© University of Cape Coast
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UNIVERSITY +iOF +iCAPE +iCOAST
ORGANISATIONAL +iCHANGE +iAND +iEMPLOYEE +iPERFORMANCE +iAT
+i
UNIVERSITY +iOF +iEDUCATION, +iWINNEBA, +iGHANA.
BY
ALBERTA +iTALATA +iANKOMAH
Dissertation +iSubmitted +ito +iDepartment +iof +iManagement +iStudies, +iSchool +iof
+i
+i
Business, +iCollege +iof +iHumanities +iand +iLegal +iStudies, +iUniversity +iof +iCape
Coast +iin +iPartial +iFulfillment +iof +ithe +iRequirements +ifor +ithe +iAward +iof +iMaster
+i
of +iBusiness +iAdministration +iDegree +iin +iManagement
NOVEMBER, +i2019
1
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DECLARATION
Candidate’s +iDeclaration
I +ihereby +ideclare +ithat +ithis +idissertation +iis +ithe +iresult +iof +imy +iown +ioriginal +iwork
+i
and +ithat +ino +ipart +iof +iit +ihas +ibeen +ipresented +ifor +ianother +idegree +iin +ithis
+i
University +ior +ielsewhere.
Candidate’s +iSignature…………………………….. +iDate: +i……………………
Name:.........................................................................
Supervisor’s +iDeclaration
I +ihereby +ideclare +ithat +ithe +ipreparation +iand +ipresentation +iof +ithe +idissertation
+i
were +isupervised +iin +iaccordance +iwith +ithe +iguidelines +ion +isupervision +iof
+i
dissertation +ilaid +idone +iby +ithe +iUniversity +iof +iCape +iCoast.
Supervisor’s +iSignature: +i……………………………..Date: +i…………………
Name:..............................................................................
ii
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ABSTRACT
The +ipurpose +iof +ithe +istudy +iwas +ito +iexamine +iorganisational +ichange +iand +iemployee
+i
performance +iat +iUniversity +iof +iEducation, +iWinneba, +iGhana. +iThe +ispecific
+i
objectives +iof +ithis +istudy +iwere +ito +iexamine +ithe +ieffect +iof +ileadership +ichange +ion
+i
employee +iperformance; +iexamine +ithe +ieffect +iof +ichange +iin +itechnology +ion
+i
employee +iperformance, +iand, +iexamine +ithe +ieffect +iof +ichange +iin +iorganisation
+i
structure +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba. +iThe
+i
study +iadopted +ia +idescriptive +iresearch +idesign. +iThe +istudy +iwas +ia +iquantitative +iand
+i
the +isimple +irandom +isampling +iwas +iused +ito +iselect +i128 +irespondents. +iThe
+i
researcher +iadministered +ithe +iquestionnaire +ithrough +iself-administration. +iThe +istudy
+i
used +idescriptive +iand +iinferential +istatistics. +iAnalysis +iwas +icarried +iout +iusing
+i
Statistical +iPackage +ifor +iSocial +iSciences. +iThe +istudy +icorrelation +imodel +iindicated
+i
that +ithere +iwas +isignificant +ipositive +irelationship +ibetween +ileadership +iand +ithe
+i
employee +iperformance +ichange +i(r=0.527 +iand +ip-value=0.000<α=0.01). +iThe +istudy
+i
found +ithat +ithere +iwas +ilinear +irelationship +ibetween +itechnological +ichange +iand
+i
employee +iperformance. +iRegression +imodel +isummary +ishows +ithe +iR +ivalue +iwas
+i
0.584 +iindicating +ithat +ithere +iwas +ia +ipositive +irelationship +ibetween +ieffects +iof
+i
technological +ichange +i(independent +ivariable) +iand +iemployee +iperformance. +i +iThe
+i
study +ifound +ithat +ithere +iwas +isignificant +irelationship +ibetween +iorganisational
+i
structure +iand +iemployee +iperformance. +iThe +istudy +irecommended +ithat +iin +iorder +ito
+i
ensure +ithe +isuccess +iof +ithe +ichange +iprogramme, +iit +iis +iappropriate +ito +ifocus +ion
+i
organisational
+i
structure,
+i
technology
+i
and
+i
leadership
+i
change.
+i
It
+i
is
+i
also
iii
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+i
recommended +ithat +istakeholders +ishould +ibe +ieducated +ion +ithe +ineed +ifor +ithe +ichange
+i
when +ithe +ineed +iarises.
ACKNOWLEDGEMENTS
I +iwould +ilike +ito +iexpress +imy +iprofound +igratitude +ito +imy +isupervisor, +iProf.
+i
F. +iO. +i +iBoachie-Mensah, +ifor +isupervising +imy +iwork +iand +ithe +ientire +irole +ihe
+i
played +itowards +ithe +iimprovement +iof +ithis +idissertation. +iI +iwould +ialso +ilike +ito
+i
express +imy +iappreciation +ito +iMr. +iNicholas +iAndoh +iwho +icontributed +ito +ithis
+i
dissertation +iand +iprovided +ithe +irequired +imaterials +iand +isupport +ifor +ithe
+i
realization +iof +ithis +idissertation. +iMy +iprofound +igratitude +ialso +igoes +ito +iMr.
+i
Emmanuel +iAnkomah, +iMr. +iEric +iKorsah, +iDr. +iEdward +iNii +iA. +iAmarteifio, +iDr.
+i
(Mrs.) +iAbigail +iOpoku +iMensah +iand +iDr. +iAbraham +iAnsong +ifor +itheir
+i
assistance +iand +iencouragements. +iFinally, +iI +iam +igrateful +ito +imy +iparents +ifor
+i
their +ipieces +iof +iadvice +iand +iemotional +isupport +iin +ithe +icourse +iof +imy
+i
programme +iof +istudy +iat +ithe +iUniversity.
iv
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DEDICATION
To +imy +ihusband +iand +ichildren, +iAfia, +iKofi +iAgyekum +iand +iNana +iOsei, +ifamily
+i
members +iand +ifriends.
v
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TABLE +iOF +iCONTENTS
+i +i
+i
Page
DECLARATION
ii
ABSTRACT
iii
ACKNOWLEDGEMENTS
iv
DEDICATION
v
TABLE +iOF +iCONTENTS
vi
LIST +iOF +iTABLES
ix
CHAPTER +iONE: +iINTRODUCTION
Background +ito +ithe +iStudy
1
Statement +iof +ithe +iProblem
4
Purpose +iof +ithe +iStudy
6
Objectives +iof +ithe +iStudy
6
Research +iQuestions
6
Significance +iof +ithe +iStudy
7
Delimitation +iof +ithe +iStudy
7
Organisation +iof +ithe +iStudy
7
CHAPTER +iTWO: +iLITERATURE +iREVIEW
Introduction
8
Theoretical +iFramework
9
vi
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Organisational +ichange +ion +iEmployee +iPerformance
12
Leadership +iChange +ion +iEmployee +iPerformance
13
Change +iin +iTechnology +ion +iEmployee +iPerformance
15
Change +iin +iOrganisation +iStructure +ion +iEmploy +iPerformance
18
Empirical +iReview
22
Conceptual +iFramework
29
Chapter +iSummary
30
CHAPTER +iTHREE: +iRESEARCH +iMETHODS
Introduction
31
Research +iDesign
33
Response +iRate
39
Reliability +iTest
40
Study +iorganisation +i
34
Population +iof +ithe +iStudy
35
Sampling +iProcedures
36
Sample +iSize +iDetermination
37
Sources +iof +iData +iCollection
38
Data +iCollection +iInstrument
38
Validity +iof +ithe +iInstruments
39
Ethical +iConsiderations
45
Data +iCollection +iProcedures
41
Data +iProcessing +iand +iAnalysis
42
Chapter +iSummary
45
vii
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CHAPTER +iFOUR: +iRESULTS +iAND +iDISCUSSION
Introduction
46
Demographic +iCharacteristics +iof +ithe +iRespondents
46
Gender +iof +ithe +iRespondents
46
Age +iDistribution +iof +iRespondents
47
Years +iof +iWorking +iExperience
48
Educational +iBackground
49
Effect +iof +ileadership +ichange +ion +iemployee +iperformance +iin +iUniversity +i
of +iEducation, +iWinneba
50
Effect +iof +ichange +iin +itechnology +ion +iemployee +iperformance +iin +iUniversity +iof
+i
Education, +iWinneba
59
Effect +iof +ichange +iin +iorganisation +istructure +ion +iemployee +iperformance +i
in +iUniversity +iof +iEducation, +iWinneba
62
Chapter +iSummary
68
CHAPTER +iFIVE: +iSUMMARY, +iCONCLUSIONS +iAND
+i
RECOMMENDATIONS
Introduction
69
Summary +iof +ithe +iFindings
70
Conclusions
71
Recommendations
72
Suggestions +ifor +ithe +iResearch
73
REFERENCES
75
APPENDIX +iA: +iQUESTIONNAIRE
91
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LIST +iOF +iTABLES
Table
+iPage
+i +i +i
1 +i +i +iReliability +iTest
40
2 +i +i +iGender +iDistribution +iof +ithe +iRespondents
46
3 +i +i +iAge +iof +ithe +iRespondents
47
4 +i +i +iYears +iof +iworking +iexperience +iof +ithe +iRespondents
48
5 +i +i +iEducational +iqualification +iof +ithe +iRespondents
49
6 +i +i +iDescriptive +istatistics +iof +ithe +ieffect +iof +ileadership +ichange +ion +iemployee +i +i +i +i
+i +i +i +i +i +i +i +i +i +i +i +i +i +i
+i +i +i +i +i
performance +iin +iUniversity +iof +iEducation, +iWinneba
51
7 +i +i +iCorrelations +iof +ithe +ieffect +iof +ileadership +ichange +ion +iemployee +iperformance
+i
+i +i +i +i +i
in +iUniversity +iof +iEducation, +iWinneba.
Error! Bookmark not defined.
8 +i +i +iModel +iSummaryb
57
9 +i +i +iANOVAa
57
10 +i +iCoefficientsa
Error! Bookmark not defined.
11 +i +iDescriptive +istatistics +iof +ithe +ieffect +iof +ichange +iin +itechnology +ion +iemployee
+i
+i +i +i +i +i +i
performance +iin +iUniversity +iof +iEducation, +iWinneba.
Error! Bookmark
not defined.
12 +i +iCorrelations +iof +ieffect +iof +ichange +iin +itechnology +ion +iemployee +iperformance
+i
+i +i +i +i +i +i
in +iUniversity +iof +iEducation, +iWinneba.
Error! Bookmark not defined.
ix
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13 +i +i +iModel +iSummaryb
59
14 +i +i +iANOVAa
60
15 +i +i +iCoefficientsa
Error! Bookmark not defined.
16 +i +i +iEffect +iof +ichange +iin +iorganisation +istructure +ion +iemployee +iperformance +iin +i
+i +i +i +i +i +i
University +iof +iEducation, +iWinneba.
17 +i +i +i +iCorrelations
Error! Bookmark not defined.
Error! Bookmark not defined.
18 +i +i +i +iModel +iSummaryb
62
19 +i +i +i +iANOVAa
63
20 +i +i +i +iCoefficients
Error! Bookmark not defined.
21 +i +i +i +iEmployee +iPerformance
65
x
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LIST +iOF +iFIGURES
Figure
Page
1 +i +iConceptual +iframework +iexplaining +iorganisational +ichange +iand +iemployee +i +i +i +i
+i +i +i +i +i
performance.
30
xi
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CHAPTER +iONE +i
INTRODUCTION
Background +ito +ithe +iStudy
+i +i +i +i +i +i +i +i +i +i
Change +iis +ia +ifact +iof +iorganisational +ilife, +ijust +ias +iit +iis +iin +ihuman
+i
life. +iOrganisational +ichange +iis +ian +iapproach +ito +itransitioning +iindividuals,
+i
teams +iand +iorganisations +ito +ia +idesired +ifuture +istate +i(Kotter, +i2011).
+i
Organisations +itoday +ihave +iincreasingly +ibecome +iaware +iof +ithe +iimportance +iof
+i
organisational +ichange +ipractices. +iThis +iawareness +iin +ia +isystem +iis +ia +icritical
+i
dimension +iin +ithe +iperformance +iof +iorganisations +i(Rees, +i2006). +iAccording +ito
+i
Armstrong +iand +iBaron +i(2004), +ithe +ipractices +iof +iorganisational +ichange +iare
+i
concerned +iwith +ihow +iwell +ichanges +iare +imanaged +iin +iorganisations +iso +ias +ito
+i
achieve +icompetitive +iadvantage +ithrough +ithe +istrategic +icreation +iof +ia +ihighly
+i
committed
+i
practices +isystematically +iorganises +iall +iindividuals +ito +idirectly +iinfluence
+i
employee +iattitude +iand +ibehaviour +iin +ia +iway +ithat +ileads +ibusiness +ito +iachieve
+i
its +icompetitive +istrategy +i(Huang, +i2001).
+i
and
+i +i +i +i +i +i +i +i +i +i +i
+i
capable
+i
workforce.
+i
Effective
+i
organisational
+i
change
Recognising +ithe +ineed +ifor +ichange +iand +ileading +iorganisations
+i
through +ithat +ichange +icould +ibe +iconsidered +ias +ione +iof +ithe +ichallenging +itask
+i
for +iany +ileadership. +iChange +iis +ithe +ionly +iconstant +iin +itoday’s +ilife +ifor
+i
individuals +iand +iorganisations. +iSome +ichanges +ican +ibe +ireversible, +iwhile
+i
others
+i
Organisational +ichange +ihave +ithe +iability +ito +iinfluence +iothers, +iand +idirecting
+i
the +iworking +iforces +iin +ithe +itarget +isystems +iand +iadministrative +iunits +i(Burnes,
+i
are
+i
not,
+i
hence
+i
the
+i
risk
+i
involved
+i
in
+i
managing
+i
change.
1
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+i
2002). +iBernstein +i(2009) +iargues +ithat +iall +iorganisations +iare +icurrently
+i
undergoing +isome +itype +iof +ichange; +imany +iof +ithese +ichanges +iarise +ifrom
+i
management +isuch +ias +iculture +ichange, +ibusiness +iprocess +iengineering,
+i
empowerment +iand +itotal +iquality.
Moran +iand +iBrighton +i(2011) +idefined +iorganisational +ichange +ias +ithe
+i
process +iof +icontinually +irenewing +ian +iorganisation +idirection, +istructure +iand
+i
capabilities +ito +iserve +ithe +iever-changing +ineeds +iof +iexternal +iand +iinternal
+i
customers. +iThe +iability +ito +iselect +iorganisational +ichange +iinitiatives +ithat +iare
+i
aligned +iwith +ithe +iorganisation’s +idirection +iis +ifundamental +ifor +isuccess.
+i
According +ito +iThompson +i(1997), +ia +istrategic +ichange +iarises +iout +iof +ithe +ineed
+i
for +iorganisation +ito +iexploit +iexisting +ior +iemerging +iopportunities +iand +ideal
+i
with +ithreats +iin +ithe +imarket.
Burnes +i(2004) +iasserted +ithat +ichange +iis +ia +ipresent +ifeature +iof
+i
organisational +ilife, +iboth +iat +ithe +ioperational +iand +istrategic +ilevel. +iDue +ito +iits
+i
importance, +iorganisational +ichange +iis +iimperative +iand +ineeds +iappropriate
+i
managerial +iskills +iand +istrategy. +iMost +iorganisational +imanagers +itoday +iwould
+i
agree +ithat +ichange +ihas +ibecome +ia +iconstant +iphenomenon, +iwhich +imust +ibe
+i
attended +ito +iand +imanaged +iproperly +iif +ian +iorganisation +iis +ito +isurvive.
+i
Changes +iin +itechnology, +ithe +imarketplace, +iinformation +isystems, +ithe +iglobal
+i
economy, +isocial +ivalues, +iworkforce +idemographics, +iand +ithe +ipolitical
+i
environment +iall +ihave +ia +isignificant +ieffect +ion +ithe +iprocesses, +iproducts +iand
+i
services +iproduced +i(Moran +i& +iBrighton, +i2011). +iThe +iculmination +iof +ithese
+i
forces +ihas +iresulted +iin +ian +iexternal +ienvironment +ithat +iis +iunpredictable,
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+i
demanding +iand +ioften +idevastating +ito +ithose +iorganisations, +iwhich +iare
+i
unprepared +ior +iunable +ito +irespond +i(Burnes, +i2004).
However, +iwhen +ichanges +iare +iannounced +iin +ian +iorganisation, +ithere +iis +ia
+i
general +ihope +iand +ifeeling +iamong +ithe +istaff +ithat +ithe +ioutcomes +iwill +ibe
+i
favourable +ito +ithem +i(Kimaku, +i2010). +iThe +inorm +iindicates +ithat +imost
+i
employees +iexpect +ia +ipositive +ioutcome +iand +itheir +imanagement +iwill +iconsider
+i
their +ineeds. +iThis +ialso +iapplies +ito +inew +iideas, +iproducts +ior +iservice.
+i
Therefore, +itrust +ibecomes +ia +ikey +ifactor +iin +idetermining +ihow +iemployees
+i
think, +ifeel +iand +iact +iin +irespect +ito +ithe +icurrent +ichange +i(Sikasa, +i2004).
Vemeulen +iet +ial., +i(2012), +iwhen +iorganisational +ichange +iis +iwell
+i
deliberate +iit +ihelps +iassure +ithe +iorganisation’s +icontinued +isurvival. +iIt +ican
+i
produce +iseveral +ibenefits, +iincluding +ienhanced +icompetitiveness, +iimproved
+i
financial +iperformance, +iand +ihigher +icustomer +iand +iemployee +isatisfaction. +iBai
+i
and +izhou +i(2014) +isuggest +ithat +iunless +iorganisations +irecognize +ithat +ichange
+i
may +igive +irise +ito +istress +ireactions +iamong +iemployees, +iand +ias +isuch
+i
implement +iinternal +iorganisational +imeasures +iand +iconditions +ithat +iare
+i
necessary +ifor +ieffective +icoping +ito +ioccur, +imost +ichange +iefforts +iwill +ifail.
+i
Imberman +i(2009) +iasserts +ithat +iorganisational +ichanges +iare +inecessary +ito
+i
ensure
+i
organisational +ichanges +iare +iincreasingly +ibecoming +ithe +inorm +iin +ithe
+i
workplace, +iensuring +iopportunities +ifor +igrowth +iand +idevelopment.
+i
that
+i
organisational
+i
strategies
+i
remain
+i
feasible.
+i
Continuing
3
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Statement +iof +ithe +iProblem
Many +iorganisations +iare +ioccasionally +ifaced +iwith +ichallenges +ithat +iforce
+i
them +ito +iadjust +ior +ichange +i(Burnes, +i2004). +iDevelopment +iorganisations, +iin
+i
particular, +iregularly +ihave +ito +igo +ithrough +ichange +iprocesses +iwhen +ihaving +ito
+i
respond +ito +iexpansion +ior +irestructuring +iprocesses. +iIncreasing +ipressures +iforce
+i
organisation’s +ito +iimplement +idrastic +iorganisational +ichanges +iin +imany
+i
institutions.
The +inew +itechnology +ihas +iaffected +iemployees +ibecause +ithey +ilack +ithe
+i
skills, +iqualification, +ieducation, +iexperience +ito +isuccessfully +icope +ihence +imany
+i
have +iended +iup +ilosing +itheir +ijobs +iinstead +i(Nkurunziza, +iet +ial., +i2015). +iThe
+i
University +iof +iEducation, +iWinneba +ihas +igone +ithrough +ia +iprocess +iof +itransition.
+i
The +ichanges +iare +iinstituted +iin +ithe +iareas +iof +ileadership, +itechnology +iand
+i
cultural +iwhich +iaffect +ithe +iemployee +iperformance +iin +ithe +iinstitution.
+i
Keith +i(2014), +ifound +ithat +iemployee +ipoor +iperformance +iis +ioften
+i
attributed +ito +ilack +iof +iunderstanding +iof +iimplement +iorganisational +ichange,
+i
poor +ileadership +iand +ichange +iin +iorganisational +istructure, +ilow +isupport +ifrom
+i
management, +ipoor +icommunication +iof +ithe +isupposed +ichanges +iin +ithe
+i
organisation. +iNaghibi, +i(2016), +iadded +ithat +imany +iinstitutions +ifail +ito
+i
implement +ichange +icorrectly +iand +icompletely, +iwhereas +ithe +iothers +ifail +ito
+i
communicate +ichange +ito +iemployees +iin +ithe +iinstitution +iresulting +iin +ifailure +iof
+i
the +iorganisational +iand +ithis +iaffect +ithe +iemployee +iperformance. +iRegardless +iof
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+i
how +ibeneficial +ithe +ichange +iwill +ibe, +iit +iwill +iamount +ito +inothing +iwithout +igood
+i
and +ieffective +icommunication +ito +ibring +iemployees +ionboard.
Previous +istudies +ihave +ishown +ion +iorganisational +ichange +iand +iemployee
+i
performance +ihave +ibeen +istudied +iover +ithe +ipast +idecades, +ifor +iexample +iKaranja
+i
(2015) +iconcluded +ia +istudy +ion +ithe +ieffects +iof +iorganisational +ichange +ion
+i
employee +iperformance +iof +ipostal +iCorporation +iof +iKenya; +ithe +ifindings +irevealed
+i
that +iemployee +iperformance +iis +ibeen +ipositively +iinfluenced +iby +iorganisational
+i
change. +iThe +ivariable +ithat +ichanged +ithe +imost +iand +iinfluenced +iemployee
+i
performance +ipositively +iis +itechnology. +iA +istudy +iby +iAhmed, +iRehman, +iAsad,
+i
Hussain +iand +iBilal +i(2013) +ion +ithe +iimpact +iof +iorganisational +ichange +ion
+i
employee +iperformance +iin +ithe +ibanking +isector +iof +iPakistan +iadopted +idescriptive
+i
statistics
+i
organisational +ichange +ihas +ia +ipositive +isignificant +iimpact +ion +iemployee’s
+i
performance +iin +ibanking +isector +iof +iPakistan.
