MANAGING CHANGE IN A CORPORATE ORGANIZATION:

CASE STUDY OF UNION BANK OF NIGERIA PLC

ABSRACT
This research is on managing organizational change, particularly in a traditional corporate
environment. Specifically the study aims to understand and assess the critical success
factors in driving organizational change, using the change programme in Union Bank of
Nigeria Plc as a case study.
The study examined the scope and objectives of the current change programme in Union
Bank, identified the various risk factors/ challenges on the programme and assessed the
level of employee involvement and resistance. It also assessed the effectiveness of the
implementation strategies of the change programme towards the achievement of
corporate objectives.
The study used both primary and secondary sources of data collection. Statistical tools as
frequency distribution, tables, percentages, and chi-square (X2) were also used in the
analysis of data and tests of hypotheses. Based on the findings and analyses, the
following conclusions were made

Organizations should embrace the culture of encouraging teamwork among

employees for desired objective in change management to be realized.

Inadequacy of resources will hinder the systematic process for implementing

and managing change in an organization.

Awareness campaign and enlightenment program should be established by

organizations for their employees on the need for corporate change
management.

Regulatory control of the government and her agencies should be flexible to

permit and improve on performance through change management.

INTRODUCTION
1.1

BACKGROUND OF THE STUDY

A change according to Kari (1999: 286) involves creating a new strategy from an existing
one on the use of resources. In this case, resource inputs are carefully selected and
processed for efficient and effective output. In making any change in an organization,
difficulty is encountered in the area of attitudinal changes which usually is extremely
slow. In other words most changes planned for in a system could be delayed by people.
This is the reason Adegbite (1999.56) argued that for any successful turn round, there
should be a turn around of the quality of manpower and the level of training; turning
around the culture; building a team spirit; evolving a strategy for effective risk
management; managing technology and more importantly, offering effective leadership.
In her contribution Ezekwesili (2006: 16) said that effecting a change in an organization
leadership is supreme among other factors and is capable of transforming socio-economic
fortunes. In her argument, the change in Nigerian ministries and parastatals are inevitable
for an improved living standard. In this effect, the regulating activities (be it controlling
or assisting) are useful especially in policies or programmes formulation and execution.
To Brown (2006: 16), corporate governance is needed in a corporate change and it
involves managing affairs of a corporation with a view to increasing shareholders value
or meeting the expectations of all stakeholders. Here, a change requires putting in place
the right systems to ensure that the affairs of the corporations are managed smoothly to
achieve the stated corporate objectives. It also embraces improving business performance

and competitiveness, making it a driver in the effort of ensuring adequate capital

management.
Whatever form corporate change may take (reengineering, restructuring, reorganizing,
privatization and commercialization, etc) it serves, according to Johnson and Scholez
(1999: 19), as tool for corporate profitability. This is achieved through competition which
introduces competence, excellence and varieties in goods and services. In their analysis,
corporate change is about how the present and future resources available in an
environment determine efficiency or improved performance and productivity. In brief,
corporate change checks and balances opportunities and threats available in an
environment for some predetermined organizations goals (e.g. profits). In this way, errors
and wastes are minimized and objectives maximized. Moreso, it is a known fact that
changes in organizations enable workforce to develop or acquire new skills capable of
boosting production.
Similarly, Wit and Meyer (2004: 595) argued that corporate changes enhance survival and
growth of an organization. This is evidenced in achievements of success in hitherto failed
objectives, missions and strategies. A corporate change saves time in executing any
project or programme of an organization. To effect any change in existing formula need
adequate awareness to end-users (either existing or potential) of an organization.
The process in making a change concerns sensing out the real problem, getting valid data,
slowing down the process, building readiness, commitment, communicating the strategy,
action and sustaining the energy level. Thus, when these factors are carefully combined
or well planned, change could be experienced in an organization.
2

THEORETICAL FRAMEWORK
Effective management of change in an organization like Union Bank requires business
and individual/ people perspectives. According to the ADKAR model, successful change
happens only when the business and people dimensions occur simultaneously. The
business dimension involves the typical project elements which most managers are fairly
comfortable with- definition of business need and scope/objectives; design and
development

of

business

solutions

(new

structure,

processes,

systems)

and

implementation of the solutions. However, managing the people dimension of change is a

high-critical success factor as problems in this area are responsible for the failure of most
change programmes. The ADKAR model identifies 5 elements which can be used to plan
change effectively or diagnose failure points in a change programme, as follows: i)
Awareness ii) Desire iii) Knowledge iv) Ability and v) Reinforcement. This research will
focus on all the five elements and their effects on the current change management process
in Union Bank.
1.2 STATEMENT OF THE PROBLEM
Corporate change is an inevitable constant to ensuring that organizations are strategically
positioned in performance and profit making, in view of the competitive environment and
the effect of scientific and technological advances on the contemporary business world.
Successful corporate change in organizations could be achieved through participatory
performance between leaders and their subordinates. However, a closer look at activities
in corporate change of organizations reveals certain drawbacks or failures to achieving
lofty goals. Some of the setbacks are caused by the following;
3

i.

The psychological factors in human beings, which make them, behave

differently in different circumstances. In other words teamwork for a change
may not be easy due to individual resistance.

ii.

Inadequate resources (both human and non-human) required in initiating and

adopting corporate changes.

iii.

High level of illiteracy among users of a changed programme. In fact some

organization members are not consulted on an intending change programme
hence they are unable to decode related terms.

iv.

High cost of installing and using technological devices needed in any change
situation.

v.

Rigid regulatory controls of the government and her agencies affect corporate
changes that could improve organizational performance.

1.3. RESEARCH OBJECTIVES

Basically, this research aims to examine the current change programme in Union Bank
with a view to assess the critical success factors in driving organizational change,
particularly in a traditional corporate environment.
The research will attempt to
i.

Examine the scope and objectives of the current change programme in Union
Bank of Nigeria Plc

ii.

Identify the various risk factors/ challenges on the change programme in

Union Bank of Nigeria Plc
4

iii.

Assess the level of employee involvement/resistance and its impact on the

change programme Union Bank of Nigeria Plc

iv.

Assess the effectiveness of the strategies in change programme towards the

achievement of corporate objectives. Union Bank of Nigeria Plc.

v.

To evaluate the impact of rigid regulatory controls of the government and her
agencies on corporate changes that improved organizational performance.

1.4

RESEARCH QUESTIONS

Based on the statement of the problem and objectives of the study, the following research
questions are formed to guide the study;
i.

To what extent has the scope and objectives of the current change programme
in Union Bank of Nigeria Plc affected service delivery?

ii.

Does effective ICT and expertise accounts for major risk factors/ challenges
on the change programme in Union Bank of Nigeria Plc?

iii.

Does initiation and implementation of change programme in Union Bank of

Nigeria Plc results into employee involvement/resistance in job performance?

iv.

Does effectiveness of the strategies in change programme result into the

achievement of corporate objectives in Union Bank of Nigeria Plc?

v.

Does a rigid regulatory control of the government and her agencies on

corporate changes improve organizational performance?

1.5

RESEARCH HYPOTHESES

In line with the statement of problem, the following hypotheses are formulated;
H0:

The scope and objective of the current change programme in Union Bank of
Nigeria Plc affect service delivery to customers.

H1:

The scope and objective of the current change programme in Union Bank of
Nigeria Plc has not affected service delivery to customers.

H0:

Effective ICT and expertise is a major risk factor on the change programme in
Union Bank of Nigeria Plc.

H2:

Effective ICT and expertise is a major risk factor on the change programme in
Union Bank of Nigeria Plc

H0:

Initiation and implementation of change programme in Union Bank of Nigeria Plc

has not resulted into employee involvement/resistance.

