The Dynamics of Organizational Change and Employee Performance among Selected Banks in Victoria Falls, Zimbabwe

This study investigates the impact of organizational change on employee performance in the banking sector of Zimbabwe. The research examines how various organizational change factors—such as motivation, leadership, communication, employee development, procedural justice, tolerance to change, education level, and working experience—affect employee performance in the context of Zimbabwean banks. A regression analysis was conducted to assess the relationships between these factors and employee performance. The findings reveal that leadership, communication, employee development, and procedural justice have a positive impact on employee performance, while motivation and education level show a negative correlation. The study highlights that motivation, when used in isolation, may not necessarily lead to improved performance, aligning with the AMO model and Expectancy Theory. Additionally, the results indicate that organizational change, if not managed carefully, may pose challenges to employee performance. Based on the findings, several recommendations are made to policymakers, banking industry leaders, and management to foster a supportive environment that enhances employee performance amidst organizational change. These include the implementation of policies that promote communication, employee development, and procedural justice, as well as the need for leadership to clearly communicate the necessity of change. The study provides valuable insights into the complexities of organizational change in the banking sector and offers directions for future research in this area.