+i
+i
and
+i
correlation
+i
analysis
+i
techniques.
+i
The
+i
study
+i
found
that
+i
Karanja +i(2015), +iAhmed +iet +ial., +i(2013), +iand +iKhan +iand +iJabbar +i(2013)
+i
have +ibeen +iconducted +iin +ithe +iarea +iof +iorganisational +ichange +iand +iemployee
+i
performance +ibut +inone +iof +ithem +ilooked +iat +iorganisational +ichange +iin +iterms +iof
+i
structural +ichange, +ileadership +ichange +iand +itechnological +ichange +ion +iemployee
+i
performance. +iIt +iis +iagainst +ithis +ibackground +ithat +ithe +icurrent +istudy +isought +ito
+i
fill +ithe +igap +iby +iexamined +ieffects +iof +iorganisational +ichange +ion +iemployee
+i
performance +iat +iUniversity +iof +iEducation, +iWinneba, +iGhana.
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Purpose +iof +ithe +iStudy
+i +i +i +i +i +i +i +i +i +i +i +i
The +imain +ipurpose +iof +ithe +istudy +iis +ito +idetermine +ithe +iinfluence +iof
+i
organisational +ichange +i(leadership, +istructure +iand +itechnology) +ion +iemployee
+i
performance +iat +iUniversity +iof +iEducation, +iWinneba, +iGhana.
Objectives +iof +ithe +iStudy
The +istudy +iseeks +ito +iachieve +ithe +ifollowing +ispecific +iobjectives:
1. To +idetermine +ieffect +iof +ileadership +ichange +ion +iemployee +iperformance
+i
at +ithe +iUniversity +iof +iEducation, +iWinneba.
2. To
+i
+i
determine
+i
effect
+i
of
+i
change
in
+i
+i
technology
+i
on
+i
employee
performance +iat +ithe +iUniversity +iof +iEducation, +iWinneba.
3. To +idetermine +ieffect +iof +ichange +iin +iorganisation +istructure +ion +iemployee
+i
performance +iat +ithe +iUniversity +iof +iEducation, +iWinneba.
Research +iQuestions
+i +i +i +i +i +i +i +i +i +i +i +i
The +istudy +iwas +iguided +iby +ithe +ifollowing +iresearch +iquestions:
1. What +iis +ithe +ieffects +iof +ileadership +ichange +ion +iemployee +iperformance
+i
at +ithe +iUniversity +iof +iEducation, +iWinneba?
2. What +iis +ithe +ieffects
+i
+i
of +ichange +iin
+i
technology +ion
+i
employee
performance +iat +ithe +iUniversity +iof +iEducation, +iWinneba?
3. What +iis +ithe +ieffects +iof +ichange +iin +iorganisation +istructure +ion +iemployee
+i
performance +iat +ithe +iUniversity +iof +iEducation, +iWinneba?
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Significance +iof +ithe +iStudy +i
This +istudy +iwill +ihighlight +iinsights +iof +ibest +ipractices +ito +iadopt +ito +imanage
+i
change. +iThe +istudy +ialso +iserves +ias +ia +iguide +iin +icoming +iup +iwith +iframeworks +iof
+i
critical +ifactors +ithat +iinfluence +iorganisational +ichange. +iThe +iresearch +iwill +ibe
+i
useful +ito +ifuture +iresearchers, +istudents +iand +iacademics +iin +iunderstanding +ithe
+i
effect +iand +iimportance +iof +ichanges +imanagement +ion +iemployee +iperformance. +iIt
+i
is +ihoped +ithat +ithe +istudy +iwill +ireveal +inew +ifindings +iwhich +iwill +icontribute +ito +ithe
+i
existing +iknowledge. +iThe +iresult +iadds +ivalue +ito +ithe +iliterature +iavailable +iin
+i
implementing +iorganisational +ichange +iin +ipublic +isector, +iespecially +iat +ithe
+i
University +iof +iEducation, +iWinneba.
Delimitation +iof +ithe +iStudy
+i +i +i +i +i +i +i +i +i +i
The +istudy +icovered +ithe +iorganisational +ichange +iand +iemployee
+i
performance +iat +ithe +iUniversity +iof +iEducation, +iWinneba, +iGhana. +iThe +istudy
+i
covers +iUniversity +iof +iEducation, +iWinneba +idue +ito +ieasy +iavailability +iand
+i
accessibility +iof +idata +iand +irespondents +iof +idata. +iHowever, +isince +ithe +istudy
+i
cannot +icover +iother +iUniversity +idue +ito +ilimited +itime +iand +ifinancial +iconstraints,
+i
generalisation +iof +ithe +istudy +iis +ilimited +ionly +ito +ithe +iUniversity +iof +iEducation,
Winneba.
+i
Organisation +iof +ithe +iStudy
+i +i +i +i +i +i +i +i +i +i +i +i
Chapter +ione +icovered +ithe +ibackground +ito +ithe +istudy, +istatement +iof
+i
the +iproblem, +iscope +iof +ithe +istudy, +isignificance +iof +ithe +istudy. +iChapter +itwo
+i
captured +ithe +iliterature +ireview +iand +itheoretical +iframework. +iChapter +ithree +iwill
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+i
discuss +ithe +imethodology +iof +ithe +istudy. +iChapter +ifour +idiscussed +ithe +ianalyses
+i
of +ithe +istudy. +iChapter +ifive +iwould +ipresent +isummary, +iconclusion +iand
+i
recommendations.
CHAPTER +iTWO
LITERATURE +iREVIEW
Introduction +i
+i +i +i +i +i +i +i +i +i +i +i +i
This +ichapter +iof +ithe +istudy +icaptures +ithe +ireview +iof +ivarious
+i
related +iliterature +ito +ithe +iresearch +itopic: +iOrganisational +ichange +iand
+i
employee +iperformance. +iThis +iinvestigate +ihow +iemployees +iunderstand
+i
organisational +ichange +iand +iit +ieffect +ion +iemployees +iperformance +iat +ithe
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+i
University +iof +iEducation, +iWinneba. +iThe +ichapter +ialso +ireviews +iboth
+i
theoretical +iand +iempirical +iliterature +irelated +ito +iorganisational +ichange +ion
+i
employee +iperformance. +iTo +iunderstand +ithese +ifactors, +irelevant +itheoretical
+i
underpinnings +iand +iempirical +istudies +iare +ireviewed. +iThe +ichapter +igoes +ion +ito
+i
the +iindependent +ivariables +iin +irelation +ito +ithe +idependent +ivariable. +iIt +ialso
+i
identifies +iknowledge +igaps +ithat +iare +ias +ia +iresult +iof +ianalyzing +ithe +itheoretical
+i
and +iempirical +iliterature.
Theoretical +iFramework
Theoretical +iframework +iintroduces +iand +idescribes +ithe +itheories +ithat
+i
explain +iwhy +ithe +iresearch +iproblem +iunder +ithis +istudy +iexists. +iTheories +ithat
+i
will +iunderpin +ithis +istudy +iare: +iLewin’s +i(1951) +ithree-step +istakeholder +itheory
+i
and +ichange +imodel, +iwhich +iis +ia +imodel +ito +iidentify +icritical +istakeholders +iin +ithe
+i
environment +iof +ithe +iorganisational +ichange +ipractices +iin +iorder +ito +idefine
+i
developments +ifor +istrategy +iand +iaims +ito +iexplain +iwhy +ifirms +iin +ithe +isame
+i
industry +imight +idiffer +iin +iperformance. +iThe +isocial +iscientist +iviews +ibehaviour
+i
as +ia +idynamic +ibalance +iof +iforces +idriving +iand +irestraining +iworking +iin
+i
opposing +idirections. +iDriving +iforces +ifacilitate +ichange +ibecause +ithey +ipush
+i
employees +iin +ithe +idesired +idirection. +iRestraining +iforces +ihinder +ichange
+i
because +ithey +ipush +iemployees +iin +ithe +iopposite +idirection. +iTherefore, +ithese
+i
forces +imust +ibe +ianalysed +iand +iLewin’s +ithree-step +imodel +ican +ihelp +ishift +ithe
+i
balance +iin +ithe +idirection +iof +ithe +iplanned +ichange.
According +ito +iLewin +i(1951), +ithe +ifirst +istep +iin +ithe +iprocess +iof +ichanging
+i
behaviour +iis +ito +iunfreeze +ithe +iexisting +isituation +ior +istatus +iquo. +iThe
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+i
unfreezing +iprocess +iis +igetting +iaccustomed +ito +ia +inew +iorganisation +iand +iits
+i
procedures. +iThe +ifocus +iof +ithis +istage +iis +ito +icreate +ithe +imotivation +ito +ichange.
+i
This +iphase +iof +ichange +iis +ibuilt +ion +ithe +itheory +ithat +ihuman +ibehaviour +iis
+i
created +iby +ipast +iobservational +ilearning +iand +icultural +iinfluences. +i +iChange
+i
requires +iadding +inew +iforces +ifor +ichange +ior +iremoval +iof +isome +iof +ithe
+i
existing +ifactors +ithat +iare +iat +iplay +iin +iperpetuating +ithe +ibehaviour. +iUnfreezing
+i
is +inecessary +ito +iovercome +ithe +istrains +iof +iindividual +iresistance +iand +igroup
+i
conformity. +iManagers +ialso +ineed +ito +idevise +iways +ito +ireduce +ithe +ibarriers +ito
+i
change +iduring +ithis +istage. +i
Lewin’s +isecond +istep +iin +ithe +iprocess +iof +ichanging +ibehaviour +iis
+i
movement. +iBecause +ichange +iinvolves +ilearning, +ithis +istage +ientails +iproviding
+i
employees +iwith +inew +iinformation +ior +inew +iways +iof +ilooking +iat +ithings. +iThe
+i
third +istep +iof +iLewin’s +ithree-step +ichange +imodel +iis +irefreezing. +iThis +imeans
+i
changing +iwhat +ineeds +ito +ibe +ichanged +i(unfrozen +iand +imoving +ito +ia +inew
+i
state) +iand +imaking +ithe +ichange +ipermanent +i(refreezing). +iHere, +ichange +iis
+i
stabilized +iduring +irefreezing +iby +ihelping +iemployees +iintegrate +ithe +ichanged
+i
behavior +ior +iattitude +iinto +itheir +inormal +iways +iof +idoing +ithings. +iIt +iis +ihighly
+i
likely +ithat +ithe +ichanged +iwill +ibe +ishort +ilived +iand +ithe +iemployees +iwill +irevert
+i
to +itheir +iold +iequilibrium +i(behaviours) +iif +ithis +istep +iis +inot +itaken.
+i +i +i +i +i +i +i +i +i +i
McLagan +i(2002) +ipointed +iout +ithat +ipeople +ican +iaccept +ichanges +ithat
+i
affect +ithem +iadversely +iif +ithey +ibelieve +ithe +ichange +iis +iright +iand +iprocedural
+i
justice +iis +ifollowed. +iPeople +iwill +isupport +ichanges +ithat +imake +isense, +ithat
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+i
make +iwork +ieasier +iand +imore +ieffective, +ithat +imakes +iemployees +ihappier +iand
+i
that +iimproves +itheir +iperformances. +iArmstrong +i(1998) +inoted +ithat +ibusiness
+i
change +imeans +i +ithe +iredesigning +iof +ibusiness +iprocesses, +ithe +iimprovement +iof
+i
its +iproducts +iand/or +iservices, +iand +iorganisational +ichanges +ito +iorganisational
+i
structure +iand/or +iculture +ideemed +inecessary +ifor +ibetter +iperformances.
+i
Universities +ioperate +iin +ia +idynamic +ienvironment +iwhere +ichange +iis +ian
+i
importance +ifactor +ito +idetermine +iits +iexistence +ias +iwell +ias +iperformance.
+i +i +i +i +i +i +i +i +i +i +i +i
There +iare +iso +imany +ifactors +iaffecting +ichanges +iin +iuniversities
+i
and +iemployee +iperformance; +isuch +ias +itype +iof +ichange, +iorganisational
+i
structure, +iindividual +ichanges +iof +ipeople, +itechnological +ichanges, +iamong
+i
others. +iThis +istudy +ispecifically +ifocused +ion +ichanges +iin +iuniversity +iin +iterms
+i
of +itechnology, +istructure, +iand +ileadership.
+i
distinct +istages +iof +ichange, +ileaders +iin +ia +iuniversity +ican +iplan +ito +iimplement
+i
the +ichange(s) +irequired. +iFirst, +ineed +ito +icreate +ithe +imotivation +iof +ichange
+i
(unfreeze) +ias +iit +iis +inecessary +ito +ichange +iexisting +iattitudes +itowards +iwork
+i
practices +iand +iprepare +ithe +igrounds +ifor +ichange. +iCommunication +iabout +ithe
+i
proposed +ichange +iis +ivital +iat +ithis +istage +iif +iemployees +iare +ito +iunderstand +iand
+i
support. +iSecondly, +ithe +iuniversity +ican +imove +ithrough +ithe +ichange +iprocess
+i
by +ipromoting +ieffective +icommunications +iand +iempowering +iemployees +ito
+i
embrace +inew +iways +iof +iworking +iand +ilearn +inew +ivalues, +iattitudes +iand
+i
behaviours. +i
This
+i
+i
theory
+i
is
+i
applicable
+i
in
+i
By +irecognising +ithese +ithree
+i +i
the
+i
organisational
+i
performance
specifically +ifor +ithose +icompanies +ithat +iwish +ito +irevolve +iin +iorder +ito +igain +ia
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+i
competitive +iadvantage. +iAlso, +iit +ihas +ithe +icapability +iof +iinfluencing +ithe
+i
organisational +iperformance +iof +ian +iorganisation. +iThis +itheory +iis +irelevant +ito
+i
this +istudy +ias +iit +ihelps +ithe +iorganisation +iand +iemployees +iin +iunderstanding
+i
why +ithey +ineed +ichange +iin +ithe +iorganisation +iso +ifor +ioverall +iperformance +iof
+i
the +iorganisation +ican +ibe +iincreased +i(Bartunek +i& +iWoodman, +i2015).
+i
This +itheory +iis +irelevant +ito +ithe +istudy +ias +iit +iprovide +ithe +ibasic
+i
guidelines, +iprocedure +iand +ichallenges +ithat +iare +iinvolved +iin +iorganisation
+i
change. +iThis +iinformation +iis +irelevant +iin +ichange +iassessment +istrategies +ithat
+i
the +iorganisation +iis +iundertaking. +iAccording +ito +iHallgrimsson +i(2008),
+i
organisational +ichange +ineeds +iindividual’s +iinvolvement +iand +icommitment +ito
+i
be +isuccessful. +iThis +itheory +iis +irelevant +ito +ithe +istudy +isince +iit +ihelps +ithe
+i
organisation +iunderstand +ihow +ithe +iemployees +iare +igoing +ito +ibehave +iin +ithe
+i
adoption +iof +inew +ichange +iand +iit +iis +ilinked +ito +ithe +iEmpirical +iRational
+i
objective.
Organisational +ichange +i +i
+i +i +i
Organisational +ichange +iis +ithe +icoordination +iof +ia +istructured +iperiod +iof
+i
transition +ifrom +ione +isituation +ito +ithe +iother +isituation +iin +iorder +ito +iachieve
+i
lasting +ichange +iwithin +ian +iorganisation +i(Barkus, +i1997). +iStassen +i(2008)
+i
presented +ia +imodel +ito +idetermine +ithe +ieffect +iof +iorganisational +ichange +ion
+i
employee +iperformance. +iHe +itook +ia +irandom +isample +iof +i20 +ifirms +iusing
+i
regression +ianalysis +iand +ifound +ithat +iwhen +ithere +iare +ichanges +iwithin +ithe
+i
organisation, +ipeople +itend +ito +iblame +iorganisation +ior +ithe +itop +imanagement +ias
+i
normally +itop +imanagement +iare +ithe +ione +iwho +iimplement +ithe +iforce +iof
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+i
changes +isuch +ias +istiffer +icompetition, +ishifts +iin +ithe +inew +imarket +iplace +ior
+i
new +itechnology +ithus +iaffecting +iemployee +iperformance. +iBianco +iand
+i
Schermerhorn +i(2006), +iopined +ithat +ichange +iin +ithe +iworkplace +iis +ian +iissue
+i
that +ievery +ileader, +imanager, +iand +iemployee +ihas +ito +ideal +iwith +iat +isome +ipoint
+i
in +ihis +ior +iher +icareer. +iThat +iis +iwhy +iit +iis +iimportant +ito +iunderstand +ithe +iimpact
+i
of +ichange. +iWorkers +iare +iexpected +ito +ibe +icommitted +ito +icontinuous +ichange
+i
and +iaccomplish +iit +iwithout +iany +ilessening +iof +iday-to-day +iperformance,
+i
meaning +iemployee +imust +iperform +iwell +iand +ichange +iat +ithe +isometime. +i
Leadership +iChange +ion +iEmployee +iPerformance
Leadership +ichange +iis +ithe +iability +ito +iinfluence +iand +imotivate +iothers
+i
through +ipersonal +iadvocacy, +ivision +iand +idrive, +iand +ito +iaccess +iresources +ito
+i
build +ia +isolid +iplatform +ifor +ichange +i(Higgs +i& +iRowland, +i2005). +iEmployees
+i
are +ithe +imost +iimportant +iasset +iin +iorganisations, +iwhich +iwithout, +ithe +igoals
+i
and +iobjectives +imay +inot +ibe +iattained +i(Bello, +iet +ial., +i2012). +iLeadership +iis
+i
one +iof +ithe +ikey +idriving +iforces +ifor +iimproving +ifirm +iperformances. +iLeaders,
+i
as +ithe +ikey +idecision-makings, +idetermine +ithe +iacquisition, +idevelopment, +iand
+i
development +iof +iorganisational +iresources, +ithe +iconversion +iof +ithese +iresources
+i
into
+i
organisational +istakeholders. +iThus, +ithey +iare +ipotent +isources +iof +imanagerial
+i
rents +iand +ihence +isustained +icompetitive +iadvantage +i(Adler, +i2001).
+i +i +i
+i
valuable
+i
products
+i
and
+i
services,
+i
and
+i
delivery
+i
of
+i
value
+i
to
Hurduzeu +i& +iConstantin +i(2015) +iis +iof +ithe +iview +ithat +ieffective
+i
leadership +iinvolves +imotivation, +imanagement, +iinspiration, +iremuneration +iand
+i
analytical +iskills. +iWhen +iall +ithese +iare +ipresent, +iorganisations +irecord +ian
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+i
increased +iemployee +isatisfaction +ithat +ipositively +iinfluences +ithe +iproductivity
+i
and +iprofitability. +iHe +iasserted +ithat +iin +iorder +ito +iincrease +ithe +iemployee
+i
performance, +ileadership +iin +iuniversities +ineed +ito +ihave +ithe +iability +ito
+i
promote +icreativity +iand +iinnovation, +istimulate +ithe +isubordinates +ito +ichallenge
+i
their +iown +ivalue +isystems +iand +ito +iimprove +itheir +iindividual +iperformance.
+i
Scholars +iand +iresearchers +ialso +iagree +ion +ithe +ipoint +ithat +irole +iof +ia
+i
leadership/leader +iis +ivery +iimportant +iwhile +imanaging +iorganisation +ior
+i
addressing +ithe +iissue +iof +iorganisational +ichange +i(Asghar, +iet +ial., +i2010).
+i +i +i +i
Keller +i(1992) +iis +iof +ithe +iview +ithat +ithe +isuccess +iof +ian +iorganisation +iis
+i
reliant +ion +ithe +ileader’s +iability +ito +ioptimize +ihuman +iresources +iand +iit +ihas
+i
been
+i
leadership +iand +ithat +iorganisational +iperformance +iwill +isuffer +iin +idirect
+i
proportion +ito +ithe +ineglect +iof +ithis. +iAccording +ito +iMartiz +i(1995), +ieffective
+i
leader +ibehavior +ifacilitates +ithe +iattainment +iof +ithe +ifollower’s +idesires +iwhich
+i
then +iresult +iin +ieffective +iperformances. +iA +ilarge +ibody +iof +iempirical
+i
evidences
+i
organisational +iperformance +ithat +istrong +ileaders +ioutperform +iweak +ileaders,
+i
and +ithat +itransformational +ileadership +igenerates +ihigher +iperformance +ithan
+i
transactional +ileadership +i(Bass +i& +iStogdill, +i1990).
+i +i +i +i +i
+i
widely
+i
+i
accepted
has
+i
+i
that
+i
demonstrated
effective
+i
that
+i
+i
organisation
leadership
+i
+i
require
change
+i
+i
effective
influence
A +istudy +iby +iAbbas +iand +iYaqoob +i(2009) +iexamined +ithe +ieffect +iof
+i
leadership +idevelopment +ion +iemployee +iperformance +iin +iPakistan. +iThis +istudy
+i
was +iconducted +iconsidering +ifive +ifactors +iof +ileadership +idevelopment, +ithat +iis,
+i
coaching, +itraining +iand +idevelopment, +iempowerment, +iparticipation +iand
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+i
delegation. +iThe +istudy +ifound +ithat +ithe +icombined +ieffect +iof +ithese +ifactors
+i
influenced +iemployee +iperformance +iwith +i50%. +iHowever, +irest +iof +ithe +i50%
+i
contribution +itowards +iemployee +iperformance +iother +ifactor +isuch +ias: +iattitude,
+i
commitment,
+i
compensation, +ireward +iand +ibonuses +ithat +iincrease +ithe +iemployee +iperformance.