H3:

Initiation and implementation of change programme in Union Bank of Nigeria Plc

has resulted into employee involvement/resistance.

1.6

SIGNIFICANCE OF THE STUDY

The significance of managing change in corporate organizations (especially Union Banks

of Nigeria Plc) is an important study, which will benefit many individuals and groups in
6

the society. The beneficiaries of this study include; the government, practitioners,
corporate organizations, stakeholders of an organization and the academia.
To the government, this study will be of importance to her in managing and controlling
activities of corporate organizations. It will also assist government in resource planning,
organizing and controlling, including revenue that could be harnessed from taxes for
developmental purposes in the economy.
To the practitioners, this study will immensely assist them to learn new techniques in
corporate changes for improved performance and profitability. Thus, this study is
important to practitioners towards serving their clients better.
To corporate organizations, this study will be beneficial to their resource allocation and
utilization for predetermined goals.
To stakeholders, this study will assist them in areas of investment and de-investments; in
other words, their stake in an organization is assessed to know if their expected returns
are feasible.
To the academia, this study will be added to an existing one and serve as a reference
material.
To the general public, this study will enable them acquire knowledge and experience on
costs/benefits relationship of managing changes for opportunities and setback in
organizations and industries.

1.7

LIMITATIONS OF THE STUDY

7

The conduct of this research may be limited by the following factors;

Time, which may not be enough for the enormous facts and ideas the research study
required. Added to this is may be reluctance of the respondents to granting interviews or
respond favourably to questionnaire administered to them.
Finance may be another area where the study may encounter some setbacks. Most
materials needed for the research work might be quite expensive and not within the reach
of the researcher.
These shortcomings not-withstanding, adequate data will be collected and analyzed.

1.8

SCOPE OF THE STUDY

The study will cover significance of managing changes in a corporate organization with
emphasis on corporate head office of Union Banks of Nigeria Plc in Lagos. The
respondents will be from the functional departments (i.e. Human Resources, Operations,
Finance & Planning, Inspection, IT, Marketing, General Services, Legal etc) of Union
Bank of Nigeria Plc.
The research intends to reflect on all the managerial level (top, middle and low) of the
Bank of study. This is because no one particular department or managerial level is
independent. The study will emphasize effectiveness in planning, productivity and
implementation of change management for an enhanced employees/organizations
performance.

1.9

DEFINITION OF TERMS
8

Terms for definition include

Corporate changeThis concerns the overall forward looking of an organization in
utilization of its resources towards achievement of stated objective.
Organization Organized body that uses managerial functions of planning, organizing
and controlling to achieving predetermined goals of an organization.
Resources This concerns human and material inputs, which act in conjunction with one
another towards the achievement of organizational objectives.
Performance This is a measure of results and standards.
Policy It is a plan employed by individuals and firms to guide their thinking and actions
towards achievements.
Profitability Beneficial investment.
Influence Power to effect or change character, belief or action through authority, choice
and admiration.
Control Verifying whether everything is working in accordance with plan adopted.
Re engineering -This is rethinking, re-invention transformation and redesigning of
business process to achieve a better performance aimed at achieving corporate goals.
Restructuring-This concern redesigning the corporate outlook of an organization by
either down sizing or building resources through a review to fall in line to expected
standard.

Reorganization This concerns re-arranging an adopted procedure or policy of an

organization to making it more effective or functional.
Privatization-This is the transferring of public ownership interest and control in
enterprise to the private sector.
Commercialization-This is the operation of an enterprise as a profit making ventures
without subventions from the government or her agencies.

REFERENCES
Adegbite, S. I. (1999), Turn Around Strategies in Wema Bank Plc,Guardian, Tuesday,
February 3rd. P. 20.
Brown, A. O. (2006), State of Corporate Governance in Nigerian Banks, Business Day,
Friday, February 3rd, P. 16.
Ezekwesili, O. (2006), Wind of Change at Nigerias Ministry of solid minerals
Development, Business Day, Tuesday, March 9, P. 16.
Johnson, J. and Scholes, K. (1999), Exploring Corporate Strategy; Text and Cases,
England; Pearson Education Ltd.
Kari, M. (1999), Nigerias Corporate strategies, Lagos; McDee Communications
Limited.
Wit, B. D. and Meyer, R. (2004), Strategy: Process, Content, Context; An International
Perspective, Italy; Canale and C. Publishers.

10

CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1.

ORGANIZATIONAL CHANGE DEFINED

Change from organizational perspective requires knowledge of two concepts creativity

and innovation. Creativity refers to the introduction of a new idea while innovation is the
modification of product, service, production process or technology.
11

Organizational change is the restructuring of policies, practice or the modification of the

attitudes and behaviour of the workforce in order to improve performance. The process of
change starts with creativity, which eventually leads to innovation. For example,
Guttenberg started printing using the movable type and this later metamorphosed into an
innovation, which altered the existing printing method. To adapt to the new method
required retaining the skills of staff and the practice of publishing firms.
Giles (1991:372) identifies three key variables, which are necessary before change takes
place:
i.

Identifying and Defining the Problem: You cannot change something unless
you have identified existing problem with status quo. If you find out that a new way
of doing something will enhance productivity then you take the risk of going for it. A
team manager in Union Bank Nigeria for example, may encourage subordinates to
embark on a service that is capable of enhancing efficiency by solving problems
encountered through absence of training and experience. In other words, unidentified
and unresolved problems by a team manager through subordinates in banks especially
Union Bank of Nigeria is capable of causing losses in performance and profits.

ii.

Building Coalitions: This is the second step in introducing change and

getting other staff to support the change efforts. Weber (1975) describes coalition
building as a process that resembles a zigzag than a progression of chain of
command. To build coalitions one must first get the idea cleared or approved by an
immediate boss.
Once the idea has been planted and accepted, negotiation begins. The innovator
promises benefits from the project in exchange for their support. For example. In
12

achieving desired objectives of satisfying stakeholders of Banks, managers (top level

staff) ensures that various departments or units are consulted in a relationship that
could

captures

directors/chairmans

corporate

plans.

This

is

because

directors/chairman are key players for any desiring change or innovation for the
Bank.
iii.

Putting an idea to Work: At this stage the Directors/chairman will solicit the
support of the generality of employees, especially managers in the Bank (Union Bank
of Nigeria Plc). In this arrangement, managers are vital to quick response of other
employees whose supports guarantees success of changes.
It is noted worthy that change well transmitted to employees in Banks receives minimal
objective, hence are accepted. On the hand change not communicated by managers to
employees are sure to fail.

2.2

MANAGING CHANGE AND ORGANIZATIONAL CULTURE

When managing change becomes the culture of on organization, the employers in that
organization are turned to striving to doing only the right things. (Ogbonna 199:42)
affirmed that the right things are judged striving from the perspective of the customer.
Thus only activities that have customer satisfaction as prominence are considered
accepted. And activity or product of service that has no customers focus is considered
unnecessary and discontinued. The culture of always determining who the customer for
13

an activity of product or service is, is institutionalized in managing change in

organization, it would not expend its energy on useless activities that cannot move its
business forward.
Adding to the concept of culture Smirrich (1983:20) said that after identifying the right
thing to do, a structured process is used top ensure that all associated activities are
correctly performed.

This means that output (product/service) meet the customer

requirement first time every time. By first determining what is the right thing to do and
doing it right time every time, the managing of change ensures that money, time and
energy are not expended on correctly errors, scrapping output or new works.
It is patently obvious, therefore, that organizations where doing the right thing first time
every time every time becomes a culture, substantial reduction in operating cost and the
concomitant effect of higher profitability are the rewards.

