Employee Resistance to Change, Organizational Strategic Change and The Performance of Multinational Nigerian Oil Firms

Abstract

The study focuses on the extent to which employee resistance to change and organizational strategic change influence the performance of multinational Nigerian oil firms. The specific objectives were to ascertain the effect of employee resistance to change and organizational strategic change on the performance of multinational oil firms in Delta State, Nigeria. The study used a cross sectional design and a population 550 employees of some multinational oil firms were obtained. A sample of 232 employees were obtained using Taro-Yamani sample size determination formula. Data collected were evaluated via descriptive (frequency counts, mean score and Pearson correlation), and inferential (multiple regression) statistical tools. The results revealed a significant positive relationship between employee resistance to change, organizational strategic change and organizational performance. Thus, the study concludes that both employee resistance to change and organizational strategic change serve as major determinants of the performance of multinational oil firms in Delta State, Nigeria. The study recommends that employees need to be involved in order to verify for themselves the validity of the new strategies, examine consequences for themselves as an individual and, explore how they can contribute to the change effort. The underlying causes of employee resistance need to be studied carefully and understood fully if improved outcomes are to result.

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