+i
motivational
+i
factors,
+i
and
trust
+i
in
+i
+i
the
+i
organisation,
Change +iin +iTechnology +ion +iEmployee +iPerformance
Technological +ichange +iis +ian +iincrease +iin +ithe +iefficiency +iof +ia +iproduct +ior
+i
process +ithat +iresults +iin +ian +iincrease +iin +ioutput +iaccording +ito +iDauda +iand
+i
Akingbade +i(2011), +itechnological +iadvancement +imakes +iemployees +imore
+i
effective +iand +ifirmer +imore +iefficient. +iLin +iand +iLiu +i(2012), +inoted +ithat
+i
technological +iadvancement +ican +iimprove +iemployee +iand +ifirm +iperformance +ias
+i
well. +iEmployee +ican +imore +irapidly +iacquire +inew +iknowledge +iand +ifurther
+i
advancement +icompetencies +ithrough +itraining. +iA +istudy +iby +iDauda +iand
+i
Akingbade +i(2011) +iusing +ipanel +idata +ifrom +i13 +icountries +ifound +ithat
+i
technology +ichange +ican +ionly +ilead +ito +iincreased +iproductivity +ior +iimprove
+i
performance +iwhen +icombined +iwith +iother +iresources +ieffectively +iby +ihuman
+i
resources +ior +iwhen +idone +ieffectively, +iand +iuse +itechnology +iproductively +iand
+i
ethically. +iSimilarly, +iRobertson +i(2007) +iobserved +itechnological +iadvancement
+i
has +igreat +iinfluence +ion +iemployee +iperformance. +iTechnological +iadvancement
+i
is +iimportant +ifactor +ifor +iinfluencing +ithe +iimprovement +iof +iperformance.
Organisations
+i
+i
have
+i
undergone
+i
a
+i
revolution
in
+i
+i
adoption
+i
and
application +iof +icomplex +iinformation +itechnology. +iIn +ithe +ihope +iof +iextracting
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+i
the +igreatest +ivalue +ifrom +iinnovations, +iorganisations +ihave +iadjusted +itheir
+i
management +istructures, +iwork +iprocesses +iand +iculture +i(Orlikowski +i2000). +iYet,
+i
swift
+i
lifespan +iof +imany +iInformation +iTechnology +i(IT) +isystems. +iOrganisations +ibuild
+i
and +irebuild +itheir +iexisting +iIT +isystem +iin +iresponse +imarket +ichanges. +iThe +iresult
+i
of +ithese +iinitiatives +iare +ioften +irather +idisappointing. +iThe +iworld +ihas +imore
+i
technology +ithan +iever +ibefore +iwith +itechnological +ichanges +iincreasing +iat +ian
+i
accelerating +ipace. +iThe +iamalgamation +iof +idata +iprocessing, +icommunications
+i
and +ithe +iadvances +iof +isoftware +iallows +ifirms +ito +igain +ia +icompetitive +iadvantage,
+i
improve +iperformance +iand +idevelop +inew +ibusinesses +ifrom +ivarious +iareas.
+i
technology
+i +i +i +i +i +i +i
+i
enhancement
+i
unintentionally
+i
reduces
+i
the
+i
presumed
Use +iof +iinformation +itechnology +iis +inow +ishifting +ifrom +ia +isupportive
+i
role +ito +ia +imore +istrategically +ioriented +irole +iin +iorganisations +i(Luck +i& +iRubin,
+i
2009). +iThe +i2000s +iwere +imarked +iby +imajor +ibreakthroughs +iin +icomputing +iin
+i
organisations +ias +iorganisations +ihad +iundergone +ia +irevelation +iin +ithe +iadoption
+i
and +iapplication +iof +icomplex +iinformation +itechnology. +iNevertheless, +iswift
+i
technology +ienhancement +iunintentionally +ireduces +ithe +ipresumed +ilifespan +iof
+i
many +iIT +isystems. +iOrganisations +ibuild +iand +irebuild +itheir +iexisting +iIT
+i
systems +iin +iresponse +ito +ineeds +iand +imarket +ichanges. +iThe +ioutcomes +iof +ithese
+i
initiatives +iare +ioften +irather +iunsatisfactory. +iHalf +iof +ithese +itechnological
+i
change +iprojects +iexperience +ifailure +i(Adam +i& +iMcDonald, +i2003).
+i +i +i +i +i +i +i +i +i
Technological +iadvancement +iis +ithe +iprocess +iof +icombining +iand
+i
reorganising +iknowledge +ito +igenerate +inew +iideas. +iThe +idevelopment +iof
+i
technology +ihas +ian +iimpact +ion +ifirm +iperformance +i(Mumford, +iZaccaro, +iHarding,
16
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Jacobs +i& +iFleishman, +i2000). +iTechnological +iadvancement +icomes +ifrom +iinternal
+i
+i
advancement +i(Pavitt, +i1990), +iand +iinternal +iadvancement +icomes +ifrom +iemployee
+i
capability. +iSo +ithere +iis +iclose +irelationship +ibetween +itechnological +iadvancement
+i
and +iemployee +iperformance +i(Husedlid, +i1995). +iTechnologies +ican +ionly +ilead +ito
+i
increased +iproductivity +ior +iimprove +iperformance +iwhen +icombined +iwith +iother
+i
resources
+i
Advancement +imakes +iemployees +imore +ieffective +iand +ifirmer +imore +iefficient
+i
(Lawless +iand +iAnderson, +i1996).
+i +i +i +i +i +i +i +i
+i
effectively
+i
and
+i
ethically
+i
(Dauda
+i
&
+i
Akingbade,
+i
2011).
Employee +ican +imore +irapidly +iacquire +inew +iknowledge +iand +ifurther
+i
advancement +icompetencies +ithrough +itraining +i(Hitt, +iHoskisson +i& +iKim,
+i
1997). +iMotivation +iof +ithe +iemployee +ihas +idirect +iinfluence +ion +itechnological
+i
advancement +i(Hennessey +i& +iAmabile, +i1998). +iEmployee’s +iperformance +iis
+i
closely
+i
advancement +ican +ibe +imanaged +ieffectively +ithrough +iemployees. +iTechnology
+i
advancement +ihas +ienormous +iinfluence +ion +iemployee +iperformance +i(Nohria
+i
& +iGulati, +i1996). +iTechnological +iadvancement +iis +iimportant +ifactor +ifor
+i
influencing +ithe +iimprovement +iof +iperformance +i(Hitt +iet +ial., +i1997). +iMost +iof
+i
studies +ihave +irepeatedly +ishown +ia +ipositive +irelationship +ibetween +ia +ifirm’s
+i
technological
+i
technological +iadvancement +iis +iimportant +ifor +iemployee +iperformance +i(Foster,
+i
1986). +i +i +i +i
+i
linked
+i
+i
with
+i
technological
advancement
+i
and
+i
+i
advancement.
performance,
+i
and
+i
+i
Technological
concluded
that
+i
17
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Change +iin +iOrganisation +iStructure
+i +i +i +i +i +i +i +i +i +i +i +i
Organisational +istructure +iis +idifficult +ito +idefine +idue +ito +iits
+i
varying +iapplications +iby +imanagers +iand +ischolars +iacross +idisciples. +iHowever,
+i
a +ibreakdown +iof +ithe +iconcept +ibased +ion +ithis +icontext +iwould +ibe +iof +ihelp +ito
+i
us. +iThus, +ia +istructure +iin +ione +isense +iis +ithe +iarrangement +iof +iduties +ifor +ithe
+i
work +ito +ibe +idone +iand +ithis +iis +ibest +irepresented +iby +ithe +iorganisation +ichart
+i
(Jackson +i& +iMorgan, +i1982; +iTran +i& +iTian, +i2013). +iThe +istructure +iis +ialso
+i
defined +ias +ithe +iarchitecture +iof +ibusiness +icompetence, +ileaderships +iand
+i
arrangement
+i
organisational +istructure +ican +ibe +idefined +ias +ihow +ijob +itasks +iare +iformally
+i
divided, +igrouped, +iand +icoordinated +i(Sablynski, +i2012; +iTran +i& +iTian, +i2013).
+i
Organisation +istructure +iindicates +ian +ienduring +iconfiguration +iof +itasks +iand
+i
activities +i(Tran +i& +iTian, +i2013). +iIn +iother +iwords, +iorganisational +istructure +iis
+i
a +iset +iof +imethods +ithrough +iwhich, +ithe +iorganisation +iis +idivided +iinto +idistinct
+i
task +iand +ithen +icreate +ia +iharmony +ibetween +idifferent +iduties +i(Mintzberg,
+i
1979; +iTran +i& +iTian, +i2013).
+i +i +i +i +i +i +i +i +i +i +i
+i
(Wolf,
+i
2002)
+i
Tran
+i
&
+i
Tian,
+i
2013).
+i
Furthermore,
Organisational +istructure +ideals +iwith +ithe +iformal +isystem +iof +itask
+i
and +ireporting +irelationships +ithat +icontrol +icoordinates, +iand +imotivates
+i
employees +iso +ithat +ithey +icooperate +ito +iachieve +ian +iorganisation’s +igoals
+i
(Underdown, +i2012; +iTran +i& +iTian, +i2013). +iIt +iconsists +iof +ijob +ipositions, +itheir
+i
relationships +ito +ieach +iother +iand +iaccountabilities +ifor +ithe +iprocess +iand +isub-
process +ideliverables +i(Andrews, +i2012; +iTran +i& +iTian, +i2013). +iOrganisational
+i
structure +idirects +ithe +icompetence +iof +iwork, +ithe +ienthusiasm +iof +iemployees
18
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+i
and +icoordination +iamong +ithe +itop +imanagement +iand +isubordinates +ifor +ia +iflow
+i
of +iplans +iand +igoals +iin +ithe +iorganisation +ito +isketch +ithe +ifuture +iplans +i(Tran +i&
+i
Tian, +i2013).
+i +i +i +i +i +i +i +i +i +i +i +i +i +i
Organisational +istructure +iis +ia +iway +iresponsibility +iand +ipower
+i
are +iallocated, +iand +iwork +iprocedures +iare +icarried +iout, +iamong +iorganisational
+i
members +i(Walton, +i1985; +iBlau, +i1970; +iDewar +i& +iWerbel, +i1979; +iGermain,
+i
1996; +iGerwin +i& +iKolodny, +i1992; +iZheng, +iYang +i& +iMclean, +i2010; +iTran +i&
+i
Tian, +i2013). +iThe +imost +iimportant +icomponent +iof +ithe +iorganisational
+i
structure +iincludes +iformalisation, +icentralisation, +iand +icontrol +i(Zheng, +iYang
+i
& +iMclean, +i2010; +iTran +i& +iTian, +i2013). +iOrganisation +istructure +iaffects +ithe
+i
way +iin +iwhich +ipeople +iat +iwork +iare +iorganised +iand +icoordinated. +iIt +iequally
+i
affects +ithe +inature +iof +ithe +irelationships +ithey +idevelop, +itheir +ifeelings +iabout
+i
these +iaspects, +ithe +iways +iin +iwhich +ithey +icarry +iout +itheir +iworks, +ithe +iattributes
+i
required +iof +ithose +iwho +iwork +iin +iparticular +itypes +iof +istructure +iand +iit +ihas
+i
implications +ifor +ithe +imanagement +iof +ithe +iemployees’ +iperformance. +iThe
+i
general +iconclusions +iare +ithat +iorganisations +imust +ifit +istructure +iand +iprocesses
+i
if +ithe +istrategy +iwants +ito +iproduce +ipositive +iresults +i(Chandler, +i1962;
+i
Channon, +i1971; +iTeixeira, +iet +ial. +i, +i2012).
+i +i +i +i +i +i +i +i +i +i +i
The +irelationship +ibetween +istructure +iand +iperformance, +ihowever,
+i
is +imore +itenuous +iand +iis +imediated +iby +imany +iother +iorganisational +iconstructs
+i
(Teixeria, +iet +ial., +i2012). +iTolbert +iand +iHall +i(2009) +idiscussed +iformal
+i
organisational
+i
formalisation
+i
+i
structures
and
+i
+i
under
complexity.
+i
+i
three
+i
dimensions:
Organisational
+i
structure
+i
centralization,
+i
enables
+i
an
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+i
organisation +ito +ihave +icommon +iviews +iand +imission. +iWell-functioning
+i
organisational +istructure +iis +iimportant +ifor +ian +iorganisation +igoing +ithrough
+i
change, +ibecause +iif +ithere +iif +ithere +iare +iflaws +iin +ithe +istructure +iit +iwill +iaffect
+i
communication +iflow. +iWith +iunclear +iroles +iconflicts +iand +imisunderstandings
+i
occur +ithat +ilowers +imotivation +iand +iwork +imorale. +iIt +ican +ialso +idrift +idifferent
+i
departments +iapart +ifrom +icommon +iorganisational +igoal, +iwhere +idecision
+i
making +iprocesses +ibecomes +islow +iand +iemployee +ieffectiveness +idisappears.
+i +i +i +i +i +i +i +i +i +i
According +ito +iMcLagan +i(2002), +ithere +iare +itwo +itypes +iof +ichanges
+i
in +ithe +iorganisation +istructure. +iThey +iare +itransactional +iand +itransformational.
+i
Transactional +ichanges +ionly +ineed +iminor +iinterventions, +ifor +iexample,
+i
training +ior +ichanging +ithe +iincentive +isystem, +iswitching +isoftware. +iTransitional
+i
change +iis +imore +icomplex +iand +irequire +ichange +iin +iroles/responsibilities,
+i
power +ibases +iand +isystems. +iExample +iof +ithis +ikind +iof +ichange +icould +ibe
+i
opening +ia +inew +iplant +iin +ianother +ilocation, +iwhere +imore +idetailed +iplanning
+i
and +iexpertise +iis +ineeded. +iTransformational +ichange +irequires +iredesigning +ithe
+i
entire +iorganisation, +iespecially +ithe +ifundamental +ibeliefs +iand +inorms, +iin +iorder
+i
to +iadapt +ito +iglobal +ibusiness +idemand. +iAccording +ito +iDuggan +i(n.d)
+i
organisational +istructure +ican +iinhibit +ior +ipromote +iperformance, +iand +ithis +imay
+i
depend +ion +ihow +ieffectively +ithe +isupervisory +irelationships +iand +iworkflow
+i
influence +iproductivity. +iHe +ifurther +ielaborates +ithat +iorganisational +istructure
+i
affects +ihoe +iperformance +iis +imeasured +iand +imanaged +iin +ian +iorganisation.
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+i +i +i +i +i +i +i +i +i
https://erl.ucc.edu.gh/jspui
The +iempirical +isetting +iwas +iover +i150,000 +istock-picking +idecisions
+i
made +iby +i609 +imutual +ifunds. +iThe +ifindings +isuggested +iorganisational
+i
structure +ihas +irelevant +iand +ipredictable +ieffects +ion +ia +iwide +irange +iof
+i
organisation +iperformance. +iIn +itheir +istudy, +iHao, +iKasper +iand +iMuehlbacher
+i
(2012) +iinvestigated +ithe +irelationship +ibetween +iorganisational +istructure +iand
+i
performance, +iespecially +ithrough +iorganisational +ilearning +iand +iinnovation,
+i
based +ion +ievidence +ifrom +iAustria +iand +iChina. +iBased +ion +ithe +iliterature +iand
+i
hypothesis, +ia +itheoretical, +iconceptual +iand +istructural +iequation +imodel +iwas
+i
set +iup +ithrough +ia +iquestionnaire +isurvey +iand +isample +iof +iabout +i90 +iAustrian
+i
and +i71 +iChinese +isamples. +iPartial +ileast +isquares +iwere +iused +iin +ithe +ianalysis
+i
and +ithe +iresults +iare +itested +iby +ibootstrap +imethods.
+i +i +i +i +i +i +i +i +i
The +ifindings +ireinforce +ithe +iimportant +iinfrastructure +iposition +iof
+i
organisational +istructure +ion +iperformance. +iOrganisational +istructure +ihad +imore
+i
effects +ion +iorganisational +ilearning +ithan +iinnovation, +iorganisational +ilearning
+i
has +ian +iindirect +ieffect +ion +iperformance +ithrough +iinnovation, +iexcept +ithe
+i
direct +ieffect +iof +istructure +ion +iperformance. +iNo +imatter +ihow +ibig +ior +ismall
+i
change +iis +iin +iorganisation, +iit +iaffects +iworkers +ieither +ipositively +ior
+i
negatively. +iImpact +iof +ichange +ion +iemployees +idepends +ion +iwhether +ithey
+i
were +iwell +iinformed +iabout +ichange +ior +inot. +iAs +iEdwards +iand +iWalton +i(2000)
+i
noted, +igreater +iunderstanding +ihelps +ireduce +iuncertainty +iwhich +iinevitably
+i
accompanies +ichange. +iBut +isince +ichange +iinitiative +idoesn’t +iconcern +ieveryone
+i
at +ithe +isame +ilevel +iit +iis +iimportant +ito +ichoose +itarget +igroups +iand +itry +ito
+i
identify +imeans +iof +icommunication, +iwhether +iit +iis +itrying +ito +iworkers +ito
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+i
know
+i
Communication +ishould +inot +istop +ionce +ieveryone +iis +iinvolved +iin +ichange, +ibut
+i
rather +iadapted +iin +ieach +istep. +iFor +iexample, +iduring +iearly +istages +iof +ichange +iit
+i
is +icrucial +ito +iexplain +iwhy +ichange +iis +iimportant +iand +ihow +iit +iis +igoing +ito +ibe
+i
enacted, +iduring +ithe +iimplementation +iphase +imaking +isure +ithat +ipeople +iknow
+i
their +iefforts +ihave +inot +ibeen +iin +ivain, +iafter +iimplementation +iphase +ipraising
+i
and +irewarding +iemployees +icontribution +ito +ichange.
+i
change,
https://erl.ucc.edu.gh/jspui
+i
understand
+i
it,
+i
agree
+i
upon
+i
it
+i
or
+i
get
involved.
+i
Empirical +iReview
The +istudy +iprovides +iresearch +ifindings +ifrom +iother +iresearches +iand
+i
academic +ion +iorganisational +ichange +ion +iemployee +iperformance, +ileadership
+i
change +ion +iemployee +iperformance, +ichange +iin +itechnology +ion +iemployee
+i
performance
+i
performance. +iWanza +iand +iNkuraru +i(2016) +iinvestigated +ithe +ieffects +iof
+i
organisational +ichange +ion +ithe +iperformance +iof +iemployees +iin +irelation +ito
+i
technological
+i
structure. +iThe +istudy +iadopted +ia +icase +istudy +iresearch +idesign +iand +itargeted
+i
189 +iemployees. +iA +isample +isize +iof +i128 +iemployees +iwas +iselected +iusing
+i
simple +irandom +isampling +itechnique. +iPrimary +idata +iwas +icollected +iusing
+i
questionnaires
+i
questionnaire
+i
descriptive +istatistics +iand +ipresented +iusing +igraphs +iand +itables. +iThe +istudy
+i
found +ithat +istructural +ichanges +iand +iorganisational +ileadership +iinfluenced
+i
university +iemployees’ +iperformance +ipositively.
+i
and
+i
change
changes,
+i
+i
+i
and
and
+i
+i
+i
+i
organisation
organisational
interview
interview
+i
in
+i
+i
+i
+i
structure
leadership,
schedules.
schedules.
Analysis
+i
+i
Analysis
+i
+i
and
+i
+i
employee
organisational
was
+i
was
+i
+i
+i
in
done
+i
using
done
+i
using
22
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A +istudy +iby +iKamugisha +i(2013) +ion +ithe +ieffect +iof +iorganisational +ichange
+i
in +ian +iorganisation; +ia +icase +istudy +iof +iNational +iUniversity +iof +iRwanda +i(NUR)
+i
sought +ito +ifind +iout +ithe +ieffect +iof +iorganisational +ichange +iin +iNational
+i
University +iof +iRwanda. +iThis +istudy +ifound +ithat +ithere +iare +ichanges +iin +ithe
+i
management +iof +ifaculties. +iThere +iare +ialso +ichanges +iin +ithe +irequirements +iand
+i
performance +iof +ithe +istaff, +iwhere +iadministrative +istaffs +iare +inow +ito +ihave +iat
+i
least +ia +ibachelor’s +idegree +iin +irelation +ito +ithe +ipositions +ithey +ioccupy. +iThese
+i
changes +iwere +ifound +ito +iaffect +ithe +iorganisation +ihuman +iresources +iin +iterms
+i
of +idownsizing, +ioutsourcing +iand +irecruiting +imore +istaff +ito +ifill +isome +inew
+i
posts.
A +istudy +iby +iCsaszer +i(2008), +ideveloped +iand +itested +ia +imodel +iof +ihow
+i
organisational
+i
Organisational +istructure +iwas +iconceptualized +ias +ithe +idecision-making
+i
structure +iamong +ia +igroup +iof +iindividuals. +iWanza +iand +iNkuraru +i(2016)
+i
investigated +ithe +ieffects +iorganisational +ichange +ion +ithe +iperformance +iof
+i
employees +iin +irelation +ito +itechnological +ichanges, +iorganisational +ileadership,
+i
structure +iand +iculture. +iThe +istudy +ifound +ithat +istructural +ichanges +iand
+i
organisational +ileadership +iinfluenced +iuniversity +iemployees’ +iperformance
+i
positively. +iThe +istudy +ifurther +irevealed +ithat +itechnological +ichanges +ihave +ia
+i
great +iimpact +ion +iemployees’ +iperformance +idue +ito +ithe +irapid +itechnological
+i
changes +iacross +ithe +iglobe +ithat +ihelps +ito +iease +iwork +iand +ienhance +iefficiency.
+i
structure
+i
influence
+i
organisational
+i
performance.
