CHAPTER ONE

GENERAL INTRODUCTION

1.1 background of the study

Change management seems to be imperative for employees to carry out their job effectively and efficiently in this era of innovative development. Recognizing the need for change and leading organizations through that change is one of the working forces in the target systems and administrative units (Burnes, 2002). Change. Many of these change programs arise from management such as culture change, resources and capabilities which are valuable and costly to imitate (Mullins, 1999). been used to identify important areas of concern. The resource-based theory stipulates Bernstein, (2009) argue that all organizations are currently undergoing some type of this study was guided by stakeholder theory and resource based theory. Stakeholder advantage and superior performance are mainly associated with the attributes of their risk involved in managing change. Change management should be effective, for example have the ability to move freely, have the ability to influence others, and directing Banks are operating in a very dynamic marketplace today and this requires the ability to theory is significant in identifying critical stakeholders in the environment of the change individuals and organizations. Some changes can be reversible while others are not hence that in strategic management the fundamental sources and drivers to firms‟ competitive the most challenging for any leadership. Change is the only constant in today’s life for management practices in order to define developments for strategy. Moreover, in the business process engineering, empowerment and total quality. Contexts of business ethic and corporate social responsibility, stakeholder analysis has choose the right change opportunities while demonstrating the necessary degree of flexibility to meet the fluid requirements of the organization over time (Barbaroux, 2011).

During the 1970’s technology, innovation and deregulation Began to boost up many industries for example; automobile, steel, manufacturing, communications, retail trade. These environmental forces began to alter the marketplace requirements for success in industries.  As leaders struggled to differentiate their organizations strategic advantages, strategy development became a great necessity to leaders.  Led by a few large consulting firms, many companies began to review and evolve their business strategy systematically and seen to comprehend their business imperatives (Dan, 2012)

As a result, there was a noticeable enhancement in the delivery of good and services. In the late 1970’s, the score of change increased, further causing leaders’ focus to turn to the organization and how to improve it. Productivity improvement, restructuring, downsizing, work redesign, quality and process improvement became the Primary concern for most large and small scale businesses.  This focuses on organizational development became intensive in the mid 1980s with the quality movement, then again in the early 1990s with the reengineering enthosiasme and continues today with the information technology change and enterprise resource planning efforts. Till date, most change efforts have focused on external drivers. Beer and Nohria (2000) explain that many change projects and development programs produce unsatisfactory results. Therefore, to increase the ability to change, the change competence must increase.  During a change management process, counter resistance from employees needs to be aligned to the overall strategic direction of the organization. Perception of the employees needs to be taken on the right track regarding change (Revati, 2012). Schneider and Dan (2007) explained that People could work very hard; to work hard they need to be informed why they should do it and what the goal is.

The process of technological change starts with invention. Then, the invention goes through innovations where it improves and is used. The process ends with diffusion, where technology is spread across industries and societies.

1.2 statement of the problem

Many organizations are occasionally faced with the challenges that force them to adjust or change (Burnes, 2004). Development organizations, on particular, regularly have to go through change processes when having to respond to new development scenarios or simply as part of their expansion or restructuring processes. Increasing market pressure force companies to implement drastic organizational changes in order to remain competitive. Organizational overall performance is affected by individual and group performance of its employees.  The sector now faces major challenges in preventing the loss of employees to its competitors.  These challenges have therefore created the need to change in the management to be more support rise to the newer technology, while, at the same time, finding innovative ways of retaining talent (kippra,2010). The problem in organization therefore is that of strategic change management implementation. Change management is a functional area of management that is hardly known or appreciated by most managers.  It follows therefore skills required to effectively manage change that are lacking.  Strong change management is a critical component of the overall human resource management function.  Organizations in Cameroon seem to be experiencing high staff turnover in recent times. 

1.3 Research questions

1.3.1 Main research question

What are the effects of change management that affect employee performance?

1.3.2 Specific research question

1. What is the extent to which leadership change influences employee’s performance?
2. What is the effect of change in technology on employee performance?
3. What is the extent at which change in organization structure affects employee performance?

1.4 objectives of the study

1.4.1 Main objective

The main objective of this study is to evaluate the effects of change management on employee performance National Employment Fund Bamenda.

1.4.2 Specific objectives

1. To determine the effect of leadership change on employee performance in the National Employment Fund Bamenda.
2. To determine the effect of change in technology on employee performance in the National Employment Fund Bamenda.
3. To determine the effect of change in organization structure on employee performance in the National Employment Fund Bamenda.