Corporate Resistance to Change and Employee Performance: A Study of Gran-Crux Global Resources, Nigeria

Abstract

This study investigated the relationship between corporate resistance to change (CRC) and employee performance in Gran-Crux Global Resources, Nigeria. Three (3) measures of employee performance were used, namely productivity, quality of service and commitment.  Descriptive survey research design was used and questionnaire was the major instrument of data collection, which was administered on eighty-four (84) employees of Gran-Crux Global Resources on a face-to-face basis. Data obtained were tested for reliability via Cronbach Alpha and the relevant hypotheses of the study were tested using both descriptive (simple percentages, mean, standard deviation, and Karl Pearson correlation) and inferential (Lawley correlation) statistical techniques. Findings indicated that while there is a significant relationship between corporate resistance to change and employee performance, the link is negative.  The negativity may be due to the fact that management has not been able to clearly communicate and reinforce employees to support the change process in the organization. Given the findings, it was recommended among others that management of organization should organize strategic training programmes for employees in order for them to be educated more on organizational change and current changes; they should be oriented in the training programme that no one remains competitive in a changing world and adequately motivated to support the change process. Besides, since employees resist change that can jeopardize their interests, management should facilitate the process of change by providing the required preparations and positively steer employees to accept changes via motivational incentives.