+i
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Wanza +iand +iNkuraru +i(2016) +iasserted +ithat +ia +istrong +iorganisational
+i
change +i +icreates +isynergy +iand +idrive +ithat +ifacilitates +iteamwork +iand +ienhances
+i
employee +iperformance. +iThe +istudy +iconcluded +ithat +istructural +ichanges,
+i
leadership, +itechnology +iand +iorganisational +iculture +iaffect +ithe +iperformance
+i
of +iemployees +ipositively. +iKaranja +i(2015) +iconcluded +ia +istudy +ion +ithe +ieffects
+i
of +iorganisational +ichange +ion +iemployee +iperformance +iof +ipostal +iCorporation
+i
of +iKenya; +ithe +ifindings +irevealed +ithat +iemployee +iperformance +iis +ibeen
+i
positively +iinfluenced +iby +iorganisational +ichange. +iThe +ivariable +ithat +ichanged
+i
the +imost +iand +iinfluenced +iemployee +iperformance +ipositively +iis +itechnology.
A +istudy +iby +iDauda +iand +iAkingbade +i(2011) +iexamined +ihow +iemployee
+i
relation +icould +ibe +iemployed +ifor +itechnological +iorganisational +ichange. +iIt
+i
also +isought +ito +idetermine +ieffective +imethod +iof +iusing +itechnological
+i
innovation +ifor +iimproved +iperformance +iin +ithe +iNigerian +imanufacturing
+i
industry. +iQuestion +ibased +ion +ithe +ihypotheses +iwere +iformulated +iand +i1256
+i
questionnaires +iwere +idistributed +ito +iselect +i30 +imanufacturing +iindustry +iin
+i
beverages, +itextiles, +isteel, +icement +iand +ichemical +iindustry +iin +iNigeria.
+i
Findings +irevealed +ithat +iemployee +irelations +ido +inot +ihave +isignificant
+i
relationship +iwith +itechnological +ichange. +iAn +iempirical +istudy +iby +iAbbas,
+i
Muzaffar, +iMahmood, +iRamzan +iand +iRizvi +i(2014) +iexamined +ithe +ieffects +iof
+i
information +itechnology +ion +iperformance +iof +iAllied +iBank +iemployees +iin
+i
Pakistan. +iThe +idata +iwas +igathered +ithrough +iunstructured +iinterviews. +iIt +iwas
+i
figured
+i
employees +ialong +iwith +itime +isaving. +iIt +igreatly +iaffects +ithe +iworkload +ion
+i
out
+i
that
+i
technology
+i
greatly
+i
escalates
+i
the
+i
productivity
+i
of
24
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+i
employees +iand +iensures +icontrol +iover +imistakes +iand +ifrauds. +iQuick +iaccess +ito
+i
information +iand +iease +iof +iuse +ienables +ithe +ibank +iemployees +ito +ideliver
+i
quality +iservice.
+i +i +i +i +i +i +i +i +i
The +istudy +irecommended +ithat +iorganisations +iwhich +iimplement +inew
+i
technology +ishould +iprovide +iproper +itraining +ito +iits +iemployees +ito +iincrease
+i
their +iperformance. +iKute +iand +iUpadhyay +i(2014) +iexamined +ithe +irelationship
+i
between +itechnological +ichanges +iand +iits +iimpact +ion +iemployee +iperformance
+i
in +icommercial +iprinting +iindustry. +iThe +istudy +ifound +ithat +itechnological
+i
changes +iaffect +iemployee’s +iperformance +iin +ivarious +iways +ilike +iredundancy,
+i
employee +iturnover +iand +ithe +ilevel +iof +imotivation +iat +iwork. +iIt +iwas +inoted +ithat
+i
technological +ichanges +iaffected +iskills +iand +iperformance +iof +ithe +iemployees +iin
+i
the +icommercial +iprinting +iindustry. +iIt +iis +iworth +istudy +iwhether +itechnological
+i
changes +iaffect +iperformance +iof +iemployees +iin +iuniversities.
A +istudy +iby +iAhmed, +iRehman, +iAsad, +iHussain +iand +iBilal +i(2013) +ion +ithe
+i
impact +iof +iorganisational +ichange +ion +iemployee +iperformance +iin +ithe +ibanking
+i
sector +iof +iPakistan +iadopted +idescriptive +istatistics +iand +icorrelation +ianalysis
+i
techniques. +iThe +istudy +ifound +ithat +iorganisational +ichange +ihas +ia +ipositive
+i
significant +iimpact +ion +iemployee’s +iperformance +iin +ibanking +isector +iof
+i
Pakistan. +iKansal +iand +iSingh +i(2016) +iconducted +ia +istudy +ion +ithe +iimpact +iof
+i
organisational +ichange +ion +iemployee +iperformance +iin +iMaruti +iSuzuki. +iThe
+i
findings +iof +ithe +istudy +irevealed +ithat +iorganisational +ichange +ihad +ia
+i
considerable +ieffect +ion +iemployee.
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+i +i +i +i +i +i +i +i
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The +istudy +ifurther +irevealed +ithat +itechnological +ichanges +ihave +ia +igreat
+i
impact +ion +iemployees’ +iperformance +idue +ito +ithe +irapid +itechnological +ichanges
+i
that +ithe +iworld +iis +irapidly +iadjusting +ithat +ieases +iemployee’s +iwork +iload +iand
+i
to +iincrease +iefficiency +iand +ieffectiveness +iat +iwork +iplace. +iA +istrong
+i
organisational +iculture +icreates +isynergy +iand +imomentum +ithat +iencourages
+i
teamwork +iand +ienhances +iemployee +iperformance. +iThe +istudy +iconcluded +ithat
+i
structural +ichanges, +ileadership, +iand +itechnology +iinfluence +ithe +iperformance
+i
of +iemployees +ipositively. +iThe +istudy +irecommended +ithat +ithe +iuniversity
+i
leadership
+i
organisational +ichange, +ileadership +istyles +ithat +iincrease +iemployee +imotivation
+i
to +iexceed +iexpected +iresults +iand +ia +ichange +ithat +iis +iresult +ioriented +ithus
+i
increasing +itheir +ilevels +iof +iemployee’s +iperformance.
+i
needed
to
+i
+i
change
+i
their
+i
mindsets
+i
on
+i
the
+i
impact
+i
of
Al-Jaradat, +iO., +iNagresh, +iM., +iAl-Shegran, +iA., +i& +iJadellah, +iN. +i(2013).
+i
conducted +ia +istudy +ithat +iaimed +ito +iidentify +ithe +iimpact +iof +iorganisational
+i
change +ion +iemployee’s +iperformance, +ithrough +ia +icase +istudy +iof +iuniversity
+i
libraries +iin +iJordan. +iThree +iareas +iof +ichange +iwere +iaddressed, +ithe +ichange +iin
+i
organisational +istructure, +itechnology +ichange +iand +ichange +iin +iindividuals. +iThe
+i
researcher +idesigned +ia +iquestionnaire +ifor +ithe +ipurpose +iof +icollecting +ithe +iraw
+i
data, +iand +iused +ithe +irandom +isample +iin +idata +icollection, +i189 +iquestionnaires
+i
were +idistributed +ion +ithe +imembers +iof +ithe +isample. +iThe +istudy +ifound +ithat
+i
change +iin +ithe +iorganisational +istructure +iis +inot +iflexible, +iand +itherefore +ithis
+i
organisational +istructure +iis +inot +iappropriate +ifor +ithe +ibusiness +irequirements
26
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+i
within +ithe +iUniversity +ilibrary, +ileading +ito +ioverlapping +ipowers +iand
+i
responsibilities.
+i +i +i +i +i +i +i +i +i +i +i
The +istudy +ifound +ia +ipositive +irelationship +ibetween +ithe +iareas +iof
+i
change
+i
performance +iof +iworkers +iat +ia +ilevel +ia=0.05 +iwith +i0.589, +i0.648, +i0.711
+i
correlation +icoefficient +irespectively. +iThe +istudy +irecommended +ithat +iin +iorder
+i
to +iensure +ithe +isuccess +iof +ithe +ichange +iprogram, +iit +iis +iappropriate +ito +ifocus +ion
+i
organisational +istructure, +ihuman +irelations +iand +itechnology +iand +imust +ibe +ia
+i
balance +ibetween +ithese +iaspects +ito +iimprove +ithe +iperformance +iof +iemployees
+i
and +ithis +iin +iturn +ireflects +ithe +iquality +iof +iproductivity.
+i
(organisational
+i
structure,
+i
technology,
+i
leadership)
+i
and
+i
the
Osei-Bonsu +iet +ial., +i(2014), +icarried +iout +ia +istudy +ito +iassess +ithe +iextent +iof
+i
employee +iinvolvement +iin +ithe +iorganisational +ichange +iprocesses, +iassess +ithe
+i
impact +iof +iorganisational +ichange +ion +iemployee +ijob +isatisfaction +iand +ithirdly,
+i
attitude +iof +iemployees +iafter +iorganisational +ichange. +iA +idescriptive +isurvey
+i
research +idesign +iwas +iemployed +ito +iadminister +ia +iself-designed +iquestionnaire
+i
consisting +iof +iopen +iand +iclosed-ended +iitems +ito +ione +ihundred +iand +iforty
+i
respondents +iusing +isimple +irandom +isampling. +iDescriptive +istatistics +iwas
+i
used +ito +ianalyse +ithe +idata. +iThe +imain +ifindings +iindicated +ithat +iemployee’s
+i
involvement +iin +ithe +iprocess +iwas +ilimited +ito +iprovision +iof +iadequate
+i
information. +iIt +iwas +ialso +irevealed +ithat +igenerally, +ithe +ichange +ihad +ia +ipositive
+i
impact +ion +iemployee’s +ijob +isatisfaction. +iFinally, +iemployee +iattitudes +iafter
+i
the +ichange +iwere +ifound +ito +ibe +ipositive.
27
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Karanja +iet +ial., +i(2015) +iinvestigated +ithe +ieffects +iof +iorganisational
+i
change +ion +iemployee +iperformance. +iThe +iobjectives +iof +ithis +istudy +iwere +ito
+i
mainly +iassess +ithe +ieffects +iof +itechnological +ichange, +istructure +ichange, +ithe
+i
changing +iroles +iand +iresponsibilities +iof +iemployees +iand +ithe +ichanges +iin
+i
management +ion +ithe +iperformance +iof +iworkforce. +iThe +i300 +iemployees +iof +ithe
+i
Postal +iCorporation +iof +iKenya-Nairobi +iwas +ithe +itarget +ipopulation. +iThe +istudy
+i
focused +ion +ithe +iorganisational +ichanges +ithat +ihave +ioccurred +iin +ithe +ilast +i7
+i
years. +iThis +istudy +iemployed +idescriptive +iresearch +idesign +iof +iwhich +ithe
+i
research +iwas +idescriptive +iin +inature. +iThe +idata +iwas +ianalysed +iusing +idescriptive
+i
statistics. +iThe +istudy +irevealed +ithat +iemployee +iperformance +ihas +ibeen
+i
positively +iinfluenced +iby +iorganisational +ichange. +iThe +ivariable +ithat +ihas
+i
changed +ithe +imost +iand +iinfluenced +iemployee +iperformance +ipositively +iis
+i
technology.
Khosa, +iR. +iM., +i& +iKalitanyi, +iV.(2015) +ianalysed +ithe +iimpact +iof
+i
organisational +ichange +itowards +iemployee +iperformance +iin +ithe +ibanking
+i
sector +iof +iPakistan. +iQuestionnaires +iwere +iused +ifor +iprimary +idata +icollection.
+i
The +istudy +iused +idescriptive +istatistics +iand +icorrelation +ianalysis +itechnique +ifor
+i
the +ianalysis +iof +idata. +iThe +iresults +ishowed +ithat +iorganisational +ichange +ihad +ia
+i
positive +isignificant +iimpact +ion +iemployee’s +iperformance +iin +ibanking +isector
+i
Pakistan. +iThe +istudy +isuggested +ithat +ifurther +iresearch +ishould +ibe +iconducted
+i
in +ivarious +isectors +iand +ialso +iby +iincreasing +ifactors +iof +iorganisational +ichange
+i
in +iorder +ito +iobserve +ithe +ioverall +iimpact +iof +iorganisational +ichange +itowards
+i
employee +iperformance. +i
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Conceptual +iFramework
The +iresearcher +iuses +iconceptual +iframework +iin +ianswering +iresearch
+i
questions. +iThe +ireal +iargument +ishould +ibe +ithat +ithe +inature +iof +ichange +iin +iany
+i
of +ithese +ivariables +icould +iinfluence +ithe +iperformance +iof +iemployees
+i
(positively +ior +inegatively). +iA +iconceptual +iframework +iis +icreated +ishowing +ithe
+i
relationship +ibetween +iorganisational +ichange +iand +iemployee +iperformance. +i
Independent +iVariable
Dependent +iVariable
Organisational
+istructure
Employee +iPerformance
Technology +ichanges
29
Leadership +ichange
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Figure +i1: +iConceptual +iframework +iexplaining +iorganisational +ichange +iand
+iemployee +iperformance.
Source: +iAnkomah +i(2019)
+i
A +iconceptual +iframework +iis +iproposed +iin +ithis +iresearch +ibased +ion
+i
previous +iacademic +ireviews, +iwhich +iencourages +ia +isystematic +ianalysis +iof
+i
organisational +ichange +iby +iexploring +iits +ieffect +iof +iorganisational +istructure,
+i
technological +ichanges, +ileadership +ichange +iand +iemployee +iperformance, +ias
+i
shown +iin +iFigure +i1. +iThe +iindependent +ivariables +iof +ithis +istudy’s +iconceptual
+i
framework
+i
leadership +ichange +iand +idependent +ivariables +iis +iemployee +iperformance.
+i
are
+i
the
+i
organisational
+i
structure,
+i
technological
+i
changes,
Chapter +iSummary
+i +i +i +i +i +i +i +i +i +i +i +i +i +i
The +ichapter +ireviewed +iliterature +ion +ieffects +iof +iorganisational
+i
change +ion +iemployee +iperformance. +iThe +ichapter +iconsidered +iconcepts +iof
+i
organisational +istructure, +itechnological +ichanges, +ileadership +ichange +iand
+i
employee’s +iperformance. +iThe +ichapter +idiscussed +ithe +iboth +itheoretical +iand
+i
empirical +ireview. +iThe +iliterature +ireveled +ithat +iorganisational +ichange +ihas
+i
effects +ion +iemployee +iperformance.
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CHAPTER +iTHREE
RESEARCH +iMETHODS
Introduction
This +iresearch +ihas +ibeen +iframed +ito +idetermine +iorganisational +ichange
+i
and +iit +ioutcome +ion +iemployee +iperformance, +ia +istudy +iof +istaff +iat +ithe
+i
University +iof +iEducation, +iWinneba +iwithin +ithe +iCentral +iRegion +iof +iGhana.
+i
This +ichapter +idiscussed +ithe +iprocedure +iused +iin +ithis +istudy +iunder +ithe
+i
following +isub-headings: +iresearch +idesign, +iarea +iof +ithe +istudy, +ipopulation +iof
+i
the +istudy, +isample +iand +isampling +itechnique, +iinstrument +ifor +idata +icollection,
+i
validation +iof +ithe +iinstrument, +ireliability +iof +ithe +iinstrument, +imethod +iof +idata
+i
collection +iand +imethod +iof +idata +ianalysis.
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Research +iApproach
Generally, +ithere +iare +ithree +itypes +iof +iresearch +iapproaches +iwhich +iare +ithe
+i
qualitative +iresearch +imethod, +iquantitative +iresearch +idesign +iand +imixed +imethod
+i
and +iunder +ithem +iwe +ihave +icase +istudy, +idescriptive +iresearch +iamong +iothers.
+i
Quantitative +iresearch +imethod +iis +ia +iform +iof +iresearch +iapproaches +ithat +itarget
+i
estimations +iand +ithe +iuse +iof +imeasurable, +iscientific, +ior +inumerical +iexamination
+i
of +iinformation +igathered +ithrough +isurveys, +ipolls, +iand +ioverviews, +ior +iby
+i
controlling +iprevious +ifactual +iinformation +iutilizing +icomputational +isystems
+i
(Babbie, +i2010). +iHowever, +ione +iof +ithe +icriticism +ifaced +iby +ithis +iapproach +iis +iits
+i
inability +ito +iexpress +ithe +ifeelings +iand +iemotions +iof +irespondents +icontacted +ifor
+i
the +istudy.
The +iresearcher +iwill +iemploy +iQuantitative +iapproach +iin +ithis +istudy.
+i
Quantitative +iresearch +iquantifies +ithe +iproblem +ibeing +iinvestigated +iby +igenerating
+i
data +iin +inumerical +iform +ior +idata +ithat +ican +ibe +itransformed +iinto +iforms +iviable +ito
+i
be +isubjected +ito +istatistical +ianalysis. +iThis +iresearch +iquantifies +iattitudes,
+i
behaviors, +iand +iopinions +i(Creswell, +i2014). +iThe +iresults +iobtained +ifrom +ithe
+i
sample +iis +ithen +igeneralized +ito +ithe +ientire +ipopulation +iunlike +iin +iqualitative
+i
research +iwhere +igeneralization +iis +inot +iplausible +ibut +irather +ionly +ireplication +iof
+i
similar +iresearch +iis +iwhat +iis +ioften +irecommended. +iQuantitative +iresearch +imakes
+i
use +iof +inumeric +idata +ihence +ireducing +ichances +iof +imisinterpretation. +iHowever,
+i
carrying +iout +ia +iquantitative +iresearch +irequires +igood +istatistical +iknowledge +ias
+i
well +ias +ia +ilarge +isample +isize +ito +ireduce +iestimation +ierrors +iand +imake +ia
+i
generalization +iof +iresults +imore +isensible +i(Taylor, +iBogdan +i& +iDeVault, +i2015). +iIt
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+i
is +iworth +inoting +ithat +imixed +iresearch +idesign +iintegrates +iboth +iqualitative +iand
+i
quantitative +iapproaches. +i
Research +iDesign
Research +idesign +iis +ithe +iblueprint +ithat +ienables +ithe +iinvestigator +ito
+i
come +iwith +isolution +ito +iproblems +iand +iguides +iher/him +iin +ithe +ivarious +istages
+i
of +iresearch +i(Nachmias +iR., +iMioduser, +iD., +iOren, +iA., +i& +iRam, +iJ. +i2000). +iIt
+i
seeks +ito +iobserve, +iexplain, +iand +idescribe +iphenomena +iof +iinterest +iwithout
+i
manipulating +ithe +ivariable +ior +ithe +irespondents. +iThe +istudy +iadopted +ia
+i
descriptive +isurvey +idesign. +iLuck +iand +iRubin +i(2009) +ialso +idefined +iresearch
+i
design +ias +ithe +idetermination +iand +istatement +iof +igeneral +iresearch +iapproach +ior
+i
strategy +iadopted +ifor +iwhich +ithe +ipurpose +iis +ito +iproduce +ian +iaccurate
+i
representative +iof +ipersons, +ievents +ior +isituations.
+i +i +i +i +i +i +i +i +i
The +idescriptive +iresearch +idesign +iwas +ipreferred +ibecause +iit +iwas
+i
efficient +iin +icollecting +ilarge +iamount +iof +iinformation +iwithin +ia +ishort +itime.
+i
Cooper +iand +iSchindler +i(2003) +ipropose +ifor +ithe +iuse +iof +isurvey +iin +isocial
+i
economic +ifact +ifinding +ibecause +ithey +iprovide +ia +igreat +iof +iinformation +iwhich
+i
is +iaccurate. +iFurthermore, +iCooper +iand +iSchinder +i(2003) +istate +ithat +ithe
+i
intention +iof +isurvey +iresearch +iis +ito +igather +idata +iat +ia +iparticular +ipoint +iin +itime
+i
and +iuse +iit +ito +idescribe +ithe +inature +iof +iexisting +iconditions. +iSince +ithe +iaim +iof
+i
this +istudy +iis +ito +iinvestigate +ithe +ieffects +iof +iorganisational +ichange +ion
+i
employees +iperformance +iat +ithe +iUniversity +iof +iEducation, +iWinneba, +iGhana,
+i
a +isurvey +idesign +iis +imost +isuitable +ifor +ithe +istudy.
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Study +iorganisation +i(University +iof +iEducation, +iWinneba)
The +iUniversity +iof +iEducation, +iWinneba +i(UEW) +iwas +iestablished +iin
+i
September, +i1992 +ias +ia +iUniversity +iCollege +iunder +iPNDC +iLaw +i322. +iOn +i14th
+i
May +i2004 +ithe +iUniversity +iof +iEducation +iAct, +iAct +i672 +iwas +ienacted +ito
+i
upgrade +ithe +istatus +iof +ithe +iUniversity +iCollege +iof +iEducation +iof +iWinneba +ito
+i
the +istatus +iof +ia +ifull +iUniversity. +iThe +iUniversity +iCollege +iof +iEducation +iof
Winneba +ibrought +itogether +iseven +idiploma +iawarding +icolleges +ilocated +iin
+i
+i
different +itowns +iunder +ione +iumbrella +iinstitution. +iThese +iColleges +iwere +ithe
+i
Advanced +iTeacher +iTraining +iCollege, +ithe +ispecialist +iTraining +iCollege +iand
+i
the +iNational +iAcademy +iof +iMusic, +iall +iat +iWinneba; +ithe +iSchool +iof +iGhana
+i
Languages, +iAjumako; +ithe +iCollege +iof +iSpecial +iEducation, +iAkwapim-
Mampong; +ithe +iAdvanced +iTechnical +iTraining +iCollege +iKumasi; +iand +ithe +iSt.
+i
Andrews +iAgricultural +iTraining +iCollege, +iMampong-Ashanti.
