success of the organization depends on the overall staff productivity.Therefore when the employees are carried along in the change process it will result to employee accepting the change outcome for the attainment of organizational success. The research therefore seeks to proffer an evaluation of organizational change and its impact on staff productivity (case study of union bank plc.).

1.2 STATEMENT OF THE PROBLEM

Change management consists of those processes required to facilitate the embracing and acceptance of change by stakeholders in the organization or operating environment. The process requires the application of principles, skills, and techniques for managing ‘people in the process of change management so as to achieve the expected change result of a project or initiative. The change management process is vital for the successful implementation of change in the organization. The research conducted in the past demonstrates that 70 percent of change efforts within organizations fail. Because of the neglect of the change management process.  Therefore a major threat to successful change process implementation includes the neglect of collaborative efforts which entails not focusing enough attention on the ‘people’ component of the change. According to a famous leadership and change expert Dr. John Kotter the change process which consists of   series of steps needs a time extension to produce the desired outcome and ultimately requires the commitment of all stakeholders. Staff productivity is the evaluation of staff efficiency in the organization in terms of the amount of output of an employee in a specified period of time. However the success of the organization depends on the overall staff productivity.Therefore the neglect of the employees in the change process is likely not going to bring the desired result of employee acceptance of the change and thereby leading to lack of employee productivity. Consequently the problem confronting the research is to proffer an evaluation of organizational change and its impact on staff productivity (case study of union bank plc.)

 1.3  OBJECTIVES OF THE STUDY

To proffer an evaluation of organizational change and its impact on staff productivity (case study of union bank plc.)

 1.4  RESEARCH QUESTIONS

What is organizational change and staff productivity?

What is the level of impact of organizational change on staff productivity?

What is the level of impact of organizational change on staff productivity in union Bank?

1.5  SIGNIFICANCE OF THE STUDY

The study shall proffer an evaluation of organizational change and its impact on staff productivity (case study of union bank plc.)

1.6  RESEARCH HYPOTHESIS

Ho The level of impact of organizational change on staff productivity in   union bank plc. Is low

Hi The level of impact of organizational change on staff productivity in   union bank plc. Is high

1.7  SCOPE OF THE STUDY

The study focuses on the evaluation of organizational change and its impact on staff productivity (case study of union bank plc.)

 1.8  LIMITATIONS OF THE STUDY

The study was confronted by some constraints including geographical factor and logistics.

1.9  DEFINITION OF TERMS

STAFF PRODUCTIVITY DEFINED

Staff productivity is the evaluation of staff efficiency in the organization in terms of the amount of output of an employee in a specified period of time.

CHANGE DEFINED

Change management consists of those processes required to facilitate the embracing and acceptance of change by Employees and stakeholders in the organization or operating environment.

REFERENCES

John P. Kotter, (1995) Leading Change: Why Transformation Efforts Fail, Harvard Business Review,

Suzanne Bond Hinsz, (2013) Change Management, Deloitte, USAID.

Sergio Fernandez and Hal G. Rainey (2006.), Managing Successful Organizational Change in the Public Sector, Public Administration Review,

The World Bank, (2009) Communication for Governance and Accountability Program, Change Management.

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