ORGANISATIONAL CHANGE AND PERFORMANCE IN THE BANKING INDUSTRY IN BENIN CITY

ABSTRACT

This study was carried out to evaluate the influence oforganisational change on performance in the banking industry in Benin City. The population of the study comprised of all employees who have experienced merger and acquisition, a form of organisational change, in the banking industry in Benin City and a sample of two hundred and ninety eight staff was selected using the Taro Yamane method. Data was collected by means of questionnaire and personal interviews. The data collected was analysed using descriptive statistics, correlation and regression analysis. The findings of the study revealed that there is a positive relationship between organisational change and organisational performance. The four dimensions of organisational performance are significantly influenced by organisational changes. The study recommends that Management of banks involved in organisational change should communicate how, when and why the change is eminent so as to get employees commitment to improve the performance criteria of the organisation.  This study also recommend that Management of banks experiencing falling financial, market and innovation standings should as a matter of urgency initiate organisational change as an alternative key strategy to mitigate poor performance of the banks.