Faithful adherence and

missionary commitment to managing a change is the secret of effective performance in a

organization managing change in an organization is a process that enables a quality
organization to focus on customers, allow employees to take ownership of what they do
and to deliver products/services to standard agreed with the customer. In addition, the
organizations product/ service must be reliable, be delivered on time all the time and
give value for money.
In brief, culture reviews suggests a complex and far reaching agenda for implementation
of change management, encompassing management style, human resource policies, and
the work environment generally.

14

2.3. MANAGING CHANGE AND HUMAN RESOURCE IN AN ORGANIZATION

Regardless of whether the high managing strategy is a matter of choice or of necessity,
suggestions are that change requires a particular approach to human resource strategy if it
is to be implemented successfully.
Savanna et al (1984:78) argued that the various elements of human resource management
should fit together as a coherent whole as reflected in the human resource management
(HRM) cycle. This suggests that the bid to develop a quality managing culture is on staff
selection and induction with the aim of selecting employees with the attitudinal and
bebavioural characteristic that induct them into the organizational managing culture.
Furthermore, notable quality management experts like Deming (1982:11) argued that
performance that is inconsistent with change may not yield required results in efficient
performance by workers. He stated that the valuation in performance is attributable
mainly to works systems rather than to variation in the performance of individual works,
process and team work. To this effect, change is very difficult to do especially where the
focus is on blaming the individual and firm, as in traditional appraisal that result to the
climate of fear and risk avoidance concern for short term individual targets and all these
undermine the corporate creature and committed behaviour necessary for continuous
improvement. The recommendations were that what is needed for managing change is
sheaf away form the traditional focus on results and individual recognition towards
products and group recognition.
In managing change, the customer whether internal or external, the organization is seen
as supreme; so that it seems logical to include and element of customer evaluation in
15

effective organization performance. This review will help build cooperation and team
-based performance, while assessing the managers and supervisors or by subordinates
may help develop a more open positive management style. Additionally, approach based
on the setting and reviewing of personal objectives, linked to a review of the raining and
development needs of the individual should be adopted. The emphasis occasionally need
be on development and moving the judgment the aspects of assessment and moving away
from the allocation of blame towards the development of the individual.
Most scholars have regarded training and development as essential to the implementation
of organizational change, example is where an employee need training in the principles of
continuous improvement, problem solving technique, and statistical process control
managing change could involve organizations into training strategic planning market
research, standardizing procedure, preventive maintenance quality and process bench
marketing, measurement and feedable system reward and recognition, programmes,
productive meetings and punctuality while those that can be classified as cost of bad
organizational employee turnover, excess marketing costs, excess services or product
features lost customers and market share absenteeism, re-work overtime, law suits,
warranty costs, redesign, unproductive meetings and lateness.

2.4

BENEFITS OF ORGANIZATIONAL CHANGE

In order to maximize the benefits from organizational change initiative, the following
critical success factors should be kept in mind.

16

i.

Ensure that the company has the required capabilities; firstly, senior management
must be committed to lead the initiative.

ii.

Employ the appropriate skills and technology in the implementation of objectives

iii.

Be prepared to deal with resistance to change

iv.

Establish the standards for measuring results to ensure effective control.

Customers are the ultimate beneficiaries of organizational change. Boynton and Victor
(1992:25) noted that as the overall efficiency of the organization improves; customers
receive better and faster service. Moreover, organizational change can motivate support
and focus efforts to meet specific client needs- with the elimination of many extraneous
or duplicate processes and the automation of routine processes. Employee responsibilities
are likely to change and behaviours will have to be transformed.
Some employees may be given responsibility for a larger part of core processes. This
requires a wider range of skills but can lead to greater job challenge (and cause
satisfaction) as well as greater motivation because of the increased ability to reward
individual or small group performance. Staff have less routine work to do any can be
exposed to more earning opportunities.
On the other hand, as Baily and Chakrabarti (1988:35) confirmed, some other employees
may be told that their service is no longer required as a result of organizational change.
Employees, especially middle managers, often perceive process redesign to be a ruse to
get them out of their jobs

17

2.5

ORGANIZATIONAL PROBLEMS RESULTING FROM CHANGE

Change efforts have constantly been faced with obstacles. Many organizations have
abandoned their change efforts after making significant investments. Others have failed
to achieve anticipated benefits. Barton (1993:28) has distinguished the following as
critical problems for successful change implementation.
i.

Understanding the rationale for organizational change

ii.

Deciding which internal processes should be redesigned

iii.

Accepting the enormous cost associated with the initiative

Some resistance to change should be expected as people who are used to doing things in a
certain way will be sceptical about a new mode of operation. Sufficient technical
expertise or system must be internally available or externally contracted in order to assure
the smooth assimilation of advanced technologies. Socio-technical design principles
highlight the need for concurrent management of technological and human change.
Although the organizational change process may give lot of benefits to the firm,
sufficient communication must be provided to the staff before implementation; therefore,
organization should make sure all staff understand the purpose of the transformation
before its implementation begins. Evaluation and reward structures should encourage
support for any change.

Training of staff on working with the new process and

technology not only reduce fears to change but also increase their confidence; thus,
Barrett (1994), agreed that communication and training must be well implemented.
Otherwise, more employees may suffer and staff turnover will increase.

18

The presence

of a transformational leader, to inspire and facilitate change, is also

crucial. Many organizational change failures can be traced to top management inadequate
understanding or leadership of the effort.

2.6.

REDUCING RESISTANCE TO CHANGE

Donnelly, et al (1983:37) stated that resisting change is a human response, and that
management needs to take steps to minimize such resistance. They went on to state that
when resistance is minimized the time it takes for a change to be accepted or tolerated is
reduced and the performance of employees rebound more quickly. They summarized
certain approaches that had been used in minimizing resistance to change. These include;
i.

Education and communication. When people are well informed and educated
prior to a change, they are likely to be more receptive and less resistant to the change

ii.

A clear understanding of the nature of the change and the rationale behind it.
As communication is essential for proper change, lack of understanding breeds
rumours and when not properly handled, this can increase the level of resistance to
change.

iii.

Participation and involvement have impact on reducing resistance. Having

the people contribute to the design and implementation of change helps increase their
commitment to the change. If individuals feel their ideas and attitudes are being
included in the change effort, they tend to become less resistant and more receptive.
People tend to follow their own decision best; thus, participation can be a powerful
force for change.

19

iv.

Facilitation and support. Managers must help facilitate the change when fear
and anxiety are at the heart of resistance. This involves showing concern for
subordinates and being a good listener to their concerns with a view to providing
appropriate support.

2.7.

BRIEF HISTORY OF UNION BANK OF NIGERIA PLC

Union Bank of Nigeria, with history dating back as far as 1917, is perhaps the second
oldest surviving bank in Nigeria. Its corporate vision is To be the best of the best to bank
on with a complementary mission statement to be the foremost financial institution
with the most satisfied customers. In the past 93 years, the bank had grown from its
modest beginning into a financial supermarket with subsidiaries and associate companies
in insurance, capital market, trusteeship, mortgage finance, discount business and share
registry. In addition, its customer network is one of the best in the country in terms of
spread, penetration to rural areas and generational loyalty. To serve its numerous
customers, the bank parades an array of products ranging from conventional to
contemporary, customised and electronic. These include savings and current accounts,
Union Lifetime Account, Union Galaxy Account, U-Trade, Union Ever Account,
Importers Express, Union Teachers Empowerment Account, etc.
The Banks shareholding is spread over many stakeholders, with the workforce holding
about 35% of the equity, the largest holding of any workforce in any of the countrys
banks.