The +ithree +isites +iin +iWinneba +inow +ireferred +ito +ias +ithe +iWinneba +iCampus
+i
is +ithe +iseat +iof +ithe +iVice +iChancellor +iwith +isatellite +icampuses +iat +iKumasi,
+i
Mampong +iand +iAjumako. +iThe +imandate +iof +ithe +iUniversity +iis +ito +iproduce
+i
professional +ieducators +ito +ispearhead +ia +inew +inational +ivision +iof +ieducation
+i
aimed +iat +iredirecting +iGhana’s +ieffort +ialong +ithe +ipath +iof +irapid +ieconomic +iand
+i
social +idevelopment. +iThe +ivision +iof +ithe +iUniversity +iis +ito +itrain +icompetent
+i
professional +iteachers +ifor +iall +ilevels +iof +ieducation +ias +iwell +ias +iconduct
+i
research, +idisseminate +iknowledge +iand +icontribute +ito +ieducational +ipolicy +iand
+i
development. +iThe +iVice-Chancellor +iis +ithe +iexecutive +ihead +iof +ithe +iUniversity
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+i
and +iresponsible +ifor +ithe +iday-to-day +ioperations +iof +ithe +iUniversity +iand +ireport
+i
directly +ito +ithe +iUniversity +iCouncil.
The +iaims +iof +ithe +iUniversity +iare; +ito +iprovide +ihigher +ieducation +iand
+i
foster +ia +isystematic +iadvancement +iof +ithe +iscience +iand +ithe +iart +iof +iteacher
+i
education; +ito +itrain +itutors +ifor +ithe +icolleges +iof +ieducation +iand +iother +itertiary
+i
institutions; +ito +iprovide +iteachers +iwith +iprofessional +icompetence +ifor +iteaching
+i
in +ipre-tertiary +iinstitutions +isuch +ias +ipreschools, +iand +ithe +icommunity +iin +iorder
+i
to +iensure +ithe +iholistic +itraining +iof +iteachers. +iUniversity +iof +iEducation,
Winneba +iis +iused +ias +ithe +icase +istudy +ibecause +ithere +ihave +ibeen +ichanges +iin
+i
+i
leadership, +istructure +iof +ithe +iUniversity. +i
Population +iof +ithe +iStudy
Population +iis +ithe +iuniverse +iof +iunits +ifrom +iwhich +ia +isample +iis +ito +ibe
+i
selected, +i(Bryman +i& +iBell, +i2011). +iThe +ipopulation +iof +ithis +istudy +iconsist +iof
+i
staff +iand +imanagement +iof +iUniversity +iof +iEducation, +ithe +iresearcher +itargeted
+i
a +itotal +iof +i189 +irespondents +iworking +iin +iUniversity +iof +iEducation, +iWinneba
+i
comprising +iHeads +iof +iDepartments +iTeaching +istaff, +iand +iNon-teaching +istaff.
+i
Out +iof +ithe +i189 +irespondents, +i105 +iare +ifemales +iand +i84 +iare +imales. +iThe
+i
distribution +iof +ithe +istaff +iacross +ithe +iUniversity +iwere; +iHeads +iof +idepartment
+i
(20), +iTeaching +istaff +i(59) +iand +inon-teaching +istaff +i(110). +iThe +itarget
+i
population +iare +ibetween +ithe +iages +iof +i18 +ito +i60 +iyears +iand +itheir +ieducation
+i
level +irange +ifrom +iSenior +iHigh +iSchool +ito +iPhD. +iThe +itarget +ipopulation +iare
+i
all +ifull-time +istaff +iof +ithe +iUniversity +iof +iEducation, +iWinneba.
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Sampling +iProcedures
It +iis +ioften +iimpossible +ito +icollect +idata +ifrom +iall +ithe +ipopulation +iwhen
+i
conducting +ia +iresearch. +iTherefore, +ia +ismaller +inumber +iof +iunits +i(sample) +iare
+i
often +ichosen +ior +iselected +ito +irepresent +ithe +ientire +ipopulation +i(Yin, +i2015).
+i
This +istudy +iemployed +ithe +iuse +iof +isimple +irandom +isampling +itechnique +iand
+i
purposive +isampling +itechnique. +iSimple +irandom +isampling +itechnique +iwas
+i
used +ito +iselect +ithe +iteaching +istaff +iand +inon-teaching; +iwhile +ipurposive
+i
sampling +itechnique +iwas +iused +ito +iselect +iHeads +iof +iDepartments. +iSimple
+i
random +isampling +itechnique +iis +ia +isampling +istrategy +iwhere +ievery +imember
+i
of +ia +ipopulation +ihas +ian +iequal +ichance +iof +ibeing +iselected +i(Asamoah-Gyimah,
+i
& +iDuodu, +i2004). +i
+i +i +i +i +i +i +i +i +i +i +i
Purposive +isampling +itechnique +iis +ia +inon-probability +isample
+i
which +iis +iselected +ion +ithe +ibasic +iassumption +ithat +iwith +igood +ijudgment, +ione
+i
can +ihand +ipick +ielements +iof +icase +iin +ia +ipopulation +iand +idevelop +isamples
+i
which +iare +isatisfactory +iin +irelation +ito +ione’s +ineeds. +i(Asamah-Gyimah +i&
+i
Duodu, +i2004). +iA +ipurposive +isampling +itechnique +iwas +iused +ito +iselect +i20
+i
respondents +i(top +imanagement +istaff +iof +iUniversity +iof +iEducation, +iWinneba)
+i
including +iheads +iof +idepartments, +ifaculty +iofficers +iout +iof +i59 +iheads +iof +ithe
+i
various +isections +iand +iunits +iof +ithe +iinstitution. +iThese +itop +ihierarchy
+i
executives +iwere +iselected +ibecause +ithey +iare +iwell +iabreast +iwith +iactivities +iof
+i
the +iUniversity +ias +ia +iresult +iof +itier +ipositions +iand +iyears +iof +iservice +iwith +ithe
+i
University +iof +iEducation, +iWinneba.
36
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Sample +iSize +iDetermination +i +i
The +iYamane +i(1967) +iformula +ifor +icalculating +isample +isizes +iwas +iused +ito
+i
calculate +ithe +isample +isize +iat +i95% +iconfidence +ilevel +iand +ip +i= +i0.5.
Where +in +iis +ithe +isample +isize, +iN +iis +ithe +ipopulation +isize, +iand +ie +iis +ithe +ilevel +iof
+i
precision.
𝑛=
𝑛=
𝑛=
𝑛
+ i
+i
+i
𝑁
1 + 𝑁(𝑒)2
189
1 + 189(0.05)2
189
1 + 189(0.0025)
=
+i
189
= 128
1.4725
According +ito +itable +iof +isample +isize +idetermination +ideveloped +iby
+i
Kerjcie +iand +iMorgan +i(1970), +iat +i95 +ipercent +idegree +iof +iconfidence, +ithe
+i
representative +isample +isize +ifor +i189 +ipopulation +iis +iequal +ito +i128. +iThis +iis
+i
similar +iwith +ithe +iabove–calculated +iresult. +iTherefore, +i128 +iemployees +iare
+i
participating +iin +isurvey. +iAmedahe +i(2002) +isuggested +ithat +ia +iminimum +iof +i10
+i
percent +ican +ibe +iused +ias +ithe +iappropriate +isample +isize +ifor +iany +igiven +istudy
+i
with +ia +ilarge +ipopulation. +iAny +ipercentage +iwhich +ifalls +iwithin +i5% +ito +i20% +iis
+i
suitable +iin +iorder +ito +imake +igeneralisations +iin +iquantitative +istudies. +iAs +isuch,
+i
for +ithe +iestimated +ipopulation +iof +iabout +i189 +ipopulation, +ia +isample +isize +iof
+i
128 +irepresenting +i45%, +iis +iselected +iand +iused +ifor +ithe +istudy.
37
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Sources +iof +iData +iCollection
+i +i +i +i +i +i +i +i +i +i +i
The +istudy +iused +iboth +iprimary +iand +isecondary +isources +iof +idata.
+i
For +ithe +iprimary +isource, +ithe +iresearcher +iwill +icollect +ioriginal +idata +ifrom +ithe
+i
respondents +ion +ithe +ifield. +iFrom +isecondary +isource, +iarticles +iand +ipublications
+i
which +icontained +idetails +iof +iconflict +imanagement +istrategies +iwas +iused.
Data +iCollection +iInstrument
The +imain +iaim +iof +ithe +iquestionnaire +iwas +ito +igenerate +ireliable +iand +ivalid
+i
data +ifrom +ia +ihigh +iproportion +iof +ia +ipopulation +iwithin +ia +ireasonable +iperiod
+i
and +iat +ia +iminimum +icost +i(Bell, +i2000). +iThis +istudy +iutilised +iquestionnaire +ito
+i
collect +iprimary +idata. +iThe +iquestionnaire +idesigned +ifor +ithis +istudy +icomprised
+i
of +itwo +isections. +iThe +ifirst +ipart +iincluded +ithe +idemographic +iand +ioperational
+i
characteristics +ito +irespondent. +iThe +idemographic +iand +ioperational +isection +ior
+i
aspect +iof +ithe +iinstrument +iasked +iquestions +ion +itheir +igender, +iage, +inumber +iof
+i
years +iworked +iwith +ithe +iUniversity +iand +ithe +ieducational +iqualification +iof +ithe
+i
respondent. +iThe +iobjective +iwas +ito +iobtain +itheir +ibackground +iinformation +ifor
+i
the +iexercise.
+i +i +i +i +i +i +i +i +i +i +i +i +i
The +isecond +ipart +icaptured +ithe +ieffects +iof +iorganisational +ichange
+i
on +iemployee +iperformance +iat +iUniversity +iof +iEducation, +iWinneba. +iThe
+i
objective +ifor +ithis +isection +iwas +ito +isolicit +ifrom +irespondents +itheir +iperception
+i
on +iorganisational +ichange +iand +iit +iimpact +ion +iperformance +iof +iemployees.
+i
The +iquestionnaire +iwas +istructured +iquestions. +iThe +istructured +iquestions
+i
would +ifacilitate +icollection +iof +iquantitative +idata +ito +ifacilitate +ian +iin-depth
+i
analysis +iof +ithe +istudy +iobjectives. +iThe +istudy +iused +iquestionnaire +isince +iit
38
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© University of Cape Coast
+i
was
+i
convenient
to
+i
https://erl.ucc.edu.gh/jspui
+i
administer
+i
over
+i
a
+i
large
+i
population +iand +iit +ialso +ienhance +istandardisation +iof +idata. +i
The +iquestionnaires +iwere +iaccompanied +iby +ian +iintroduction +iletter +ito +iexplain +ithe
+i
purpose +iof +icollecting +iinformation. +iAll +ithe +iitems +ion +ithe +iquestionnaires +iwere
+i
close-ended, +ibecause, +iaccording +ito +iCohen +i, +iK., +iBlythe, +iJ., +iBorchardt, +iG. +iC.,
+i
Chaudhri, +iV. +iK., +iClark, +iP., +iBarker, +iP. +iR., +i& +iKim, +iJ. +i +i(2003), +ithey +iare +iquick
+i
to +icompile +iand +istraight +iforward +ito +icode, +iand +ido +inot +idiscriminate +iunduly +ion
+i
the +ibasis +iof +ihow +iarticulate +ithe +irespondents +iare. +iThe +iitems +ion +ithe
+i
questionnaire +iwere +istructured +iwere +istructured +ion +ia +ifive-point +iLikert-type
+i
scale +ithat +iranged +ifrom +i‘Strongly +iagree +i(SA)=5, +i“ +iAgree” +i(A)= +i4, +i“
+i
Uncertain” +i(U)=3, +i“Disagree” +i(D)= +i2 +ito +i“Strongly +iDisagree”(SD)=1. +iThe
+i
use +iof +ithe +ifive, +ipoint +iLikert-scale +iis +iinformed +iby +ithe +isuggestion +iby
+i
Mckelvie +i(as +icited +iin +iOwusu +i& +iLarson, +i2014) +ithat +ithe +ifive-category +iscale +iis
+i
more +ireliable +ias +icompared +ito +ithe +iother +iscales.
Response +iRate
A +itotal +iof +i189 +iquestionnaires +iwere +iadministered +ias +iper +ithe +ipredetermined +isample +isize, +iout +iof +iwhich +i189 +iquestionnaires +iwere +ireturned +iand
+i
cleaned. +iA +itotal +iof +i128 +iquestionnaires +iwere +irelied +iupon +ito +iobtain +ithe +idata
+i
used +iin +ithe +ianalysis. +iConsidering +ithe +icount +iof +iall +ithe +ireturned +iquestionnaires
+i
relative +ito +ithose +iissued, +ia +iresponse +irate +iof +i88.3% +iwas +iregistered; +ihence +ithe
+i
findings +iof +ithe +istudy +icould +ibe +irelied +iupon +ito +icontribute +ito +ithe +iexisting
+i
literature +iin +iorganisational +ichange +ipractice +ias +ia +icorrelate +iof +iemployee
+i
performance.
39
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Reliability +iTest
The +iresearcher +icarried +iout +ia +ipilot +itest +ito +iestablish +ithe +ireliability +iof +ithe
+i
research +iinstruments, +ia +iCronbach +ialpha +iwas +icomputed +iand +ithe +ifindings +iare
+i
as +ishown +iin +iTable
Table +i1: +iReliability +iTest
Variable
Number +iof +iItems
Cronbach +iCoefficients
Leadership +ichange
8
0.804
Technological +ichange
6
0.754
Organisational +istructure
8
0.875
Employee +iperformance
5
0.893
Source: +iField +iSurvey, +iAnkomah, +i(2019)
The +ifindings +iin +iTable +i1 +ipointed +iout +ithat +iemployee +iperformance
+i
programmes +ihad +ia +icoefficient +iCronbach +ialpha +iof +i0.893 +ifollowed +iby
+i
Organisational +istructure +iwhich +ihad +ia +iCronbach +ialpha +icoefficient +iof +i0.875.
+i
Leadership +ichange +ihad +ia +iCronbach +ialpha +icoefficient +iof +i0.798 +iand
+i
technological +ichange +ihad +ia +iCronbach +ialpha +icoefficient +iof +i0.754. +iThe
+i
findings +ishow +ithat +ithe +iall +ithe +ivariables +ihad +ia +iCronbach +ialpha +icoefficient +iof
+i
above +i0.7 +ian +iindication +ithat +ithe +iresearch +iinstruments +iwere +isufficient +iin +idata
+i
collection +iprocess.
40
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Validity +iof +ithe +iInstruments
To +iascertain +ithe +ivalidity +iof +ithe +iresearch +iinstrument, +ithe +iresearcher
+i
intensively +idiscussed +ithe +iinstrument +iwith +isupervisor +ion +iitems +ianalysis +iand
+i
accuracy +iof +ithe +iquestionnaire. +iThis +iinformed +ithe +idecision +ito +ichange +ithe
+i
wording +iof +ithe +iquestion +ifor +iclarity.
Data +iCollection +iProcedures
First, +ian +iintroductory +iletter +ifor +idata +icollection +iwas +iobtained +ifrom +ithe
+i
School +iof +iBusiness +iand +ifurther +iappointments +iwere +imade +iwith +ithe
+i
respective +irespondents. +iThe +iresearcher +ipersonally +iadministered +ito +ithe
+i
respondents. +iNevertheless, +iwhere +iit +iproved +idifficult +ifor +ithe +irespondents +ito
+i
complete +ithe +iquestionnaire +iimmediately, +ithe +iquestionnaire +iwas +ileft +iwith
+i
the +irespondents +iand +ipicked +ilater. +iTo +iensure +ihigh +iresponse +irates,
+i
interpretations +iof +ithe +isections +iof +ithe +iquestionnaires +iwere +idone +ito +ithe
+i
respondents +ito +iensure +ithat +ithey +ifully +iunderstand +ithe +iquestions +ibefore
+i
answering. +i
+i +i +i +i +i +i +i +i +i +i +i
The +iquestionnaires +iwere +iadministered +ito +irespondents +ion +ithe
+i
second +iweek +iof +iMay, +i2019, +iaround +i9:30 +iam +iand +iit +iwas +iexpected +ito +ibe
+i
returned +iin +itwo +iweeks’ +itime. +iIt +iwas +igiven +ito +ithe +irespondents +iduring
+i
working +idays +iof +ithe +iinstitution +ithus +ifrom +iMonday +ito +iFriday +ibetween +ithe
+i
hours +iof +i9:30 +iam +ito +i2:00pm. +iThe +irespondents +iwere +ialso +iassured +iof
+i
confidentiality +iwhich +iexplains +ithe +istudy +iconducted +iwas +imainly +ifor
+i
academic +ipurpose +iacademic +ipurpose +ionly +iand +itheir +iresponses +iwithin
41
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+i
arrangement +imade. +i +iOut +iof +ithe +i189 +iquestionnaires +iadministered +ito +ithe
+i
respondent, +i128 +iwere +ireturned. +iTwo +iweeks +iwas +iused +ito +iadminister +ithe
+i
questionnaires. +iThe +iquestionnaire +igiven +ito +ithe +irespondents +iwere +iserially
+i
coded +ito +imake +iidentification +ieasy.
Data +iProcessing +iand +iAnalysis
+i +i +i +i +i +i +i +i +i +i +i +i
In +iorder +ito +iaddress +ithe +iresearch +iquestions +ithat +iwere
+i
formulated +ito +iguide +ithe +istudy, +ithe +idata +iobtain +ifrom +ithe +irespondents +iwere
+i
filtered +ito +iremove +iany +iirrelevant +iresponses +ibefore +icoding. +iThe +idata +iwere
+i
then +iprocessed +iwith +ithe +iStatistical +iPackage +ifor +iService +iSolution +i(SPSS
+i
22.0). +iDescriptive +iand +iinferential +istatistics +iwere +iused +ito +ishow +ithe
+i
direction +iof +ithe +iresponses. +iDescriptive +iand +iinferential +istatistics +iwere +iused
+i
to +ishow +ithe +idirection +iof +ithe +iresponses. +iThe +idescriptive +istatistics +iincluding
+i
frequencies +iand +ipercentages +imean +iof +imeans +iand +istandard +ideviations +iwere
+i
used +ito +ianalyses +iresearch +iquestions +ione +i(1) +ithrough +ito +iresearch +iquestion
+i
three +i(3). +iInferential +istatistics, +ispecifically, +iregression +ianalyse +iwere +iused
+i
to +ianalyse +iresearch +iquestions +ito +iexamine +ithe +ieffects +iof +iorganisational
+i
change +ion +iemployee +iperformance.
A +ilinear +imultiple +iregression +imodel +iof +ithe +iform
Y=B0+B1X1+B3X2+B3X3+e +iwas +iused +ito +itest +ithe +irelationship +ibetween
+i
independent +ivariables +iand +idependent +ivariable.
Where;
Y= +iEmployee +iperformance
X= +iconstant
42
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X1= +ileadership +ichange
X2= +ichange +iin +itechnology
X3= +ichange +iin +iorganisation +istructure
e= +ierror +iterm
Normality +itest +iwas +iused +ito +itest +ifor +ithe +inormality +iof +ithe +idependent
+i
variable +iY. +iThe +istudy, +itherefore, +iconducted +iKolmogorov-Smirnov +iand
+i
Shapiro-Wilk +itest +ito +itest +ithe +inormality +iof +ithe +idependent +ivariable +iY.
Assumption +iof +iNormality +i
According +ito +iLeedy +iand +iOmrod +i(2010), +ia +iresearcher’s +ichoice +iof
+i
statistical +iprocedures +i(parametric +ior +inonparametric) +ishould +idepend +ion +ithe
+i
degree +iof +ithe +inature +iof +ithe +idata +iand +ithe +iextent +ito +iwhich +ithey +ireflect
+i
normality. +iNormality +itest +icould +ibe +idone +igraphically +ior +iquantitatively +i(Field,
+i
2009). +iA +ihistogram +iwith +inormal +idistribution +icurve +iwas +iused +iin +itesting +ifor
+i
the +inormality +iof +ithe +iresiduals +iof +ithe +imodels +iin +ithis +istudy +iand +ithis +iis
+i
displayed +iappendix +iD. +iAgain, +iindividual +inormality +iwas +idetermined +iby +iusing
+i
normal +itest
Assumption +iof +iLinearity +i
Hair, +iBlack, +iBabin, +iAnderson +iand +iTathan +i(2006), +iposit +ithat, +ilinearity
+i
is +ia +iterm +iused +ito +iexpress +ithe +iconcept +ithat, +ithe +imodel +ipossesses +ithe
+i
properties +iof +iadditivity +iand +ihomogeneity. +iThis +iassumption +irefers +ito +ithe
+i
presence +iof +ia +istraight-line +irelationship +ibetween +ithe +idependent +iand +ithe
+i
independent +ivariables. +i
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Assumption +iof +iMulticollinearity +i
According +ito +iHair +iet +ial. +i(2010), +imulticollinearity +ioccurs +iwhen +isingle
+i
independent +ivariables +iare +ihighly +icorrelated +iwith +iother +ipredictors. +iThis +irefers
+i
to +ia +isituation +iwhere +ithere +iis +ia +istrong +irelationship +ibetween +itwo +ior +imore
+i
predictor +ivariables. +iMuliticollinearity +ican +ibe +itested +iby +iusing +ithe +icorrelation
+i
matrix, +itolerance +iand +ior +ithe +iVariance +iInflation +iFactor +i(VIF) +ivalues +ior
+i
statistics. +iVIF +ivalues +ithat +iare +iwell +ibelow +i10 +iand +itolerance +ivalues +iwell
+i
above +i0.1 +iindicate +ithat +ithere +iare +ino +iinter +icorrelations +iamong +ithe +iindependent
+i
variables +i(Field, +i2009). +iThis +istudy +iused +ithe +iVIF +iand +ithe +iTolerance +ivalues +ito
+i
examine +ithe +iviolation +iof +ithe +iassumption. +iResults +iin +iTable +i4.2 +ibelow
+i
revealed +ithat +ithe +iVIF +iand +iTolerance +ivalues +iwere +iwithin +ithe +iacceptable
+i
parameters.
