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Descriptive Analysis Of Perceived Change Acceptance And Change Rejection In Banks In North Central Nigeria

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  • Danlami Joseph Aduku

    (Department of Business Administration, Kogi State University, Anyigba, Nigeria)

  • Olanrewaju Makinde Hassan

    (Department of Business Administration, Kogi State University, Anyigba, Nigeria)

  • Akeem Tunde Nafiu

    (Centre for Pre-degree and Diploma Studies, Kogi State University, Anyigba, Nigeria)

Abstract

This study aimed at analysing perceived change acceptance and change rejection in banks in North Central Nigeria. The study used review strategy and survey strategy. Staff of Systematic Important Banks (SIBs) was the object of interest. For the sample size, given the population for each state (Benue- 168 and Kogi- 202) in the North Central, Sallant and Dillman’s method was used to arrive at 189. Data were analysed using descriptive analytical techniques. Finding showed that employees’ change rejection factors such as perceived change outcomes and change methods are the strongest factors in Benue State while bank employees are likely to reject organizational change on the basis of change type or methods in Kogi State. Finding further showed that the attitude of employees towards change is the strongest factors influencing acceptance of organizational change in Benue State, and that change based on complexity is the strongest factors influencing acceptance of organizational change in banks in Kogi State. The study concluded that employees’ change resistance or rejection is subject to numerous factors. The study recommended that bank leaders should monitor change outcomes and change methods in Benue State, and that change type or methods should be given strong attention in Kogi State.

Suggested Citation

  • Danlami Joseph Aduku & Olanrewaju Makinde Hassan & Akeem Tunde Nafiu, 2021. "Descriptive Analysis Of Perceived Change Acceptance And Change Rejection In Banks In North Central Nigeria," Business Excellence and Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 11(2), pages 52-68, June.
    • Handle: RePEc:rom:bemann:v:11:y:2021:i:2:p:52-68
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    References listed on IDEAS

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    1. Oecd, 2002. "Organisation and management change," OECD Journal on Development, OECD Publishing, vol. 3(3), pages 69-80.
    2. Rana Tahir Naveed & Amer Hamzah Jantan & Mohammed Bashir Saidu & Saad Mahmood Bhatti, 2017. "The validation of the organizational change construct using confirmatory factor analysis," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1338330-133, January.
    3. Adnan Celik & Nadir Ozsoy, 2016. "Organizational Change: Where Have We Come From and Where Are We Going?," International Journal of Academic Research in Accounting, Finance and Management Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Accounting, Finance and Management Sciences, vol. 6(1), pages 134-141, January.
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