20

In the Nigerian banking terrain, Union Bank prides itself in having the largest
concentration of qualified, chartered bankers. According to The Stallion (2010), No. 97,
4,881 out of the Banks 8,000 workforce were trained by the Charted Institute of Bankers
of Nigeria (CIBN)
Until recent past, the Banks financial performance and indicators have been for the most,
better than the industrial average and among the top ten. It was the first Bank to record
the one billion deposit mark in the country. Nonetheless, over the years, the Bank has
remained perceptibly old-fashioned with traditional system of banking. However, as
global competition increases and local living standards improve, people in Nigeria have
come to expect progressively faster and higher quality service particularly with the
advent of new-generation banks.
To achieve a competitive turnaround time for its services, the Bank embarked on a
reengineering of its processes in 1994 to upgrade its internal operations, in collaboration
with Arthur Andersen, an external consultant. All major processes were reviewed,
modelling the work flow and measuring the timelines. The process redesign ranged from
minor modifications to major overhauls; particularly routine processes including balance
enquiry, cheque book issuance and passbook updating were automated. Oboh (1999:20)
noted that a post redesign survey indicated that employee job satisfaction level increased
by 20% while labour force utilization was up about 15%.
Despite the process upgrade however, the bank was still heavily bent towards the
traditional mode of banking than the emerging contemporary mode of the newer banks.
Recruitment of experienced staff of other banks that could have challenged the system
21

with fresh ideas was not encouraged. Moreover, the staff remuneration package of the
Bank was below industrial average and not attractive enough to attract young experienced
bankers.
Apart from operational issues, the bank also had critical problems with its risk
management framework. These ranged from advancing loans to customers with
incomplete documentation and inadequate security collateral, or sometimes, without any
collateral at all. At times, loans were advanced to customers by branch officers simply on
trust or on a compassionate ground; while in other cases, some management staff would
fraudulently use some body as a front to obtain loan, against due processes. The effect of
this slack monitoring of loans was a mounting volume of un-reconciled items and nonperforming loans, resulting inevitably into bad debt.

2.8. PROJECT GEAR UNION BANKS CHANGE PROGRAMME

In recognition of the glaring fact that the Nigerian banking competitive space was
changing, Union Bank embarked on an enterprise-wide transformation programme codenamed Project GEAR in 2007, in collaboration with Accenture, world renowned
consultants. According to the Stallion (2007), Project GEAR would enable the bank to
address all the challenges posed by post-consolidation, globalization and competition.
The end-objective is to set fresh standards that would impact positively on the bottomline and enable the bank regain its leadership position in the banking industry.
A number of transformation sub-projects were set up, particularly in the areas of
corporate strategy, information technology strategy, strategic business unit planning,
22

workforce transformation, enterprise performance management, and business process reengineering.

Following completion of the design phase of the programme, the banks management
identified the quick wins, sought practical and pragmatic solutions and engaged staff
across different cadres towards the implementation of the desired changes. Particularly
useful were the various conferences organised for all the Business Development Centres
(BDCs) and led by the Group Managing Director, Barth Ebong, to galvanise staff support
and commitment. A carefully selected team, called Change Council, was also inaugurated
to drive the change process and monitor the overall successful implementation of the
programme. There is also a Change Management department which serves to implement
decisions and ideas of the Council, particularly in the area of instituting and
communicating a new leadership concept and workplace culture.
By the end of the first phase of the programme, a new corporate strategy has been
developed for the Bank. Strategic Business Units (SBUs) were focused as the primary
operating unit of the Bank responsible for executing the corporate strategy. On the
business marketing front, the bank is to leverage on its core strengths to defend its hold in
the corporate banking market segment in the short-term, whilst developing the
capabilities required to play effectively in the more risky middle and retail banking
segments in the medium to long-term. Additional BDCs were created to bring the Banks
services closer to customers across the country, empower the managers and quicken
decision-making. For effective support, a series of quick measures to address existing IT
issues and challenges were identified while a blueprint on IT development was
developed. In addition, all the major business processes of the Bank were reviewed and
23

re-designed to increase operational efficiency and make them more customer-friendly.

Areas covered included branch operations, treasury operations, international banking and
finance services. The Bank had also created a performance-driven culture by instituting
an integrated, objective and fair performance management system, while a new
workforce model had been developed to align the workforce to the new corporate
strategy and encourage skills specialization. As part of this, a new Quality Assurance
department was established to monitor and enforce service standards, both internal and
external. To address customer service and satisfaction issues deliberately, the bank
launched the Voice of the Customer (VOC) programme as a customer advocacy product
aimed at complaints/feedback management and continuous rigorous review of service
quality. The VOC Centre has the power to deal with service failures and find solutions to
customers service challenges. At the head of the VOC programme is a Customer Action
Council headed by the Group Managing Director, thereby bringing a high-level executive
support and board-level responsibility to bear on service issues.
While the change programme was ongoing, the banks financial position became
negatively affected by the crash in the Nigerian stock market in 2010, accentuating the
already existing challenges of large non-performing loans and inadequate capital. Barde
(2010) noted that the Banks shareholders, at an extraordinary general meeting (EGM) in
September 2007 had approved plans for additional capital including placement from
foreign investors with multinational background. Central Bank of Nigeria however
disapproved of the capital raising plans, particularly the foreign core investor
participation.

24

2.8.1. REFOCUSING OF CHANGE PROGRAMME BY NEW MANAGEMENT

On August 14, 2010, the Central Bank of Nigeria injected one hundred and twenty billion
naira (N120 billion) new capital into Union Bank as part of bail-out package to some
banks to prevent imminent financial crisis. The Central Banks intervention in the bank
was due to its failure in three key regulatory areas- capital adequacy, liquidity and
corporate governance- which became obvious following an extensive inspection audit on
the bank for the year ended March 31, 2010. According to the Central Banks audit
report, the liquidity ratios of the bank dropped as low as 27% - just a little above the 25%
statutory minimum.
In the area of corporate governance, the Central Bank report also noted that the bank
failed to keep a transparent record of all their accounts. In addition, the bank was housing
a lot of un-reconciled items and non-performing loans recorded resulting in loan loss
provision of eighty three billion naira (N83 Billion) and eventual loss before tax of sixty
seven billion naira (N67 Billion).
With the new capital, the Central Bank also replaced the old management team with a
new team led by Funke Osibodu. Following appraisal of the ongoing implementation of
Project GEAR and the banks position in relation to areas of regulatory concern- capital
adequacy, liquidity and corporate governance- the new management decided to
concentrate change efforts on three main areas: Risk Management & Control, Marketing
& Business Development and People/Culture Management.
According to Osibodu, the Bank will focus on aggressive loan recovery using internal
mechanisms and external law enforcement resources as well as monitoring and
25

reducing concentration risks of large ticket credits by ensuring even spread of its loan
portfolio. The new management will also ensure the integrity of the Banks
accounting and financial reporting system, and the institution of a corporate
governance structure built around enhancing transparency and accountability.
A new operating model was rolled out for branches to give dedicated focus to marketing
and relationship. The new model, being piloted in 55 flagship branches across the
country, is designed to reinvigorate branch marketing and relationship management with
the appointment of senior management staffs as Business Development Managers
(BDMs) in charge of branch administration and business. Systematic redeployment of
staff from Head and Zonal offices to branches were undertaken to increase the ratio of
market facing staff while emphasis is being placed on brand management and upgrade of
physical ambience and work tools within the ambit of available resources.
As a way of pursuing a merit-based, objective performance management system and
enforcement of a customer service culture, the Bank introduced Cognos 8, a
performance measurement software that will capture individual staff performance in
relation to pre-determined targets and key performance indicators. In addition, to
discourage wrong behaviour, management introduced and published a sanctions grid
which specified various consequences for various misdemeanours. According to The
Stallion (2010), retraining of staff using e-learning tools including compulsory training
modules and assessment tests would assist staff in aggressive growth in their
knowledge level and enhance capacity building. This would eventually enable staff to
deliver on their set performance objectives.