Assumption +iof +iHomoscedasticity +i
Homoscedasticity +imeans +ithat +ithe +ivariance +iof +ithe +ierror +iterms +iin
+i
regression +ianalysis +ishould +inot +ibe +iincreasing. +iHomoscedasticity +iassumption
+i
refers +ito +ia +idescription +iof +idata +ifor +iwhich +ithe +ivariance +iof +ithe +ierror +iterms
+i
appears +iconstant +iover +ithe +irange +iof +ivalues +iof +ian +iindependent +ivariable +i(Hair
+i
et +ial., +i2006). +iA +ibivariate +iscatter +iplot +imay +ibe +iused +ito +iexamine +ifor +ian +ioval
+i
shape, +iwhere +ian +ioval +iindicates +ithat +ithe +ivariance +iof +ithe +iterms +iwas +inot
+i
constant +ifor +iall +ithe +ivariables +i(Field, +i2009). +iThus +ithe +ipoints +iof +ithe +iscatterplot
+i
fall +irandomly +iabout +ithe +ihorizontal +iaxis +iand +ido +inot +ishow +iany +iclear
+i
discernable +ipattern. +iThe +iscatterplot +iin +iappendix +iD +i(VI) +idoes +inot +ireveal +ian
+i
oval +ishape +iand +ithis +imeans +ithat +ithis +iassumption +iwas +isatisfied
44
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Ethical +iConsiderations
+i
This +istudy +iwas +ibased +ion +ithe +ifollowing +iethical +iconsiderations. +iFirst,
+i
the +iresearch +iparticipants +iwere +iallowed +ito +imake +ian +iinformed +idecision +ion
+i
whether +ito +iparticipate +iin +ithe +iresearch +iprocess. +iSecondly, +ithe +iresponses
+i
from +ithe +irespondents +iwere +iconsidered +ianonymous +iresponses. +iThis +iimplies
+i
that +ithe +irespondents +iwere +inot +irequired +ito +igive +itheir +inames +ion +ithe
+i
questionnaires +ithey +ifill. +iThis +iprevents +ivictimization +iof +iany +iemployee +idue
+i
to +iparticipating +iin +ithe +iresearch +istudy. +iThirdly, +ithe +iresearcher +isought
+i
permission +ifrom +iall +ithe +irespondents, +ithe +iuniversity +iand +imanagement
+i
before +iundertaking +ithe +iprocess +iof +idata +icollection. +iFourthly, +ithe +iresearcher
+i
communicated +ithe +ifindings +iof +ithe +iresearch +istudy +ito +ithe +iresearch
+i
stakeholders.
Chapter +iSummary +i
+i +i +i +i +i +i +i +i +i +i
The +ichapter +ipresents +ithe +imethodology +iemployed +iin +iconducting
+i
the +istudy. +iThis +ichapter +ioutlined +ithe +iresearch +idesign, +istudy +iarea,
+i
organisation +ipopulation +iof +ithe +istudy, +isampling +iprocedure, +idata +icollection
+i
instrument, +idata +icollection +iprocedures, +ivalidity +iof +ithe +iinstruments,
+i
reliability +iof +ithe +iresearch +iinstrument, +iethical +iconsideration, +idata +icollection
+i
procedures, +idata +iprocessing +iand +ianalysis. +iThe +idata +icollected +iwas +ifed +iinto
+i
the +icomputer +iusing +idata +ianalysis +ipackage +isuch +ias +iStatistical +iPackage +ifor
+i
Social +iScience +iSPSS +i(22.0) +iSoftware +iwhich +igenerated +ioutputs +ifor +ianalysis
+i
in +ithe +isubsequent +ichapters. +iFinancial +isupport +iwas +ione +imajor +ilimitation.
45
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CHAPTER +iFOUR
RESULTS +iAND +iDISCUSSION
Introduction +i
This +ichapter +iprovides +iinformation +ion +ithe +ifindings +iof +ithe +istudy. +iThe
+i
chapter +iwas +iorganised +iin +iline +iwith +ithe +iresearch +iobjectives. +iThe +idiscussion
+i
presented +iin +ithis +ichapter +irepresents +ithe +ifindings +iof +ithe +iresearch. +iThe +ifirst
+i
section +iof +ithe +ichapter +ipresents +ithe +iresponse +irate +ifor +ithe +iresearch. +iThe +inext
+i
section +irepresents +ithe +idescriptive +istatistics +iof +ithe +iresearch +ialigned +ito +ithe
+i
research +ivariables. +iThe +ichapter +ifurther +ipresents +ithe +iinferential +istatistics +isuch
+i
as +icorrelation +iand +iregression +ianalyses +iof +ithe +istudy. +iLastly, +ithe +ichapter
+i
presents +ithe +ichapter +isummary +iof +ithe +istudy.
Demographic +iCharacteristics +iof +ithe +iRespondents
Gender +iof +ithe +iRespondents +i
The +istudy +isought +ito +ifind +iout +ithe +igender +iof +ithe +irespondents +iwith +ithe
+i
presumption +ithat +ivariation +iin +igender +icould +iinfluence +iopinions. +iThe +iresponses
+i
are +ipresented +iin +iTable +i2.
Table +i2: +iGender +iDistribution +iof +ithe +iRespondents
46
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Gender
Frequency
Percentage +i(%)
Male
62
48.4
Female
66
51.6
Total
128
100.0
Source: +iField +iSurvey, +iAnkomah +i(2019)
From +iTable +i2, +iit +iis +iobvious +ithat +ithe +imajority +iof +irespondents +iwere
+i
females. +iThat +iis +i51.6% +iof +ithe +irespondents +iwere +ifemales +iwhilst +i48.4% +iwere
+i
males. +iThis +ishows +ithat, +ithe +ifemale +iwere +islightly +imore +ithan +ithe +imale.
+i
Considering +ithe +igender +idifferences, +ithere +iwas +igender +ibalance +iin +ithe
+i
responses +igiven +ito +isupport +ithe +istudy.
Age +iDistribution +iof +iRespondents
To +idetermine +ithe +icategory +iof +iage +igroups +iof +iemployees, +idata +ion +ithe
+i
ages +iof +ithe +iresearch +iparticipants +iwere +icollected +iand +ipresented. +iRespondents
+i
were +iasked +ito +istate +itheir +iages +iand +ithe +iresults +iare +idisplayed +iin +iTable +i3
+i
below.
+i
Table +i3: +iAge +iof +ithe +iRespondents
Frequency
Responses
Percent
below +i20 +iyears
4
3.1
20-29
34
26.6
30-39
43
33.6
40-49
27
21.1
50-59
16
12.5
47
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+i
Above +i60 +iyears
Total
https://erl.ucc.edu.gh/jspui
4
3.1
128
100.0
Source: +iField +iSurvey, +iAnkomah +i(2019)
According +ito +ithe +ifindings +ipresented +iin +iTable +i3, +ithe +iresults +ishow +ithat
+i
the +imajority +i(33.6%) +iof +irespondents +ifell +iwithin +ithe +iage +igroup +iof +i30-39. +iOn
+i
the +iother +ihand +ithose +iin +iage +igroup +i20-29, +iwere +i26.6% +iof +ithe +irespondents
+i
sampled. +iThe +iage +igroup +iof +i40-49 +irepresented +i21.1% +iof +ithe +itotal +isample.
+i
Those +iin +ithe +iage +icategory +iof +i50-59 +iwere +i12.5%. +iThe +iage +igroups +iof +ibelow
+i
20 +iyears +iand +iabove +i60 +iyears +iwere +i3.1% +irespectively. +i
Years +iof +iWorking +iExperience
The +istudy +isought +ito +ifind +iout +ithe +iexperience +iof +ithe +irespondent +ibecause
+i
one’s +iexperience +idepends +ion +ithe +inumber +iof +iyears +iof +iservice +iin +ithe +isector
+i
involved +i(Randoy +iet +ial, +i2006). +iIt +iis +iassumed +ithat +ithe +ilonger +ione +iworked +iin
+i
an +iorganisation, +ithe +imore +ithey +iunderstand +ithe +iorganisation +iand +ihence +ithe
+i
higher +ithe +iability +ito +iarticulate +iissues +ipertaining +ito +ithe +iorganisation +i(Afande,
+i
2013). +iDuring +ithis +istudy, +ilength +iof +iworking +iexperience +iwas +itabulated +iand
+i
respondents +iwere +iasked +ito +itick +ithe +irelevant +ioption +iprovided. +i +iThe +iresponses
+i
to +ithis +iquestion +iare +ishown +iin +iTable +i4
Table +i4: +iYears +iof +iworking +iexperience +iof +ithe +iRespondents
Responses
Frequency
Percent
0-5 +iYears
40
31.3
6-10
35
27.3
11-15
25
19.5
+i
48
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16-20
18
14.1
21years +iand +iabove
10
7.8
Total
128
100.0
Source: +iField +iSurvey, +iAnkomah +i(2019)
Out +iof +ithe +iOne +ihundred +iand +itwenty +ieight +iof +ithe +irespondents
+i
40(31.3%), +ireported +i0-5 +iyears +iworking +iexperience, +i35 +ipeople +i(27.3%)
+i
reported +i6-10 +iyears +iof +iworking +iexperience +iand +i25 +irespondents +i(19.5%)
+i
reported +i11-15 +iyears +iof +iexperience, +iwhile +ieighteen +irespondents, +irepresenting
+i
14.1% +iof +ithe +irespondents, +ireported +ithat +ithey +ihad +ibetween +i16 +iand +i20 +iyears
+i
of +iworking +iexperience, +iand +i10 +ipeople +i(7.8%) +ireported +ithat +ithey +ihad +iover +i21
+i
years +iof +iworking +iexperience. +i
+i
Educational +iBackground
It +iwas +ialso +inecessary +ifor +ithe +istudy +ito +idetermine +ithe +ieducation +ilevels
+i
of +ithe +irespondents +ias +ithat +icould +idetermine +iwhat +ikind +iof +itraining +ithat +imay
+i
be +imost +iappropriate. +i +iTable +i5 +ipresents +ithe +idata +iof +ieducational +ibackground
+i
of +irespondents.
Table +i5: +iEducational +iqualification +iof +ithe +iRespondents
Responses
Frequency
Percent
SSCE/O' +iLEVEL
11
8.6
GCE +iA' +iLEVEL
8
6.3
Diploma
25
19.5
Bachelor
53
41.4
Master's
23
18.0
49
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PhD
8
6.3
Total
128
100.0
Source: +iField +iSurvey, +iAnkomah +i(2019)
In +iterms +iof +ieducational +iattainment, +ifrom +iTable +i4, +iit +ican +ibe +iobserved
+i
that +imajority, +i41.4% +iof +ithe +irespondents, +ihad +ireceived +iat +ileast +ian
+i
undergraduate +ior +ia +ifirst +idegree, +i19.5% +iof +ithe +irespondents +ihad +iDiploma,
+i
followed +iby +i18.0% +iof +ithe
+i
degree. +iWhile +i8.6% +iof +ithe +irespondents +iare +iSenior +iHigh +iSchool +iCertificate
+i
holders +iand +i6.3% +ihad +iPhD, +iand +i6.3% +ialso +ihad +iGCE +iA' +iLevel +iqualifications.
+i
These +iresults +iimply +ithat +imajority +iof +ithe +istaff +iare +ifirst +idegree +iholders, +i19.5%
+i
of +ithe +irespondents +ihad +iDiploma, +ifollowed +iby +i18.0% +iof +ithe +irespondents +ihad
+i
Master’s +idegree, +iand +ithese +irespondents +ican +igive +icredible +iand +ireliable
+i
information +ifor +ithe +istudy. +iIt +iwas +ifound +ithat +i41.4% +iof +ithe +irespondents +ihad +ia
+i
first +idegree, +iimplying +ithat +ithe +iUniversity +iof +iEducation, +iWinneba +ihave +ihighly
+i
educated +istaff +iand +iat +ithe +isame +itime, +ithey +iunderstood +ithe +iissues +iunder
+i
discussion +iin +ithe +iresearch +iquestionnaire. +i
+i +i
respondents, +iwho +ihave +idone +itheir +iMaster’s
Effect +iof +ileadership +ichange +ion +iemployee +iperformance +iin +iUniversity +iof
+i
Education, +iWinneba
The +ifirst +iresearch +iquestion +isought +ito +iexamine +ithe +ieffect +iof +ileadership
+i
change +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba. +iThe
+i
respondents +iwere +iasked +ito +iindicate +ithe +iextent +ito +iwhich +ithey +iagree +ior
+i
disagree +iwith +ithe +ifollowing +istatements. +iDo +iyou +i(1) +istrongly +idisagree; +i(2)
50
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+i
disagree; +i(3) +iare +iuncertain; +i(4) +iagree; +ior +i(5) +istrongly +iagree, +iusing +i5-points
+i
likert +iscale. +iThe +ifindings +iare +ishown +ion +iTable +i6.
+i
14.8
11.7
53.1
18.0
10.9
11.7
49.2
27.3
5.5
9.4
53.1
30.5
agree
%
+i
%
+i
%
;
are
%
;Disagree
Strongly
Change +imakes +iwork +ieasier +iand +imore 2.3
uncertai
Agree
n
%
+i
Strongly
Statements
disagree
Table +i6: +iDescriptive +istatistics +iof +ithe +ieffect +iof +ileadership +ichange +ion
+iemployee +i
+i +i +i +i +i +i +i +i +i +i +i +i +i +i +i +iperformance +iin +iUniversity +iof +iEducation, +iWinneba
effective,
Leadership +iis +ione +iof +ithe +ikey +idriving .8
+i
forces
+i
performance
+i
for
+i
improving
+i
firm
Effective +ileadership +iskills +iresult +iin 1.6
+i
high
+i
commitment, +itrust, +imotivation, +iand
+i
performance
+i
levels
+i
of
+i
cohesion,
51
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Effective +ileadership +iinvolves
+i
motivation +imanagement, +iinspiration,
+i
remuneration +iand +ianalytical +iskills
+i
that +ifacilitate +ichange
3.1
7.0
8.6
53.9
27.3
7.8
7.0
59.4
25.0
13.3
15.6
50.8
18.0
2.3
7.8
15.6
50.0
24.2
5.5
10.9
16.4
49.2
18.0
Role +iof +ia +ileadership/leader +iis +ivery .8
+i
important +iin +iaddressing +ithe +iissue +iof
+i
organisational +ichange
Leadership
+i
in +ithe +iuniversity +ihas 2.3
+i
ability +ito +ipromote +icreativity +iand
+i
innovation
Organisational +ileadership +ipositively
+i
influenced +ithe +iproductivity +iof
+i
employees
My +ileaders +iprovide +irelevant +iand
+i
practical +ireasons +ifor +iany +ichanges
+i
required +iin +ithe +iorganisation +i
Source: +iField +iSurvey, +iAnkomah +i(2019)
To +iascertain +iwhether +ichange +imakes +iwork +ieasier +iand +imore +ieffective,
+i
majority +iof +ithe +irespondents +i53.1%, +iagreed, +i18.0% +iof +ithe +irespondents
+i
strongly +iagreed, +i11.7% +iwas +ineutral +i2.3% +iof +ithe +irespondent +istrongly
+i
disagreed, +iwhile +i14.8% +iof +ithe +irespondents +idisagreed. +iThe +istudy +ifurther
+i
sought +ito +ifind +iout +iwhether +ileadership +iis +ione +iof +ithe +ikey +idriving +iforces +ifor
+i
improving +ifirm +iperformance. +iOn +ithis +iquestion, +imajority +iof +ithe +irespondents,
+i
49.2%, +iagreed, +i27.3% +iof +ithe +irespondents +istrongly +iagreed, +i11.7% +iwas
+i
neutral, +i10.9% +iof +ithe +irespondents +istrongly +idisagreed, +iwhile +i8.0% +iof +ithe
+i
respondents +idisagreed +iMoreover, +ithe +iresearcher +iwanted +ito +iestablish +iwhether
+i
effective +ileadership +iskills +iresults +iin +ihigh +ilevels +iof +icohesion, +icommitment,
52
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+i
trust, +imotivation, +iand +iperformance. +iOn +ithis +iquestion, +imajority +iof +ithe
+i
respondents, +i53.1%, +iagreed, +i30.5% +iof +ithe +irespondents +istrongly +iagreed, +i9.4%
+i
was +ineutral +i5.5% +iof +ithe +irespondents +istrongly +idisagreed, +iwhile +i1.6% +iof +ithe
+i
respondents +idisagreed.
To
+i
ascertain
+i
whether
+i
effective
+i
leadership
+i
involves
+i
motivation
+i
management, +iinspiration, +iremuneration +iand +ianalytical +iskills +ithat +ifacilitate
+i
change,
+i
respondents +istrongly +iagreed, +i8.6% +iwas +ineutral, +i7.0% +iof +ithe +irespondent
+i
strongly +idisagreed, +iwhile +i3.1% +iof +ithe +irespondents +idisagreed. +iMore +iso, +ito
+i
find +iout +iwhether +irole +iof +ia +ileadership/leader +iis +ivery +iimportant +iin +iaddressing
+i
the +iissue +iof +iorganisational +ichange, +imajority +iof +ithe +irespondents, +i59.4%,
+i
agreed, +i25.0% +iof +ithe +irespondents +istrongly +iagreed, +i7.0% +iwas +ineutral +i7.8% +iof
+i
the +irespondents +istrongly +idisagreed, +iwhile +i8.0% +iof +ithe +irespondents +idisagreed.
+i
majority +iof +ithe +irespondents, +i53.9%, +iagreed, +i27.3% +iof +ithe
+i
Moreover, +ithe +iresearcher +iwanted +ito +iestablish +iwhether +ileadership +iin +ithe
+i
university +ihave +iability +ito +ipromote +icreativity +iand +iinnovation. +iOn +ithis
+i
question, +imajority +iof +ithe +irespondents, +i50.8%, +iagreed, +i18.0% +iof +ithe
+i
respondents +istrongly +iagreed, +i15.6% +iwas +ineutral, +i13.3% +iof +ithe +irespondents
+i
strongly +idisagreed, +iwhile +i2.3% +iof +ithe +irespondents +idisagreed. +iThe +istudy
+i
wanted +ito +iascertain +iwhether +iorganisational +ileadership +ipositively +iinfluenced
+i
the +iproductivity +iof +iemployees +ion +ithis +iquestion +imajority +iof +ithe +irespondents,
+i
50.0%, +iagreed, +i24.2% +iof +ithe +irespondents +istrongly +iagreed, +i15.6% +iwas
+i
neutral, +i7.8% +iof +ithe +irespondents +istrongly +idisagreed, +iwhile +i2.3% +iof +ithe
+i
respondents +idisagreed. +iThe +istudy +iwanted +ito +ifind +iout +iwhether +imy +ileaders
53
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+i
provide +irelevant +iand +ipractical +ireasons +ifor +iany +ichanges +irequired +iin +ithe
+i
organisation. +i
On +ithis +iquestion, +imajority +iof +ithe +irespondents, +i49.2%, +iagreed, +i18.0%
+i
of +ithe +irespondents +istrongly +iagreed, +i16.4% +iwas +ineutral, +i10.9% +iof +ithe
+i
respondents +istrongly +idisagreed, +iwhile +i5.5% +iof +ithe +irespondents +idisagreed.
+i
Leadership
+i
performances. +iThe +istudy +iagrees +iwith +iAdler’s +i(2001), +iwho +inoted +ithat +ileaders,
+i
as +ithe +ikey +idecision-makings, +idetermine +ithe +iacquisition, +idevelopment, +iand
+i
development +iof +iorganisational +iresources, +ithe +iconversion +iof +ithese +iresources
+i
into +ivaluable +iproducts +iand +iservices, +iand +idelivery +iof +ivalue +ito +iorganisational
+i
stakeholders. +i
+i
is
+i
one
of
+i
+i
the
+i
key
+i
driving
+i
forces
+i
for
+i
improving
+i
firm
Thus, +ithey +iare +ipotent +isources +iof +imanagement +iand, +ihence, +isustained
+i
competitive +iadvantage. +iThe +istudy +iconcurred +iwith +iHurduzeu +i& +iConstantin,
+i
(2015),
+i
management, +iinspiration, +iremuneration +iand +ianalytical +iskills. +iHurduzeu +i&
+i
Constantin, +i(2015) +iasserted +ithat +iin +iorder +ito +iincrease +ithe +iemployee
+i
performance, +ileadership +iin +iuniversities +ineed +ito +ihave +ithe +iability +ito +ipromote
+i
creativity +iand +iinnovation, +istimulate +ithe +isubordinates +ito +ichallenge +itheir +iown
+i
value +isystems +iand +ito +iimprove +itheir +iindividual +iperformance. +iThe +iresult +iof +ithe
+i
respondents +iare +ishown +ion +itable +i6.
