© University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui DEDICATION To +imy +ihusband +iand +ichildren, +iAfia, +iKofi +iAgyekum +iand +iNana +iOsei, +ifamily +i members +iand +ifriends. v Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 viii Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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, 2 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 4 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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. 5 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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? 6 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 7 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 8 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 9 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 10 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 11 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 12 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 13 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 14 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 15 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 19 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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. 20 Digitized by Sam Jonah Library © University of Cape Coast +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 21 Digitized by Sam Jonah Library © University of Cape Coast +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 23 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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. 25 Digitized by Sam Jonah Library © University of Cape Coast +i +i +i +i +i +i +i +i https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 28 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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. 30 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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. 31 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 32 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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. 33 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 34 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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. 35 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 43 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 68 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 69 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 70 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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, 71 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui +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 72 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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. 73 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 74 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui References Adair, +iE. +iL., +iAdair, +iJ. +iL., +i& +iAdair, +iR. +iS. +i(2006). +iU.S. +iPatent +iNo. +i7,030,904 +i Washington, +iDC: +iU.S. +iPatent +iand +iTrademark +iOffice. 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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 91 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 92 Digitized by Sam Jonah Library © University of Cape Coast 11 https://erl.ucc.edu.gh/jspui 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 93 Digitized by Sam Jonah Library © University of Cape Coast https://erl.ucc.edu.gh/jspui 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 94 Digitized by Sam Jonah Library © University of Cape Coast 29 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 95 Digitized by Sam Jonah Library