26

REFERENCES
Adimora, C. (1992) Re-engineering Principles Journal of total Quality Nigerian
Institute of Management June-August, p.8.
Alan, C. (1994), Managing change in the work place, London: Kogun page Ltd.
Barton, R.S. (1993), Business Progress Reengineering, Business Quarterly, Vol. 57
(No.3), P.107.
Barrett, J.I. (1994), Process Visualization, information systems management, Vol. 11,
(No.2), P.23.
Boynton, A C. and Victor, B (1992), Information technology in the post-fordist regime and
flexible response, IBM Systems Journal, P. 279.
Bellow I.(1998), Managing change 1st Banker (unpublished), The home Journal of
FBN PLC, June, page 17.
Chakrabarli, A (1988), Innovation and the Productivity Crisis, Waslinton D.C.: Brookings
institute.
Earh, M. E. (1994), The new and the old of business process re design, Journal of
strategic information systems, Vol 3.p. 22.
Davenport, T. H. (1993), Process Innovation; Reengineering Work through Information
Technology, Boston: Harvard Business School Press.
David (2001), Harvard Management Update A newsletters Harvard Business School,
Vol. 6. No 7.
27

Deming, W.E (1982), Out of Crisis, New York: Mit Press

Dcavanna, K. (1984) Human Behaviours at work organizational Behaviours, 8th Ed. New
York: Wikey publishers.
Dickson, W.J et al

(1939) Management and the Worker Cambridge: Harcourt

University Press.
Donnelly, 4. (1983), Fundamentals of Management, Homewood: Richard D Irwin Inc.
Fulmer. M.R. (1988), The new Management, 3rd Edition, New York: Macmillan
Publishing Co.
Hussey, D.E (1995), How to Manage Organization change, London: Kogan page
Publishers.
Lawanson A.O.(1978) Management of change, Nigerian Institute of Management
(October 1978) Vol. 14, N0. 9, 36, - 14.
Lewin, K (1952),

Field Theory in Social Science, London: Tavistock Publishers.

Megginson C.L. (1983), Management; concepts and Applications, New York: Harper and
Row Publishers Inc.
Ogbonna, M. (1992), Effective Managerial Leadership: A challenge to Business and
Government Nigerian Institute of Management, Vol 19, No. 4, April.
Pascale, R.T. (1991) Managing on the edge, London: Penguin Books.
Robert, H (1998) Managing Changing : Essential Managers, New York: D.K Publishing.
28

Rupert Eales (1994) Creating Growth form Change,London: Macgraw Hill Publishing.
Smirrich, I (1989), Throwing on Choas, London: Pan Books Limited.
The Stallion (2007), Union Bank of Nigeria Plc, July-September, pages 4 and 14
The Stallion (2010), Union Bank of Nigeria Plc, Jan-March, pages 3, 10,11
Theurley, K et al (1973) Supervision; A Reappraisal; London: Heinemanun.
Trist, E.L. (1963) Organizational Choice, London: Taristock.
Obot (1999) Union Bank of Nigeria Plc Quarterly Journal, June, Vol. 3. P.16
Obot (1995) Union Bank of Nigerian Plc quarterly Journal March, Vol 2. p 20.
Westley, B et al (1988), The Dynamics of Planned Change, New York: Harcourt Brace.
Barde, F (2010) Union Bank of Nigeria Plc General Circular No. 188/2010

CHAPTER THREE
RESEARCH METHODOLOGY
3.1.

RESEARCH METHOD AND DESIGN

For purpose of this study the research will be design to collect effective and relevant
information from the staff of Union Bank Nigeria Plc by using questionnaires and
personal interviewer. A survey method of research may be used and staff will be selected
29

from various units.

The major data collection instrument that will be used is the

questionnaires containing three section (a) research questions, (b) hypotheses and (c)
personal data. The questionnaires will be used to make up for deficiencies of secondary
data.

3.2

METHODS OF DATA COLLECTION

This concerns the methods that the researcher will adopt in collecting and analyzing data.
These includes; research design, selection of data, sample size determination, stratified
sampling technique, random sampling technique, pilot or pre-test of instrument,
reliability and validity of results, administration of the instrument, procedure for data
analysis, etc.

i.

PRIMARY DATA SOURCES

To explore this, a set of questionnaire will be designed. The distribution will be for a
sample of respondents of the banks under study.
ii.

SECONDARY DATA SOURCES

To acquire the secondary data, the enumerated sources will be consulted.

3.3

a.

Textbooks, Newspapers, and unpublished papers

b.

Research projects related to the study

c.

Materials from libraries

POPULATION OF STUDY
30

According to Baridam (2000), population is made up of all conceivable element, subject

or observation relating to a particular phenomenon of interest to the research subject. The
population of this study will be staff members of Union Bank Nigeria Plc whose
population is put at 6,000. The fact that an entire population will not be easily reach
makes for sample to be taken from the organization of study. The study will interview the
top, middle and low level staff. It is obvious that not all the questionnaire will be
responded to owing to individual perception.

3.4.

SAMPLE AND SAMPLING TECHNIQUE

The sample size for this study was obtained from the population of the study using the
formula below. Pilot programme may be used to determine the willingness of the
respondents to participate in this study. The effect may be that 3 out of every 5 persons
may be willing to respond to the questionnaire.
The percentage of workers willing to participate is 3 x 100 = 60%,
5
1
while 40% may declined. The formula as given in Asika (2006:29) will be
used in determining the sample size at 5% confidence level and given
constant value (1.046). Applying the formula Ns = Z x p x q
e2
Where Ns = sample size, Z = constant value
p

= Positive response, q = Negative response

= Tolerable error.
31

Therefore Ns

(1.046)2 x 0.80 x 0.20

(0.05)2

1.094116 x 0.80 x 0.20

0.0025
= 70

3.5.

RELIABILITY AND VALIDITY OF THE RESULTS

For the purpose of establishing the reliability and validity of the instruments, about thirty
of the instruments will be per-tested on (30) respondents and this will be repeated with
same number of respondents. The instrument may be later recovered, collected and
analyzed using split half and correlation techniques. Through the medium of Pearson
product moment correlation method, the strength of this parameter, the reliability and
validity of the instrument will be established. Equally, the content and construct validity
were considered crucial to the pilot test. The instrument will be considered suitable for
data collection.
3.6.

METHOD OF DATA ANALYSIS

The researcher will use tables and percentages for presentation, scoring and analysis of
data. The hypotheses will be analyzed with the help of chi-square (X 2). The chi- square
(X2) is a significant test, which makes use of data in the form of observed frequencies or
co-units. The chi square (X2) computation takes the form of
X2 = (O-E)2
E

32

Where: O= observed frequencies, E= expected frequencies and X 2 = chi square - the

measure of differences between O, the observed and E, the expected frequencies,
With assumed null hypothesis.
(FC) IJ = (ROWI) (COLUMNJ)
GRAND TOTAL
Where
(fc) IJ = expected frequencies for ith row and jth column.
Row ith = the total of the frequencies in ith row
Column jth = the total of the frequencies in jth column, and
Grand total = the total of all the frequencies in the table.

3.7.

LIMITATIONS OF METHODOLOGY

This concerns constraints encountered on the conduct of this research. This includes;
getting all the intended respondents at the same time to answer questionnaire. The
methodology processes will be limited to the forms as to be used in the institution of the
research. In other words it will not be all the procedures in any statistical book that will
be used.