+i
who
+i
found
+i
that
+i
effective
+i
leadership
+i
involves
+i
motivation,
Test +ifor +ithe +iregression +ianalyses +iwas +idone +i
Diagnostic +iTests
54
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Independence +iof +ierror +iterms +iwhich +iis +ialso +ireferred +ito +ias +iauto
+i
correlation +itest +iimplies +ithat +iobservations +iare +iindependent. +iIt +iwas +iassessed
+i
through +ithe +iDurbin +iWatson +i(DW) +itest +ito +iensure +ithat +ithe +iresiduals +iof +ithe
+i
model +iwere +inot +iautocorrelated. +iAccording +ito +iGarson +i(2012), +iDW +istatistics
+i
that +iranges +ifrom +i0.2 +iand +iscores +ibetween +i1.5 +iand +i2.5 +iindicates +iindependent
+i
observations. +i
Durbin +iWatson +iTest
The +iresults
+i
+i
ranged +ibetween +i1.842 +ifor +ileadership +ichange,
+i
+i
+i
technological +ichange +iwas +i1.918 +iand +iorganisational +istructure +iwas +i1.874,
+i
meaning +iall +ithe +ivariables +igenerated +iDW +iwere +iwithin +ithe +iprescribed +ivalue +iof
+i
1.5 +ito +i2.5, +i +ithus +ithe +iresiduals +iof +ithe +iempirical +imodel +iare +inot +iautocorrelated,
+i
the +iresults +iimplied +ithat +iall +ithe +ivariables +imet +ithe +irequired +ithreshold +iof +iless
+i
than +i2.5 +iand +ithat +iall +ithe +ivariables +iportrayed +ino +iauto +icorrelation +ibetween +ithe
+i
variables +iwhich +icomplied +iwith +iGarson +i(2012), +iDW +istatistics +ithat +iranges
+i
from
+i
observations.
+i
0.4
+i
and
+i
scores
+i
between
+i
1.5
+i
and
+i
2.5
+i
indicating
+i
independent
To +idraw +iinferences +ion +ithe +irelationship +iof +ithe +istudy +ivariables,
+i
diagnostic +itest +iwere +icarried +iout. +iThe +itests +iwere +icarried +iout +ito +idetermine
+i
accurately +ithe +ineed +ito +iempirically +ianalyze +ithe +idata +iusing +ithe +imultiple
+i
regression +ianalysis. +iAs +iexplained +iby +iGreene +i(2002), +iregression +iis +iaccurately
55
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+i
estimated +iwhen +ithe +ibasic +iassumptions +iare +iobserved. +iIt +iwas +itherefore +ideemed
+i
necessary +ito +idetermine +iwhether +imulticollinearity +iand +iauto +icorrelation +iexisted
+i
among +ithe +istudy +ivariables. +iCollinearity +itest +iwas +iconducted +iusing +itolerance
+i
and +ivariance +icorrelation +ianalysis +iwhile +itest +iof +iindependence +iwas +idone
+i
through +iDurbin +iWatson +itest
Test +iof +iMulticollinearity +i
Multicollinearity +iin +ithe +istudy +iwas +itested +iusing +ivariance +iinflation +ifactor
+i
(VIF) +iand +itolerance +ilevels. +iThe +ireciprocal +iof +itolerance +ilevels +iknown +ias +ithe
+i
variance +iinflation +ifactor +i(VIF) +ishows +ihow +imuch +ithe +ivariance +iof +ithe
+i
coefficient +iestimate +iis +ibeing +iinflated +iby +imulticollinearity. +iAs +iexplained +iby
+i
Field +i(2009) +iand +iLandau +iand +iEveritt +i(2004), +iVIF +ivalues +ithat +iare +iless +ithan
+i
10 +iand +itolerance +ivalues +ithat +iare +imore +ithan +i0.2 +irule +iout +iany +ipossibility +iof
+i
multicollinearity +iamong +ithe +istudy +ivariables. +iThe +iresults +iof +ithe +istudy +ion
+i
multicollinearity +iis +ipresented +ion +itable
Tables +i7: +i +ishows +ithe +itest +ifor +imulticollinearity: +i
Variables
Tolerance
Leadership +ichange
.346
Technological +ichange
.534
Organisatinsal +istructure
.423
VIF
1.000
1.000
1.000
Source: +iField +idata +iAnkomah +i(2019)
Tables +i9 +ishows +ithe +itest +ifor +imulticollinearity. +iAs +ishown +iin +iTable +i9,
+i
all +ithe +ivalues +iunder +i‘tolerance’ +iare +igreater +ithan +i0.2. +iAccording +ito +iMenard
+i
(1995), +iwe +iare +isafe +isince +ithese +ivalues +iare +inot +ibelow +i0.2. +iSimilarly, +iunder
56
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+i
‘VIF’ +iwhich +iis +ithe +ivariance +iInflation +iFactor +iof +iTable +i9, +iagain +iall +ithe +ivalues
+i
are +iless +ithan +i10.With +ithis, +iMyers +i(1990), +iBowerman +iand +iO’Connel +i(1990)
+i
give +ius +iassurance +iof +inon-violation +iof +ithe +iprinciple +iof +imulticollinearity.
Again, +iregression +ianalysis +iwas +idone +ito +iexamine +ithe +ieffect +iof
+i
leadership +ichange +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation,
Winneba. +iThis +ianalysis +iof +iexamined +ithe +ieffect +iof +ileadership +ichange +ion
+i
+i
employee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba. +iThe +imodel
+i
summary +iresults +iare +ipresented +iin +iin +iTable +i8
Table +i8: +iModel +iSummaryb
Adjusted
Model
R
R +iSquare
+i
1
.527a
.278
.273
+i
R Std. +iError +iof Durbin-
Square
+i
the +iEstimate Watson
6.05667
1.842
a. +iPredictors: +i(Constant), +iLeadership +ichange
b. +iDependent +iVariable: +iemployee +iperformance
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +imodel +isummary +iin +iTable +i8 +ishows +ithe +iR +ivalue +iwas +i0.527,
+i
indicating +ithat +ithere +iis +ia +ipositive +irelationship +ibetween +ileadership +ichange
+i
(independent +ivariable) +iand +iemployee +iperformance +i(dependent +ivariable). +i +iThe
+i
value +iof +iR2 +iof +i278, +iimplies +ithat +ileadership +ichange +iexplains +i27.8% +iof +ithe
+i
variations +iin +iemployee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba. +i
ANOVA +iresults +iare +ishown +iin +iTable +i9.
Table +i9: +iANOVAa
57
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Sum
+iSquares
Df
Mean
+iSquare
F
Sig.
Regression 1781.901
1
1781.901
48.575
.000b
Residual
4622.091
126
36.683
Total
6403.992
127
Model
1
https://erl.ucc.edu.gh/jspui
+i
of
a. +iDependent +iVariable: +iemployee +iperformance
b. +iPredictors: +i(Constant), +ileadership_change
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +iresults +iof +iANOVA +irevealed +ithat +ithe +iregression +imodel +iwas +ithe
+i
best +ifit +ifor +ipredicting +ithe +ieffect +iof +ileadership +ichange +ion +iemployee
+i
performance +i(F=48.575, +iP=0.000<0.05). +iThe +iresults +iare +ishown +ion +iTable +i10
Table +i10: +iRegression +iCoefficientsa
Standard
ized
Unstandardized +iCoeffic
Collinearity
+iCoefficients
ients
+iStatistics
Std.
Tolera
Model
B
+iError
Beta
t
Sig.
nce
VIF
1
(Constant)
7.701
2.890
2.665 .009
Leadeship
.643
.092
.527 6.970 .000 .346 1.000
+ichange
a. +iDependent +iVariable: +iEmployee_performance
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +iregression +iequation +ibecomes:
Y +i= +iβ0 +i+ +iβ1X1 +i+ +iε +ibecomes: +i
Y= +i7.701+ +i0.643+ +iε +i
58
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The +iabove +iequation +iimplies +ithat, +iwith +ithe +iconstant +iat +iZero, +iemployee
+i
performance +iwill +ibe +i7.701. +i +iThe +ibeta +ivalue +iis +i(b=.527, +it=6.970, +ip=0.000).
+i
The +iresults +irevealed +ithat +ia +iunit +iincrease +iin +ieffective +ileadership +ichange +iwill
+i
lead +ito +ia +i0.643 +iincrease +iin +iemployee +iperformance. +iThis +imeans +ithat
+i
leadership +ichange +ihas +ieffects +ion +iemployee +iperformance. +i +iThe +istudy +iresults
+i
from +ithe +iregression +ianalyses +ishowed +ithat +ithere +iwas +istatistically +isignificant
+i
positive +iof +ileadership +ichange +ion +iemployee +iperformance +i(b=.527, +it=6.970,
+i
p=0.000). +iThese +ifindings +iare +iconsistent +iwith +ithose +iof +iWanza +iand +iNkuraru
+i
(2016), +iand +iKaranja +i(2015), +iwho +ifound +ithat +ichange +iin
+i
technology +iaffect +ithe +iperformance +iof +iemployees +ipositively. +i
leadership +iand
+i +i
Effect +iof +ichange +iin +itechnology +ion +iemployee +iperformance +iin +iUniversity +iof
+i
Education, +iWinneba.
The +isecond +iresearch +iquestion +isought +ito +iexamine +ithe +ieffect +iof +ichange
+i
in +itechnology +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation,
Winneba.
+i
+i
+i
+i
Regression +ianalysis +iwas +idone +ito +iexamine +ithe +ieffects +iof
technological +ichange +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation,
Winneba. +i
+i
Model +isummary +iresults +iare +ishown +iin +iTable +i11.
Table +i11: +iModel +iSummaryb
Adjusted
Model R
R +iSquare +iSquare
+i
R Std. +iError +iof Durbin+ithe +iEstimate
Watson
59
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© University of Cape Coast
1
.584a
.341
https://erl.ucc.edu.gh/jspui
.336
5.78823
1.918
a. +iPredictors: +i(Constant), +iTechnological_change
b. +iDependent +iVariable: +iemployee +iperformance
+i
The +imodel +isummary +iin +iTable +i10 +ishows +ithe +iR +ivalue +iwas +i0.584,
+i
indicating +ithat +ithere +iis +ia +ipositive +irelationship +ibetween +itechnological +ichange
+i
and +iemployee +iperformance.
+i
technological
+i
performance +iin +iUniversity +iof +iEducation, +iWinneba +iwhile +iother +ifactors +inot
+i
studied +iin +ithis +iresearch +icontribute +i72.2% +iof +ithe +iemployee +iperformance +iin
+i
University +iof +iEducation, +iWinneba. +i +iANOVA +iresults +iare +ishown +iin +iTable +i12.
+i
+i
+i
The +ivalue +iof +iR2 +iof +i.341 +iimplies +ithat
change +iexplains +i34.1% +iof +ithe +ivariations +iin +iemployee
+i
Table +i12: +iANOVAa
Sum
Model
+iSquares
1
Df
Mean
+iSquare
F
Sig.
Regression 2182.534
1
2182.534
65.143
.000b
Residual
4221.458
126
33.504
Total
6403.992
127
+i
of
a. +iDependent +iVariable: +iemployee +iperformance
b. +iPredictors: +i(Constant), +iTechnological_change
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +iresults +iof +iANOVA +irevealed +ithat +ithe +ientire +imodel +iwas +isignificant
+i
with +ithe +iF +iratio +i= +i65.143, +ip +ivalue +i0.000 +i< +i0.05. +iThe +iresults +iof +iANOVA
+i
revealed +ithat +ithe +iregression +imodel +iwas +ithe +ibest +ifit +ifor +ipredicting +ithe +ieffect
+i
of +itechnological +ichange +ion +iemployee +iperformance
60
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Coefficients +iresults +iare +ishown +iin +iTable +i13. +i
Table +i13: +i +iRegression +iCoefficientsa
Model
1
(Constant)
Unstandardized
+iCoefficients
Std.
B
+iError
6.970
Standard
ized
+iCoeffici
ents
Beta
2.594
t
2.687
Technologica
.891
.110
.584 8.071
l +ichange
a. +iDependent +iVariable: +iEmployee_performance
Sig.
Collinearity
+iStatistics
Tolera
nce
VIF
.008
.000
.534 1.000
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +iregression +iequation +ibecomes:
Y +i= +iβ0 +i+ +iβ1X1 +i+ +iε +ibecomes: +i
Y= +i6.970+ +i0. +i891+ +iε +i
The +iabove +iequation +iimplies +ithat +iwith +ithe +iconstant +iat +izero, +iemployee
+i
performance +iwill +ibe +i6.970. +iThe +ibeta +ivalue +iis +i(b=.584, +it=8.071, +ip=0.000). +ia
+i
unit +iincrease +iin +itechnological +ichange +iwill +ilead +ito +ia +i0.891, +iincrease +iin
+i
employee +iperformance. +iThis +imeans +ithat +itechnological +ichange +ihas +ieffects +ion
+i
employee +iperformance. +i +iThe +istudy +iresults +ishowed +ithat +ithere +iwas +istatistically
+i
significant +ipositive +itechnological +ichange +ion +iemployee +iperformance +i(b=.584,
+i
t=8.071, +ip=0.000).. +i
+i
The +istudy +iresults +iare +iconsistent +iwith +ithat +iby +iAl-Jaradat, +iO.,
+i
Nagresh, +iM., +iAl-Shegran, +iA., +i& +iJadellah, +iN. +i(2013), +ifound +ia +ipositive
+i
relationship +ibetween +ithe +iareas +iof +ichange +i(organisational +istructure,
+i
technology, +ileadership) +iand +ithe +iperformance +iof +iworkers. +iThe +iresults
61
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+i
further +iconcurred +iwith +ia +istudy +iby +iAhmed, +iRehman, +iAsad, +iHussain +iand
+i
Bilal +i(2013), +iKansal +iand +iSingh +i(2016) +iwho +ifound +ithat +itechnological
+i
change +ihave +isignificant +ipositive +ieffects +ion +iemployees’ +iperformance.
Effect +iof +ichange +iin +iorganisation +istructure +ion +iemployee +iperformance +iin
+i
University +iof +iEducation, +iWinneba. +i
The +ithird +iresearch +iquestion +isought +ito +iexamine +ithe +ieffect +iof +ichange +iin
+i
organisation +istructure +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation,
Winneba. +iThe +irespondents +iwere +iasked +ito +iindicate +ithe +iextent +ito +iwhich +ithey
+i
+i
agree +ior +idisagree +iwith +ithe +ifollowing +istatements. +iDo +iyou +i(1) +istrongly
+i
disagree; +i(2) +idisagree; +i(3) +iare +iuncertain; +i(4) +iagree; +ior +i(5) +istrongly +iagree
+i
using +i5-points +ilikert +iscale.
Regression +ianalysis +iwas +idone +ito +iexamine +ithe +ieffects +iof +ichange +iin
+i
organisational
+i
Education, +iWinneba. +i
+i
structure
+i
on
+i
employee
+i
performance
+i
in
+i
University
+i
of
Table +i14: +iModel +iSummaryb
Model R
1
.992a
R +iSquare
Adjusted
+iSquare
.985
.985
+i
R Std. +iError +iof Durbin+ithe +iEstimate
Watson
.87997
1.874
a. +iPredictors: +i(Constant), +iOrganisational_Structure
b. +iDependent +iVariable: +iEmployee +iperformance
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +imodel +isummary +iin +iTable +i14 +ishowed +ithe +iR +ivalue +iwas +i0.992,
+i
indicating
that
+i
organisational +istructure +i(independent +ivariable) +iand +iemployee +iperformance. +i
+i
+i
there
is
+i
+i
a
+i
positive
+i
relationship
+i
between
+i
effects
+i
of
62
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+i
The +ivalue +iof +iR2 +iof +i.985, +ithis +iimplies +ithat +ithe +isimple +ilinear +imodel +iwith
+i
effects +iof +i.as +ithe +iindependent +ivariable +iexplains +i98.5% +iof +ithe +ivariations +iin
+i
employee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba. +iThis +imeans +ithat
+i
when +ieffects +iof +iorganisational +istructure +iwere +iused +ithe +iemployee +iperformance
+i
in +iUniversity +iof +iEducation, +iWinneba +icontributed +i1.5% +iof +ithe +iemployee
+i
performance +iin +iUniversity +iof +iEducation, +iWinneba.
ANOVA +iresults +iare +ishown +ion +iTable +i15. +i
Table +i15: +iANOVAa
Sum
+iSquares
Df
Mean
+iSquare
F
Sig.
Regression 6306.425
1
6306.425
81.191
.000b
Residual
97.568
126
.774
Total
6403.992
127
Model
1
+i
of
a. +iDependent +iVariable: +iemployee +iperformance
b. +iPredictors: +i(Constant), +iOrganisational_Structure
Source: +iField +iSurvey, +iAnkomah +i(2019)
The +iresults +iof +iANOVA +irevealed +ithat +ithe +ientire +imodel +iwas +isignificant
+i
with +ithe +i(F +iratio +i= +i81.191, +ip +ivalue +i0.000 +i< +i0.05). +iThis +iis +ian +iindication +ithat
+i
the +imodel +ican +ibe +irelied +iupon. +iTable +i15 +ipresents +ithe +iregression +iresultsa
Table +i16: +iRegression +iCoefficientsa
63
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Model
1
(Constant)
https://erl.ucc.edu.gh/jspui
Unstandardized
+iCoefficients
Std.
B
+iError
.962
.304
Standard
ized
+iCoeffici
ents
Beta
t
3.163
Organisational_
90.24
1.104
.012
.992
Structure
5
a. +iDependent +iVariable: +iEmployee_performance
Sig.
Collinearity
+iStatistics
Tolera
nce
VIF
.002
.000
.423 1.000
Source: +iField +iSurvey, +iAnkomah(2019)
The +iregression +iequation +ibecomes:
Y +i= +iβ0 +i+ +iβ1X1 +i+ +iε +ibecomes: +i
Y= +i0.962+ +i1.104+ +iε +i
The
+i
above +iequation +iimplies +ithat, +itaking +iall +ithe
+i
factors
+i
into
+i
consideration, +iwith +ithe +iconstant +iat +izero, +iemployee +iperformance +iwill +ibe
+i
0.962. +iFurther, +iwhen +iall +iother +iindependent +ivariables +iare +iat +izero, +ia +iunit
+i
increase +iin +ieffect +ichange +iin +iorganisational +istructure +iwill +ilead +ito +ia +i1.104
+i
increase +iin +iemployee +iperformance. +iThis +imeans +ithat +ichange +iin +iorganisational
+i
structure +ihas +ieffects +ion +iemployee +iperformance. +i +iThe +istudy +iresults +ishow +ithat
+i
there +iwas +ipositive +iand +istatistically +isignificant +irelationship +ibetween +ichange +iin
+i
organisational +istructure +iat +ip +ivalue +i0.000< +i0.05 +iand +iat +iP +ivalue +i0.000< +i0.05.
+i
The +iresults +iconcurred +iwith +iKhosa +iet +ial. +i(2015),who +i +ifound +ithat +ichange +iin
+i
organisational +istructure
+i
performance +i.The +ifindings +iare +iin +iline +iwith +iKaranja +i(2015) +irevealed +ithat
+i +i
had +ia +ipositive +isignificant +iimpact +ion +iemployee’s
64
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+i
organisational +istructure +ihas +istatistically
+i
employee +iperformance. +i
+i
significant +ipositive +ieffects +ion
+i
The +ifindings +iare +ishown +ion +itable +i21.
Table +i17: +iEmployee +iPerformance
Strongly
+idisagree; +i
Disagree; +i
are
+iuncertain +i
Agree +i
Strongly
+iagree +i
Variable +i
%
%
%
%
%
0.0
10.9
14.1
60.2
14.8
There +iis +iteamwork
9.4
18.0
21.9
38.3
12.5
Increased +ioutput +i
5.5
19.5
26.6
35.2
13.3
Developed +iskills +i
4.7
9.4
27.3
39.1
19.5
Change +ihas +iled +ito +ithe +ioutstanding
5.5
14.1
25.8
37.5
17.2
5.5
10.9
28.9
40.6
14.1
9.4
14.1
25.0
40.6
10.9
6.3
14.8
18.8
46.1
14.1
Technological +ichanges +iaffected
+i
skills +iand +iperformance +iof +ithe
+i
employees
+i
performance +iof +ithe +iinstitution
There +iis +ieffective +iand +iefficient
+i
performance +i
My +ileaders +ialways +iprovide
+i
supportive +iguidance +iand
+i
assistance +ito +iincrease +imy +iwork
+i
performance. +i
Any +ichanges +iimplemented +iin +imy
+i
organisation +iwill +iaffect +imy
+i
motivation +iand +iwork +iperformance.
+i
Source: +iField +iSurvey, +iAnkomah +i(2019)
65
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The +istudy +iwanted +ito +iascertain +iwhether +itechnological +ichanges +iaffected
+i
skills +iand +iperformance +iof +ithe +iemployees. +iOn +ithis +iquestion, +imajority +iof +ithe
+i
respondents +i(60.2%) +iagreed, +i14.8% +iof +ithe +irespondents +istrongly +iagreed,
+i
14.1% +iwas +ineutral, +i10.9% +iof +ithe +irespondents +istrongly +idisagreed, +iwhile +inone
+i
of +ithe +irespondents +idisagreed.
The +istudy +iwanted +ito +ifind +iout +iwhether +ithere +iis +iteamwork. +iMajority +iof
+i
the +irespondents +i(38.3%) +iagreed, +i12.5% +iof +ithe +irespondents +istrongly +iagreed,
+i
21.9% +iwas +ineutral, +i18.0% +iof +ithe +irespondents +istrongly +idisagreed, +iwhile +i9.4%
+i
of +ithe +irespondents +idisagreed. +iMoreover, +ithe +iresearcher +iwanted +ito +iestablish
+i
increased +ioutput. +i +iMajority +iof +ithe +irespondents +i(35.2%) +iagreed, +i13.3% +iof +ithe
+i
respondents +istrongly +iagreed, +i26.6% +iwas +ineutral, +i19.5% +iof +ithe +irespondents
+i
strongly +idisagreed, +iwhile +i5.5% +iof +ithe +irespondents +idisagreed.
