Organisational Change and Organizational Behaviour in Port Harcourt Electricity Distribution Company, Rivers State
Keywords:
Organisational Change, Organisational behaviour, Employee and Employee ProductivityAbstract
The study examined the impact of organisational change on organisational behaviour, use PHED as a case study. The research was guided by three queries and three objectives. The study sought to examine the impact of downsizing, changes in job design, and digital transformation on employee behaviour within PHED. The study investigated issues like corporate change and organisational behaviour. The theoretical underpinning for the study was the Individual Perspective School. The theory's significance to this study is based on the premise that employee behaviour, integral to organisational behaviour, is influenced by change stimuli such as downsizing, job design modifications, and digital transformation. These are threats to personal safety. The study used a survey methodology. The survey approach was used since it enabled the researcher to get insights and responses from a sample on the topic of investigation. The study population included 3,000 employees of The Port Harcourt Electricity Distribution Company (PHED). The research was performed via a simple percentage approach. The sample size of the research was 400, as calculated by Taro Yamane. The study revealed that layoffs at PHED cause employee distress and that downsizing results in employee dissatisfaction. The research recommended that PHED human resource managers use strategies to alleviate the effects of downsizing on employees.
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References
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