REFERENCES
Asika, N. (2006) Research Methodology in the Bahavioural Sciences, Lagos; Longman
Nigeria Plc.
33

Baridam, D.M.(1990),Research Method in Administrative Sciences, Port Harcourt; Belk

Publisher.

34

CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 PRESENTATION OF DATA
The study is on the significance of managing change in corporate organizations such as
Union Bank of Nigeria Plc. Cross sections of the management staff of the bank of study
were covered from different departments (with emphasis on effectiveness and efficiency
of change management). The study covered the top, middle and low levels of the
management staff of Union Bank of Nigeria Plc.
As shown in the table below, 100 questionnaires were administered to the respondents
and 70 of this number were answered and returned.
TABLE 4.1 Distribution and Receipts of Questionnaire
Respondents

No. of
Quest.
Distr.
15

% No. of
Quest.
Distr.
15.00

Asst. Manager - Manager

25

25.00

14

Officer III Sub Manager

60

60.00

100

100.00

SM and above

Total

No. of
Quest.
Rtrd.
3

% No. of
Quest.
Rtrd.
4.29

No. of
Quest.
Not Rtrd.
12

% No. of
Quest.
Not Rtrd.
40.00

20.00

11

36.67

53

75.71

23.33

70

100.00

30

100.00

Source: Field Work 2010.

The same sets of questionnaire were administered to the top, middle and low level
management staff of the bank of study and these was used for comparison.

35

As could be seen from the table, 60% of questionnaires were administered to Officer IIISub Manager. This is because they formed the bulk of the staff count in the bank and are
the footmen in frontline and critical back-end operations. Following this group, is the
middle level Assistant Manager Manager cadre which serves as a link between the mass
of junior staff and senior management.

4.1.1. DEMOGRAPHIC FEATURES OF RESPONDENTS

TABLE 4.2 Sex Distribution of Respondents
Response variables

Frequency

Male

41

58.57

Female

29

41.43

Total

70

100.00

Source: Field Work 2010.

Table 4.2 above shows that male workers formed majority of the sample population. They
constituted 58.57% while the female respondents represented 41.43% of the sample
population. This apparently reflects the fact that there are more male employees in the
bank.

TABLE 4.3 Distribution of Respondents on Age Range

Response variables

Frequency
36

21-30 years

25

35.71

31-40 years

21

30.00

41-50 years

17

24.29

Above 50 years

10.00

Total

70

100.00

Source: Field Work 2010.

Table 4.3 indicates that 36% of the respondents are with the age range of 21-30years;
30% and 24% respondents have their age range between 31-40years and 41-50years
respectively, while 10% of the respondents are above 50 years.
The table equally expresses diversity across age of respondents. Information collected
can, therefore, be regarded balanced and reliable for the purpose of the study.

TABLE 4.4 Distribution of Respondents on Marital Status

Response variables

Frequency

Married

50

71.43

Single

20

28.57

Total

70

100.00

Source: Field Work 2010.

From table 4.4 above, it could be understood that 50 of the respondents (71.43 %) were
married while 15 respondents (21.43. %) are singles. The table equally expresses
diversity across marital status of respondents. Information collected can therefore be
regarded balanced and reliable for the purpose of the study.

37

Table 4.5 Educational Qualification of Respondents

Response variables
HND/First Degree

Respondents
38

% of Respondents
54.29

26

Postgraduate Degree
Professional Certification
Total
Source: Field Work 2010.

37.14

8.57

70

100.00

According to table 4.5, 38 (54.29%) and 26 (37.14%) of the respondents have HND/First
Degree and postgraduate degrees respectively. The remaining 6 respondents (8.57%) also
have relevant professional certification. This indicates that all the respondents have one
form of education or the other and so understand the contents of the questionnaire.

TABLE 4.5 Distribution Showing Working Experiences of Respondents

Response variables

Frequency

Less than 1 year

0.00

1-5 years

28

40.00

6-10 years

16

22.86

11-15 years

5.71

Above 15 years

22

31.43

Total

70

100.00

Source: Field Work 2010.

38

From table 4.5 above, it could be understood that 22 (31.43%) of the respondents have
working experience above 15 years while 4 (5.71%) and 16 (22.86%) have between 1115 years and 6-10 years experience respectively. 40% of the respondents also have
between 1-5 years experience. None of the respondents has less than one year working
experience.

TABLE 4.6 Distribution Showing Departments of Respondents

Response variables

Frequency

Corporate Banking Group

1.43

Commercial & Retail Banking

8.57

Finance & Planning Dept

1.43

Human Resources Dept

4.29

Inspection Dept

7.14

IT Dept

5.71

Operations

21

30.00

Property & General Services

5.71

Risk Management

1.43

Others

24

34.29

Total

70

100.00

Source: Field Work 2010.

39

From table 4.6 above, it could be seen that 21 (30%) of the respondents are in the
Operations group; 6 in Commercial & Retail Banking, and 5 in Inspection. 4 respondents
came each from IT and Property while 1 each came from Corporate Banking, Finance &
Planning and Risk Management. 24 (34.29%) respondents came from some other
departments different from those specified above.
This table expresses diversity of respondents across departments in the organization.
Information collected can therefore be regarded as balanced and reliable for the purpose
of this study.

4.2. ANALYSIS OF DATA

Table 4.8 Showing whether scope and objectives of the change programme in Union
Bank of Nigeria Plc affects service delivery
Responses

Respondents

% of Respondents

Agree

59

84.29

Disagree

11

Total
Source: Field Work 2010.

70

15.71
100.00

Analysis of the table 4.8 above shows that 59 respondents (84.29%) agreed that the scope
and objectives of the change programme in Union Bank of Nigeria Plc affects service
delivery. On the other hand, 11 respondents (15.71%) disagreed with the statement.

40

Table 4.9 Showing whether there is significant relationship between the Change
programme in Union Bank and staff productivity
Responses

Respondents

% of Respondents

Agree

60

85.71

Disagree

10

14.29

70

100.00

Total
Source: Field Work 2010.

Table 4.9 above shows that 60 respondents (85.71%) agreed that there is significant
relationship between the change programme in Union Bank of Nigeria Plc and staff
productivity compared with only 10 respondents (14.29%) who disagreed.

Table 4.10 Showing whether inadequate resources affect the implementation of

strategic change in Union Bank of Nigeria Plc.
Responses

Respondents

% of Respondents

Agree

57

81.43

Disagree

13

18.57

70

100.00

Total
Source: Field Work 2010.

According to table 4.10 above, 57 respondents (81.43%) agreed that inadequate resources
affect the implementation of strategic change in Union Bank of Nigeria Plc, but 13
(18.57%) of the respondents disagreed
Table 4.11 Showing whether inadequate staff training has significantly affected the
change programme in Union Bank of Nigeria Plc
41

Responses

Respondents

% Of Respondents

Agree

43

61.43

Disagree

27

38.57

70

100.00

Total
Source: Field Work 2010.

According to the analysis of the table 4.11 above, 43 respondents (61.43%) agreed that
inadequate staff training has significant effect on the change programme in Union Bank
of Nigeria Plc. 27 respondents (38.57%) however disagreed.

Table 4.12 Showing whether effective ICT and expertise is a major risk factor to the
successful implementation of change programme in Union Bank of Nigeria Plc.
Responses

Respondents

% Of Respondents

Agree

46

65.72

Disagree

24

34.28

70

100.00

Total
Source: Field Work 2010.

According to table 4.12 above, 46 (65.72%) of the respondents agreed that effective ICT
and expertise is a major risk factor to the successful implementation of the change
programme of Union Bank of Nigeria Plc. On the contrary, 24 respondents (34.28%)
disagreed.

Table 4.13 Showing whether employees are significantly involved and carried along
in the change programme in Union Bank of Nigeria Plc
42

Responses

Respondents

%of Respondent

Agree

26

37.14

Disagree

44

62.86

Total

70

100.00

Source: Field Work 2010.