The +istudy +iwanted +ito +iascertain +iwhether +ideveloped +iskills +ion +ithis
+i
question +imajority +iof +ithe +irespondents +i(39.1%) +iagreed, +i19.5% +iof +ithe
+i
respondents +istrongly +iagreed, +i27.3% +iwas +ineutral, +i9.4% +iof +ithe +irespondents
+i
strongly +idisagreed, +iwhile +i4.7% +iof +ithe +irespondents +idisagreed. +iThe +istudy
+i
wanted +ito +ifind +iout +iwhether +ichange +ihas +iled +ito +ithe +ioutstanding +iperformance
+i
of +ithe +iinstitution +ion +ithis +iquestion +imajority +iof +ithe +irespondents +i(37.5%)
+i
agreed, +i17.2% +iof +ithe +irespondents +istrongly +iagreed, +i25.8% +iwas +ineutral, +i14.1%
+i
of +ithe +irespondents +istrongly +idisagreed, +iwhile +i5.5% +iof +ithe +irespondents
+i
disagreed.
Moreover, +ithe +iresearcher +isought +ito +iestablish +iwhether +iis +ieffective +iand
+i
efficient +iperformance +ion +ithis +iquestion +imajority +iof +ithe +irespondents +i(40.6%)
66
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+i
agreed, +i14.1% +iof +ithe +irespondents +istrongly +iagreed, +i28.9% +iwas +ineutral, +i10.9%
+i
of +ithe +irespondents +istrongly +idisagreed, +iwhile +i5.5% +iof +ithe +irespondents
+i
disagreed. +iThe +istudy +iwanted +ito +iascertain +iwhether +ileaders +ialways +iprovide
+i
supportive +iguidance +iand +iassistance +ito +iincrease +imy +iwork +iperformance. +iOn
+i
this +iquestion +imajority +iof +ithe +irespondents +i40.6% +iagreed, +i10.9% +iof +ithe
+i
respondents +istrongly +iagreed, +i25.0% +iwas +ineutral, +i14.1% +iof +ithe +irespondents
+i
strongly +idisagreed, +iwhile +i9.4% +iof +ithe +irespondents +idisagreed.
The +istudy +iwanted +ito +ifind +iout +iwhether +iany +ichanges +iimplemented +iin +ithe
+i
organisation +iwill +iaffect +imotivation +iand +iwork +iperformance +ion +ithis +iquestion
+i
majority +iof +ithe +irespondents +i(46.1%) +iagreed, +i14.1% +iof +ithe +irespondents
+i
strongly +iagreed, +i18.8% +iwas +ineutral, +i14.8% +iof +ithe +irespondents +istrongly
+i
disagreed, +iwhile +i6.3% +iof +ithe +irespondents +idisagreed. +iOrganisational +istructure
+i
enables +ian +iorganisation +ito +ihave +icommon +iviews +iand +imission. +iWell-
functioning +iorganisational +istructure +iis +iimportant +ifor +ian +iorganisation +igoing
+i
through +ichange, +ibecause +iif +ithere +iif +ithere +iare +iflaws +iin +ithe +istructure +iit +iwill
+i
affect
+i
misunderstandings +ioccur +ithat +ilowers +imotivation +iand +iwork +imorale. +iIt +ican +ialso
+i
drift +idifferent +idepartments +iapart +ifrom +icommon +iorganisational +igoal, +iwhere
+i
decision +imaking +iprocesses +ibecomes +islow +iand +iemployee +ieffectiveness
+i
disappears. +i +iA +istudy +iby +iAl-Jaradat, +iO., +iNagresh, +iM., +iAl-Shegran, +iA., +i&
+i
communication
+i
flow.
With
+i
+i
unclear
+i
roles
+i
conflicts
+i
and
Jadellah, +iN. +i(2013), +iidentified +ithe +iimpact +iof +iorganisational +ichange +ion
+i
+i
employee’s +iperformance, +ithrough +ia +icase +istudy +iof +iuniversity +ilibraries +iin
Jordan. +iThree +iareas +iof +ichange +iwere +iaddressed, +ithe +ichange +iin +iorganisational
+i
67
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+i
structure, +itechnology +ichange +iand +ichange +iin +ileadership. +iThe +istudy +ifound +ithat
+i
change +iin +ithe +iorganisational +istructure +iis +inot +iflexible, +iand, +itherefore, +ithis
+i
organisational +istructure +iis +inot +iappropriate +ifor +ithe +ibusiness +irequirements
+i
within
+i
responsibilities.
+i
the
+i
University
+i
library,
+i
leading
+i
to
+i
overlapping
+i
powers
+i
and
Chapter +iSummary +i
The +ichapter +ifound +ithat +iorganisational +ichange +ihas +ieffects +ion +iemployee
+i
performance. +iThe +istudy +ifound +ithat +ithe +iorganisational +istructure, +itechnological
+i
changes, +iand +ileadership +ichange +iaffect +iemployee +iperformance. +iThe +ichapter
+i
discussed +ithe +ifindings +iin +iline +iwith +ithe +iresearch +iobjective.
+i
revealed +ithat +iorganisational +ichange +ihas +ieffects +ion +iemployee +iperformance.
+i +i
The +istudy
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CHAPTER +iFIVE
SUMMARY, +iCONCLUSIONS +iAND +iRECOMMENDATIONS
Introduction
The +imain +ipurpose +iof +ithe +istudy +iwas +ito +idetermine +iorganisational
+i
change +i(leadership, +istructure +iand +itechnology) +iand +iemployee +iperformance +iat
+i
University +iof +iEducation, +iWinneba, +iGhana. +iThe +istudy +ialso +isought +ito
+i
identify +ieffect +iof +ileadership +ichange +ion +iemployee +iperformance +iat +ithe
+i
University +iof +iEducation, +iWinneba, +ieffect +iof +ichange +iin +itechnology +ion
+i
employee +iperformance +iat +ithe +iUniversity +iof +iEducation, +iWinneba +iand +ieffect
+i
of +ichange +iin +iorganisation +istructure +ion +iemployee +iperformance +iat +ithe
+i
University +iof +iEducation, +iWinneba. +i
The +ichapter +idiscusses +ithe +istudy +iresults, +istudy +ilimitations +iand
+i
recommendations +ifor +ifuture +iresearch. +iThe +imain +iobjective +iof +ithe +istudy +iwas
+i
to +iexamine +iorganisational +ichange +iand +iemployee +iperformance +iat +iUniversity
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+i
of +iEducation, +iWinneba. +iThis +ichapter +ialso +igives +ia +iconcluding +iview +ion +ithe
+i
findings +iof +ithe +istudy.
Summary +iof +ithe +iFindings
The +iobjectives +iof +ithis +istudy +iwere +ito +iexamine +ithe +ieffect +iof +ileadership
+i
change +ion +iemployee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba,
+i
effect +iof +ichange +iin +itechnology +ion +iemployee +iperformance +iin +iUniversity +iof
+i
Education, +iWinneba, +iand +ieffect +iof +ichange +iin +iorganisation +istructure +ion
+i
employee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba. +iThe +istudy
+i
adopted +idescriptive +iand +iinferential +iresearch +idesign. +iThe +istudy +icarried +iwas +ia
+i
case +istudy +iand +ia +isimple +irandom +isampling +iused +ito +iselect +i128 +irespondents.
+i
The +iresearcher +iadministered +ithe +iquestionnaire +ithrough +iself-administration.
+i
Data +icollection +iwas +idone +ithrough +ia +iresearch +iquestionnaire +iwith +i128 +iout +iof
+i
145 +irespondents +ireturning +itheir +ifilled-out +iquestionnaire, +irepresenting +ia
+i
response +irate +iof +i88.3%. +iThe +istudy +iused +idescriptive +iand +iinferential +istatistics.
+i
Analysis +iwas +icarried +iout +iusing +iStatistical +iPackage +ifor +iSocial +iSciences.
Effect +iof +ileadership +ichange +ion +iemployee +iperformance +iin +iUniversity +iof
+i
Education, +iWinneba,
The +istudy +ifound +ithat +ileadership +ichange +iexplained +i27.8% +iof +ithe
+i
variations +iin +iemployee +iperformance +iin +iUniversity +iof +iEducation, +iWinneba.
+i
The +iresults +irevealed +ithat +ia +iunit +iincrease +iin +ieffective +ileadership +ichange +iwill
+i
lead +ito +ia +i0.643 +iincrease +iin +iemployee +iperformance. +iThe +istudy +iresults +ishowed
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+i
that +ithere +iwas +istatistically +isignificant +ipositive +iof +ileadership +ichange +ion
+i
employee +iperformance.
Effect +iof +ichange +iin +itechnology +ion +iemployee +iperformance +iin +iUniversity +iof
+i
Education, +iWinneba.
The +istudy +ifound +ithat +ithere +iwas +ia +ipositive +irelationship +ibetween +ieffects
+i
of +itechnological +ichange +iand +iemployee +iperformance. +iThe +ifurther +irevealed
+i
that +itechnological +ichange +iexplains +i34.1% +iof +ithe +ivariations +iin +iemployee
+i
performance +iin +iUniversity +iof +iEducation. +i
Effect +iof +ichange +iin +iorganisation +istructure +ion +iemployee +iperformance +iin
+i
University +iof +iEducation, +iWinneba.
The +iresults +ifound +ithat +ithere +iis +ia +ipositive +irelationship +ibetween
+i
+i
Organisational +istructure +iand +iemployee +iperformance. +i +iThe +istudy +irevealed +ithat
+i
Organisational +istructure +iexplained +i98.5% +iof +ithe +ivariations +iin +iemployee
+i
performance +iin +iUniversity +iof +iEducation, +iWinneba. +iThe +istudy +ifurther +ifound
+i
that +ia +iunit +ichange +iin +iorganisational +istructure +iwill +ilead +ito +ia +i.104 +iincrease +iin
+i
employee +iperformance. +iThis +ishowed +ithat +ithere +iwas +istatistically +isignificant
+i
positive +iof +ichanges +iin +iorganisational +istructure +ion +iemployee +iperformance +iat
+i
in +iUniversity +iof +iEducation, +iWinneba.
Conclusions
The +istudy +iconcluded +ithat +iorganisational +ichange +ihas +ieffects +ion
+i
employee +iperformance. +iThe +istudy +ifound +ithat +ithe +iorganisational +istructure,
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+i
technological +ichanges, +iand +ileadership +ichange +iaffect +iemployee +iperformance.
+i
The +imodel +iillustrated +ithat +ithere +istatistically +isignificant +ipositive +iof +ileadership
+i
change +ion +i +iemployee +iperformance +iof +iUniversity +iof +iEducation +iWinneba. +iThe
+i
findings +iprovided +ienough +ievidence +ithat +itechnological +ichange +ialso +ihas
+i
statistically +isignificant +ipositive +ion +iemployee +iperformance +iof +iUniversity +iof
+i
Education +iWinneba. +iTechnology +ihas +iinfluenced +iemployee’s +iperformance
+i
since +iit +isimplifies +ithe +iwork +ito +ibe +idone +iand +ialso +imaking +iwork +imore
+i
efficient.
The +istudy +iestablished +ithat +iorganisational +istructure +iaffects +iemployee
+i
performance. +iThe +ifindings +iprovided +ienough +ievidence +ithat +ichange +iin
+i
organisational +istructure +ialso +ihas +istatistically +isignificant +ipositive +ion +iemployee
+i
performance +iof +iUniversity +iof +iEducation +iWinneba.
Recommendations +i
Following +ithe +ifindings +iand +iconclusions, +ithe +istudy +imade +ithe +ifollowing
+i
recommendations.
The +istudy +irecommended +ithat +iin +iorder +ito +iensure +ithe +isuccess +iof +ithe
+i
change +iprogramme, +iit +iis +iappropriate +ito +ifocus +ion +iorganisational +istructure,
+i
technological +ichange +iand +ileadership +ichange. +iFor +ithe +iorganisation +ito +isucceed,
+i
the +istudy +irecommends +ithat +imanagement +iof +iUniversity +iof +iEducation,
Winneba, +ishould +ieducate +iits +istakeholders +i(employees) +iabout +inew +ipolicies,
+i
+i
procedures +iand +iprograms. +i
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The +istudy +irecommends +ithat +imanagement +iof +iUniversity +iof +iEducation,
Winneba +imust +icommunicate +ia +isense +iof +iurgency +iof +imanagement +ichange +iand
+i
+i
the +ibenefits +iof +ichange +isince +ichange +iis +iinevitable +iin +iorganisational +isuccess.
+i
Most +ipeople +iconsider +ichange +iuncomfortable +iand +irisky. +iWithout +ia +isense +iof
+i
urgency +iand +ieducation +ipeople +itend +ito +iresist +imanagement +ichange. +iTo
+i
motivate +ithe +iacceptability +iof +ichange +iin +ian +iorganisation, +iit +iis +inecessary +ito
+i
make +ipeople +iaware +ion +ithe +ineed +ifor +imanagement +ichange +iwhether +ileadership
+i
change, +iorganisational +istructural +ichange +ior +itechnological +ichange +iin +ithe
+i
institution. +i
The +istudy +irecommends +ithat +imanagement +iof +iUniversity +iof +iEducation,
Winneba, +imust +idevelop/ +isetup +ia +iteam +ito +isupport +ichange +ibecause +ino +isingle
+i
+i
person +ican +ibe +iable +ito +imanage +ichange +ialone. +iChange +iimplementation +iis
+i
better +iachieved +iwhen +iit +iinvolves +ia +igood +irepresentation +iof +ithe +ientire
+i
community +iwithin +ithe +iorganisation. +iThe +istudy +irecommends +ithat +imanagement
+i
of +iUniversity +iof +iEducation, +iWinneba +ishould +iin +iplace +ia +idepartment +ithat +iis +iin
+i
charge +iof +ichange +iinitiation, +iimplementation +iand +imanagement +iwould +ibe +iso
+i
significant +iin +iproper +ihandling +iof +ichange +irelated +iissues +iin +iUniversity +iof
+i
Education. +i
Suggestions +ifor +ithe +iResearch
The +istudy +isuggested +ithat +iresearch +ishould +ibe +iconducted +iin +idifferent
+i
Institutions +iand +iexamine +ifactors +icontributing +ito +iorganisational +ichange +iin
+i
order +ito +iobserve +ithe +ioverall +iimpact +iof +iorganisational +ichange +itowards
+i
employee +iperformance.
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771.
APPENDIX +iA
QUESTIONNAIRE
Dear +iSir/Madam,
This +iquestionnaire +iforms +ipart +iof +ia +istudy +iwhich +iaims +iat +iseeking +irelevant +idata
+i
on +ithe +itopic +i‘Organisational +ichange +iand +iemployee +iperformance +iat +iUniversity
+i
of +iEducation, +iWinneba, +iGhana. +iYour +icandid +iobjective +iresponse +iwill +ibe
+i
useful +iin +icollecting +ithe +inecessary +idata +ifor +ithe +isuccessful +icompletion +iof +ithis
+i
study. +iYour +iconfidentiality +iis +ifully +iassured +iin +irespect +iof +ithe +iinformation
+i
provided. +i +iThank +iyou +iin +iadvance +ifor +iyour +ico-operation.
SECTION +iA: +iBACKGROUND +iINFORMATION +iOF +iRESPONDENT
Tick +iand +iwrite +iwhere +iappropriate
1. Please +itick +iyour +igender: +i +i +i +i +i +i +iMale +i[ +i +i +i] +i +i +i +i +i +i +i +i +iFemale +i[ +i +i +i]
2. Age +igroup +iof +irespondent:
a) +iBelow +i20 +iyears +i[ +i +i +i] +i b) +i20 +i– +i29 +iyears +i[ +i +i +i]
c) +i30 +i– +i39 +iyears +i[ +i +i +i] +i
d) +i40 +i– +i49 +iyears +i[ +i +i +i] +i
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e) +i50 +i– +i59 +iyears +i[ +i +i +i] +i
f) +i60 +iyears +iand +iabove +i[ +i +i +i] +i
3. How +imany +iyears +ihave +iyou +ibeen +iworking +iwith +ithe +iUniversity +iof
+i
Education, +iWinneba?
a) +i0 +i– +i5 +iyears
b) +i6 +i– +i10 +iyear +i[ +i +i +i]
[ +i +i +i]
c) +i11 +i– +i15 +iyears +i[ +i +i +i]
d) +i16 +i– +i20 +iyears +i[ +i +i +i]
e) +i21 +iyears +iand +iabove +i[ +i +i +i] +i +i
4. What +iis +iyour +iHighest +iAcademic +iQualification?
a) +iS.S.C.E +i/O’ +iLevel +i[ +i +i +i] +i +i
b) +iG.C.E +i(A) +iLevel +i[ +i +i +i] +i +i +i +i +i +i
c) +iDiploma +i[ +i +i +i]
d) +iBachelor’s +i[ +i +i] +i +i
e) +iMaster’s +i[ +i +i]
f) +iPhD..............................
g) +iOther:……………………………………………………..
SECTION +iB: +iLeadership +ichange +ion +iemployee +iperformance +iin +iUniversity
+i
of +iEducation, +iWinneba
Please +iindicate +ithe +iextent +ito +iwhich +iyou +iagree +ior +idisagree +iwith +ithe +ifollowing
+i
statements. +iDo +iyou +i(1) +istrongly +idisagree; +i(2) +idisagree; +i(3) +iare +iuncertain; +i(4)
+i
agree; +ior +i(5) +istrongly +iagree?
+i
5
Change
+i
6
8
9
10
+i
makes
+i
work
+i
easier
+i
and
+i
2
3
4
5
more
effective,
Leadership +iis +ione +iof +ithe +ikey +idriving +iforces
+i
7
1
Statement
for +iimproving +ifirm +iperformance
Effective +ileadership +iskills +iresult +iin +ihigh
+ilevels +iof +icohesion, +icommitment, +itrust,
+imotivation, +iand +iperformance
Effective +ileadership +iinvolves +imotivation
+imanagement, +iinspiration, +iremuneration +iand
+ianalytical +iskills +ithat +ifacilitate +ichange
Role +iof +ia +ileadership/leader +iis +ivery
+iimportant +iaddressing +ithe +iissue +iof
+iorganisational +ichange
Leadership +iin +ithe +iuniversity +ihas +iability +ito
+ipromote +icreativity +iand +iinnovation
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Organisational +ileadership +ipositively
+iinfluenced +ithe +iproductivity +iof +iemployees
My +ileaders +iprovide +irelevant +iand +ipractical
+ireasons +ifor +iany +ichanges +irequired +iin +ithe
+iUniversity.
SECTION +iC: +iChange +iin +itechnology +ion +iemployee +iperformance +iin
+i
University +iof +iEducation, +iWinneba.
Please +iindicate +ithe +iextent +ito +iwhich +iyou +iagree +ior +idisagree +iwith +ithe
+i
following +istatements. +iDo +iyou +i(1) +istrongly +idisagree; +i(2) +idisagree; +i(3) +iare
+i
uncertain; +i(4) +iagree; +ior +i(5) +istrongly +iagree
1
Statement
12
13
14
15
16
17
Technological
+i
advancement
+i
employees +imore +ieffective +iand +iinstitution
+i
more +iefficient
+i
advancement
+i
can
+i
3
4
5
makes
+i
Technological
2
improve
+i
employee +iand +iinstitution +iperformance +ias
+i
well
Management +iadopts +imodern +itechnology +iand
+iwork +iin +ichanging +iits +ioperations.
Employees +iacquires +inew +iknowledge +iand
+icompetencies +ithrough +itechnological
+iadvancement
Technology +ichange +ican +ionly +ilead +ito
+i
increased
+i
performance
+i
Technological
+i
productivity
+i
+i
advancement
or
+i
+i
has
improve
+i
great
influence +ion +iemployee +iperformance
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SECTION +iD: +iChange +iin +iorganisation +istructure +ion +iemployee +iperformance
+i
in +iUniversity +iof +iEducation, +iWinneba. +iPlease +iindicate +ithe +iextent +ito +iwhich
+i
you +iagree +ior +idisagree +iwith +ithe +ifollowing +istatements. +iDo +iyou +i(1) +istrongly
+i
disagree; +i(2) +idisagree; +i(3) +iare +iuncertain; +i(4) +iagree; +ior +i(5) +istrongly +iagree
1
Statement
18
19
21
22
23
24
3
4
5
Organisational +istructure +ienables +ian
+iorganisation +ito +ihave +icommon +iviews +iand
+imissions
A +istrong +iorganisational +istructure +icreates
+i
20
2
synergy +iand +iencourages +iteamwork
Organisational +istructure +iinfluences +iemployee
+iperformance +iin +i your +iUniversity +i
Change +iin +iorganisational +istructure +ienhances
+iemployee +iperformance +i
I +ibelieve +ithat +ieffective +iorganisational
+istructure
+ihelps
+iimprove
+imy
+iwork
+iperformance +i
Organisations +ihave +iadjusted +itheir
+imanagement +istructures
Technological +ichanges +iaffected +iskills +iand
+i
performance +iof +ithe +iemployees
SECTION +iE: +iEmployee +iperformance
Please +iindicate +ithe +iextent +ito +iwhich +iyou +iagree +ior +idisagree +iwith +ithe
+i
following +istatements. +iDo +iyou +i(1) +istrongly +idisagree; +i(2) +idisagree; +i(3) +iare
+i
uncertain; +i(4) +iagree; +ior +i(5) +istrongly +iagree. +i
+i
1
Performance +ivariables
26
Technological +ichanges +iaffect +iskills +iand
+iperformance +iof +ithe +iemployees
There +iis +iteamwork
27
Change +ihas +iincreased +ioutput +i
28
Change +ihas +ideveloped +iskills +iof +iemployees +i
25
2
3
4
5
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Change
+i
+i
has
led
+i
+i
to
https://erl.ucc.edu.gh/jspui
+i
the
+i
outstanding
performance +iof +ithe +iinstitution
30
There +iis +ieffective +iand +iefficient +iperformance +i
31
My +ileaders +ialways +iprovide +isupportive
+iguidance +iand +iassistance +ito +iincrease +imy
+iwork +iperformance. +i
Any +ichanges +iimplemented +iin +imy
+iorganisation +iwill +iaffect +imy +imotivation +iand
+iwork +iperformance. +i
32
Thank +iyou +i
+i
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