Impact of Organisational Change Performance of Selected Construction Firms

Abstract

Various techniques for managing and implementing change have been recommended; however, organisations continue to record a high mortality rate, which suggests the absence of a viable process for managing organisational change. This paper investigates the impact of organisational change performance of selected construction firms. The population consists of the executives and employees of five Nigerian construction companies: Phefa Construction Company Ltd., Abacus Building Services, Dumez Nigeria Plc, Enerco Nigeria Limited, and RCC Construction Company. The firms were chosen based on their inclusion on the Federation of Construction Industry’s list (FOCI). The parameters included size, active projects, geographic spread, and service portfolio. The total staff strength of the chosen construction is approximately one thousand, two hundred and four people (1204) and the stratification technique was first used to stratify the workers. Taro Yamane was used to draw a sample of 300 respondents, who were then statistically tested using Pearson Product Moment Correlation. The study discovered, among other things, a significant link between resistance to change and performance; critical factors for managing change will affect Performance; and change implementation will affect performance of selected construction firms. As a result, it was suggested that organisations identify the best change model for their own initiatives and then modify to fit the context. Organizations should collect data from multiple sources, especially when assessing competency gaps, and employees should take management-organized training programmes seriously.