Table 4.13 above shows that 26 respondents (37.14%) believe that employees of the bank
are significantly involved and carried along in the change programme. However, a
majority 44 (62.86%) other respondents disagreed with this statement.

Table 4.14 Showing whether initiation and implementation of change programme in

Union Bank of Nigeria Plc has resulted in employee resistance
Responses

Respondents

% Of Respondents

Agree

31

44.29

Disagree

39

55.71

Total

70

100.00

Source: Field Work 2010.

43

Analysis of table 4.14 above shows that 31 (44.29%) of respondents are of the opinion
that the change programme in Union Bank has resulted in employee resistance, however
a majority 39 (55.71%) disagreed.

Table 4.15 showing whether regulatory control on the change programme in Union
Bank of Nigeria Plc is rigid and significant.
Responses

Respondents

% Of Respondents

Agree

33

47.14

Disagree

37

52.86

70

100.00

Total
Source: Field Work 2010.

Table 4.15 above shows that 33 respondents (47.14%) indicated that regulatory control on
the change programme in Union Bank of Nigeria Plc is rigid and significant but 37 other
respondents (52.86%) disagreed with this statement.

Table 4.16 showing whether current strategies for implementing the change
programme in Union Bank of Nigeria Plc is effective
Responses

Respondents

% Of Respondents

Agree

29

41.43

Disagree

41

58.57

Total

70

100.00

Source: Field Work 2010.

Table 4.16 above shows that 29 respondents (41.43%) are of the opinion that the current
strategies for implementing the change programme in Union Bank are effective. On the
44

other hand, 41 (58.57%) of the respondents believe the current strategies are not
effective.

Table 4.17 showing whether the change programme has resulted into some
achievements of the objectives of Union Bank of Nigeria Plc.
Responses
Agree
Disagree
Total
Source: Field Work 2010.

Respondents

% Of Respondents

49

70.00

21

30.00

70

100.00

From table 4.17 above, it is indicated that a majority of 49 respondents (70%) believe that
the change programme in Union Bank has resulted into some achievements of its
objectives. 21 of the respondents (30%) however disagreed.

4.3

TEST OF HYPOTHESES

4.3.1

Testing for whether the scope and objectives of the change programme in
Union Bank of Nigeria Plc affects service delivery

45

H0:

The scope and objectives of the change programme in Union Bank of Nigeria Plc
has not affected service delivery

H1:

The scope and objectives of the change programme in Union Bank of Nigeria Plc
affects service delivery.

Table 4.3.1.1 Observed and expected frequencies on whether the scope and
objectives of the change programme in Union Bank of Nigeria Plc affects service
delivery
Respondents

Frequencies

Agree

Disagree

2 (a)

1 (b)

2.53

0.47

13 (c)

1 (d)

11.80

2.20

44 (e)

9 (f)

44.67

8.33

53

59

11

70

SM and above

Asst. Manager - Manager

Officer III Sub Manager

Total
Source: Field Work 2010.

Calculation of expected frequency (E1) =

(Row total)(Column total)

Grand total

Cell1 E1

59 x 3
46

Total

14

Cell2 E2

Cell3 E3

Cell4 E4

Cell5 E5

Cell6 E6

70

2.53

11 x 3
70

0.47

59 x 14
70

11.80

11 x 14
70

2.20

59 x 53
70

44.67

11 x 53
70

8.33

Table 4.3.1.2: Computation of chi-square (X2) value on whether the scope and
objectives of the change programme in Union Bank of Nigeria Plc affects service
delivery
Cell

OE

(O E)2

(O E)2

2.53

-0.53

0.28

E
0.11

0.47

0.53

0.28

0.59

13

11.80

1.20

1.44

0.12

2.20

-1.20

1.44

0.65

44

44.67

- 0.67

0.45

0.01

8.33

0.67

0.45

0.05

Total

1.53

Source: Field Work 2010.

47

Table 4.2.1.2 shows that the level of significance (X) = 5% i.e. 0.05. At 2 degree of
freedom and 0.05 level of significance, the value of chi-square (X2) = 5.991.
Decision: - The computed chi-square (X2) statistic did not exceed the critical value at
0.05 probability level, the research therefore accepts the null hypothesis and rejects the
alternative hypothesis.
Conclusion Since the calculated X2 value (1.53) is less than the table x 2 value, the
study therefore accepts the null hypothesis and concludes that the scope and objectives of
the change programme in Union Bank of Nigeria Plc has not affected service delivery.

4.3.2: Testing for whether effective ICT and expertise is a major risk factor to the
successful implementation of change programme in Union Bank of Nigeria Plc.
H0:

Effective ICT and expertise is not a major risk factor to the successful

implementation of change programme in Union Bank of Nigeria Plc.

Hi:

Effective ICT and expertise is a major risk factor to the successful implementation

of change programme in Union Bank of Nigeria Plc.

48

Table 4.3.2.1: Observed and expected frequencies on whether effective ICT and
expertise is a major risk factor to the successful implementation of change
programme in Union Bank of Nigeria Plc
Respondents

Frequency

Agree

2 (a)

1 (b)

1.97

1.03

9 (c)

5 (d)

9.20

4.80

35 (e)

18 (f)

34.83

18.17

53

53

17

70

SM and above

Asst. Manager - Manager

Officer III Sub Manager

Total
Source: Field Work 2010.
Calculation of expected frequency (E1) =

Cell1 E1

Cell2 E2

Cell3 E3

Cell4 E4

(Row total)(Column total)

Grand total

46 x 3
70

1.97

24 x 3
70

1.03

46 x 14
70

9.20

24 x 14
70

4.80
49

Disagree

Total

14

Cell5 E5

Cell6 E6

46 x 53
70

34.83

24 x 53
70

18.17

Table 4.3.2.2: Computation of Chi-square value on whether effective ICT and

expertise is a major risk factor to the successful implementation of change
programme in Union Bank of Nigeria Plc
Cell

OE

(O E)2

a
b
c
d
e
f

2
1
9
5
35
18

1.97
1.03
9.20
4.80
34.83
18.17

0.03
-0.03
-0.20
0.20
0.17
-0.17

0.00
0.00
0.04
0.04
0.03
0.03

Total

(O E)2
E
0.00
0.00
0.00
0.01
0.00
0.00
0.01

Source: Field Work 2010.

Table 4.2.2.2 above shows that the level of significance (x) = 5% i.e. 0.05. At 2 degree of
freedom and 0.05 level of significance, the value of chi-square (X2) = 5.991.
Decision: The computed chi square (X2) statistic did not exceed the critical value at 0.05
probability level. The research therefore accepts the null hypothesis by rejecting the
alternative hypothesis.
Conclusion: Since the calculated X2 value (0.01) is less than the table X 2 value, the study
accepts the null hypothesis and therefore concludes that effective ICT and expertise is not
a major risk factor to the successful implementation of change programme in Union Bank
of Nigeria Plc.

50

4.3.3. Testing for whether initiation and implementation of change programme in

Union Bank of Nigeria Plc has resulted into employee resistance
H0:

Initiation and implementation of change programme in Union Bank of Nigeria Plc

has not resulted into employee resistance.

Hi:

Initiation and implementation of change programme in Union Bank of Nigeria Plc

has resulted into employee resistance.

