ORGANISATIONAL CHANGE AND WORKFORCE PERFORMANCE: A STUDY OF SELECTED REGISTERED MARITIME FIRMS

Abstract

This study looks at keeping up change trends and how it inter-relates on the performance of the marine workforce. The marine industry has significant challenges due to the intricacy and vagueness of the adjustments required for businesses to survive and thrive, even though the industry plays a crucial role in economic growth trading and investment. Using a cross-sectional survey of eleven organizations from list of some registered Nigerian shipping businesses. The study’s population consists of 110 employees, with sample size of 86 respondents proportionately and purposefully chosen and determined by Slovin’s formula. To test the hypotheses, Chi-square statistical was used. The research findings indicate that there is an interaction between the three variables of organizational change, as the hypotheses stating leadership style does not relate to the level of employee’s commitment, technological innovation do not impact the rate of employees turnover and organizational culture not influencing attitude to work are all rejected as the null hypotheses while all alternative hypotheses are all accepted due to the decisional rule of calculated Chi-square value being higher than the tabulated value(Cal. X2 > Tab. X2). According to the study, organization leadership should reward employees fairly when necessary in order to strengthen the organization and improve performance with devotion. Adopt cutting-edge technology that makes labour easier and smarter rather than harder in order to lower labour turnover and create a comfortable work atmosphere. Finally, align organizational culture to support initiatives of enhance working conditions and compensation that will make workers feel satisfied about their jobs. In spite of the study limitations, further researchers may need enlargement of the sample size representation and awareness generation to change the attitude and opinion of conducting research in the sector.