ORGANIZATIONAL CHANGE STRATEGIES AND STAFF PERFORMANCE IN BANKING FIRMS IN SOUTH-SOUTH, NIGERIA

Abstract

This study examined the relationship between organizational change strategies and Staff Performance in banking firms in South-South Nigeria, focusing on three dimensions of change: incremental, proactive, and reactive. Using a correlational research design, data were collected from 25 employees through structured questionnaires and analyzed using Spearman’s rank correlation.
The results revealed significant positive relationships between all three types of change and Staff  Performance, with incremental change showing the strongest correlation (ρ = 0.973, p < 0.01), followed by proactive change (ρ = 0.718, p < 0.01), and reactive change (ρ = 0.675, p < 0.01). These findings suggest that well-managed change processes, whether planned or responsive, can enhance Staff Performance in the banking sector. The study concludes that a strategic and inclusive approach to change management is critical for improving performance outcomes. Based on the results, practical recommendations were made for banking firms to adopt gradual implementation strategies, engage in proactive planning, and strengthen communication during reactive change.