Table 4.3.3.1 Observed and expected frequencies on whether initiation and

implementation of change programme in Union Bank of Nigeria Plc has resulted
into employee resistance
Respondents

Frequency

Agree

Disagre

Total

e
SM and above

Asst. Manager - Manager

51

1 (a)

2 (b)

1.33

1.67

9 (c)

5 (d)

6.20

7.80

14

Officer III Sub Manager

21 (e)

32 (f)

23.47

29.53

53

31

39

70

Total
Source: Field Work 2010.
Calculation of expected frequency (E1) =

Cell1 E1

Cell2 E2

Cell3 E3

Cell4 E4

Cell5 E5

Cell6 E6

(Row total)(Column total)

Grand total

31 x 3
70

1.33

39 x 3
70

1.67

31 x 14
70

6.20

39 x 14
70

7.80

31 x 53
70

23.47

39 x 53
70

29.53

Table 4.3.3.2: Computation of Chi-square(X2) value on whether Initiation and

implementation of change programme in Union Bank of Nigeria Plc has resulted
into employee resistance
Cell

OE

(O E)2

(O E)2
E

52

1.33

-0.33

0.11

0.08

1.67

0.33

0.11

0.07

6.20

7.84

1.26

7.80

-2.80

7.84

1.01

21

23.47

-2.47

6.10

0.26

32

29.53

2.47

6.10

0.21

2.80

Total
Source: Field Work 2010.

2.89

Table 4.2.3.2 above shows that the level of significance (x) = 5% i.e. 0.05. At 2 degree of
freedom and 0.05 level of significance, the value of chi-square (X2) = 5.991.
Decision: The computed chi-square (X2), statistic did not exceed the critical value at 0.05
probability level, the research therefore accepts the null hypothesis and rejects the
alternative hypothesis.
Conclusion Since the calculated X2 value (2.89) is less than the table X 2 value, the
research accepts the null hypothesis and therefore concludes that initiation and
implementation of change programme in Union Bank of Nigeria Plc has not resulted into
employee resistance.

53

CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1

SUMMARY OF FINDINGS

The primary aim of this study is to find out the significance of managing change in a
corporate organization as Union Bank of Nigeria Plc for effective and efficient
performance. These main reasons for change could be classified into evaluative and
developmental.
To manage change successfully, it is necessary to identify Union Bank of Nigeria Plc
resources with potentials that need to be harnessed for productivity and profitability. This
is because change management in Union Bank of Nigeria Plc, when adequately and
effectively managed, reduces waste or error by redirecting resources for better
performance.

54

Again, managing change in an organization involves identifying employees training and

development needs.
In the research hypothesis, the following findings were made:
1.

The scope and objectives of the change programme in Union Bank of Nigeria Plc
does not affect service delivery. In other word, the current change scope in Union
Bank of Nigeria Plc has not been effective in affecting quality of customer service
delivery

2.

Effective ICT and expertise is not a major risk factor to the successful
implementation of change programme in Union Bank of Nigeria Plc. This implies
that effective ICT and expertise is not a hindrance to the achievement of the
change objectives in the bank, probably because the IT skill level of the
workforce is indicated above average.

3.

Initiation and implementation of change programme in Union Bank of Nigeria Plc

has not resulted into employee resistance. In other words, employees of Union
Bank of Nigeria Plc identify with and are not resistant to objectives and
implementation of the change programme.

5.2

CONCLUSION

Based on the summary of findings, the following conclusions were drawn:

55

1.

That the ability of management to manage change effectively and

efficiently is vital to achievement of its objectives and progressive performance of
an organization.

2.

That inadequacy of resources will hinder the systematic process for

implementing and managing change in an organization.

3.

When employee communication and involvement are effectively

managed, resistance to change among the workforce is not significant.

4.

Organizational growth necessitates many organizational changes.

The study has unveiled that organizational performance is a yardstick for
determining the need for change management and for evaluating the effectiveness
of any changes implemented

5.3

RECOMMENDATIONS

Based on the statement of problem, the following recommendations were made:

1. That Organization should embrace the culture of encouraging teamwork among
employees for desired objective in change management to be realized.
2. That adequate resources (human and non human) should be provided for initiating
and the adopting corporate changes in an organization.
3. That awareness campaign and enlightenment program should be established by
organizations for their employees on the need for corporate change management.
4. That regulatory controls of the government and her agencies should be flexible to
permit and improve on performance through change management.
56

5.4

RECOMMENDATIONS FOR FURTHER STUDIES

Sequel to the problems encountered in the course of this research study, the researcher
feels obliged to make the following recommendations to serve as a guide for further
research on the subject of this study.
1. If the research is to be conducted solely for the purpose of academic exercise, the
time required for completion and submission should be considered in approving the
topic.
2. Considering the reluctance of respondents in releasing data for the research study, the
management of the Union Bank of Nigeria Plc can assist in appealing to the
respondents to cooperate in releasing information in future studies.
3. The researcher is of the opinion that more research can be carried out on the
significance of managing changes in corporate organizations in the manufacturing
industry to allow for comparison.

57

APPENDIX
RESEARCH QUESTIONNAIRE
This questionnaire is towards a research study on 'Managing Change In A Corporate
Organization' and the objective is to identify the various risk factors/ challenges on the
change programme a corporate organization, assess the level of employee
involvement/resistance and effectiveness of the strategies employed towards the
achievement of corporate objectives.
The information you give is strictly for this research purpose and will be treated with
absolute confidence.

SECTION A
Please tick the appropriate response
1.

Sex:

Male [ ]

Female [ ]

2.

Age:

2130years [ ]

3140years
58

[ ]

4150years [ ]

Above 50years [ ]

3.

Marital Status: Single [ ]

Married [ ]

4.

Academic Qualifications (Please tick your highest qualification)

SSCE/GCE O LEVEL [ ] OND/NCE [ ] HND/First Degree
Postgraduate Degree [ ]

5.

Professional Cert. [ ]

Working Experience
Less than a year [ ]
1115 years

6.

[ ]

15 years [ ]

[ ]

610 years [ ]

Above 15 years [ ]

Which department of Union Bank of Nigeria Plc do you work?

(a) Human Resources

[ ]

(b) Corporate Banking

[ ]

(c) Finance & Planning

[ ]

(d) IT

[ ]

(e) Operations

[ ]

(f) E-Business

[ ]

(g) General Services

[ ]

(h)Commercial & Retail

[ ]

(i) Inspection

[ ]

(j) Risk Management

[ ]

(k) Treasury

[ ]

(l) Legal

[ ]

Others (please specify)

59

7.

What is your current grade?

(a) Senior Manager and above

[ ]

(b) Assistant Manager Manager

[ ]

(c) Officer I - Sub Manager

[ ]

SECTION B
Please tick the appropriate response
(1)

The scope and objectives of the current change programme in Union Bank of Nigeria Plc
affect service delivery
(a) Agree

(2)

(b) Disagree

There is a significant relationship between Union Banks change programme and

staff productivity?
(a) Agree

(3)

(b) Disagree

Inadequate resources is affecting the implementation of strategic change in Union

Bank of Nigeria Plc
(a) Agree

(4)

(b) Disagree

Inadequate manpower training has significantly affected implementation of the

change efforts in Union Bank of Nigeria Plc?

(a) Agree

(b) Disagree
60

(5)

Effective ICT and expertise is a major risk factor to successful implementation of

change programme in Union Bank
(a) Agree

(6)

(b) Disagree

Employees are significantly involved and carried along in the change programme
in Union Bank
(a) Agree

(7)

(b) Disagree

Initiation and implementation of change programme in Union Bank has resulted

in employee resistance
(a) Agree

(8)

(b) Disagree

Regulatory control on the change programme in Union Bank is rigid and

significant
(a) Agree

(9)

(b) Disagree

Current strategies for implementing change programme in Union Bank is

effective
(a) Agree

(10)

(b) Disagree

The change programme has resulted into some achievements of Union Banks
corporate objectives
(a) Agree

(b) Disagree
61

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