Faith Project 2024
Faith Project 2024
Faith Project 2024
INTRODUCTION
Unity Bank, a prominent financial institution which recognized the imperative to enhance its
operational efficiency and adapt to the swiftly changing business environment as a major player
in Nigeria Banking in industry. Consequently, the bank initiated a strategic efforts to roster
change management technology within its organizational framework. The primary objective was
to streamline processes, improve communication, and cultivate a culture of innovation and
continuous improvement. The bank sought to optimize its operations and drive performance
across various departments. The implementation of change management technology at the Bank
involved several key steps included a comprehensive assessment of its existing processes,
identifying areas that could benefit from technological intervention. The initial phase enabled
Unity Bank to tailor its approach to the specific needs and challenges faced by different teams
within the organization.
Subsequently, Unity Bank invested in training programs to upskill employees and ensure their
proficiency in using the new technology effectively. By empowering staff with the necessary
knowledge and skills, the bank aimed to facilitate a smooth transition towards a more tech-
enabled work environment. Throughout the implementation process, Unity Bank closely
monitored key performance indicators (KPIs) to evaluate the impact of change management
technology on organizational productivity. Analyzing metrics such as workflow efficiency,
employee engagement levels, customer satisfaction scores, and financial performance data
enabled the bank to measure the tangible outcomes of its technological initiatives.
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organizations streamline their change management processes and improve overall efficiency
(Kotter, 2012).
Change is constant in modern organizations, and managing it effectively is essential for success.
Change management involves planning, implementing, and monitoring changes within an
organization to minimize disruption and maximize benefits. Effective change management can
lead to increased productivity, improved employee engagement, and reduced resistance to
change. (Prosci, 2021).
Technology has become an essential tool in change management, providing organizations with
the ability to streamline processes, improve communication, and monitor progress in real-time.
Change management technology can help organizations automate routine tasks, provide real-
time feedback to employees, and track progress towards goals. This can lead to increased
efficiency, improved communication, and ultimately, increased productivity. Schmidt & Sikora,
2018).
As technology continues to advance rapidly, organizations like Unity Bank are constantly
seeking ways to improve their operations and stay competitive in the market. One key area that
has gained significant attention is change management technology, which involves implementing
new technologies and processes to manage organizational change effectively (Onyeka, 2022).
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1.2 Statement of the Problems
Unity Bank, like many other organizations, faces challenges when it comes to implementing
changes in technology. The introduction of new systems and processes can sometimes lead to
resistance from employees, disruptions in workflow, and potential decreases in productivity. In
recent years, Unity Bank has experienced a significant decline in its financial performance,
particularly in terms of liquidity, raising concerns about its operational efficiency and
sustainability. From 2019 to 2023, the bank's liquidity position has deteriorated sharply, as
evidenced by the liquidation figures: In 2019, the bank's liquidity stood at 44.5 billion naira, in
2020, this figure dropped to 18 billion naira, In 2021, the liquidity further declined to 3.33 billion
naira, In 2022, the bank faced a substantial decrease, with liquidity plummeting to 1.1 billion
naira and finally, in 2023, the bank's liquidity hit a concerning low of 135 million naira. This
downward trend in liquidity raises serious questions about the bank's ability to effectively
manage its resources and navigate the challenges in the banking industry, including
technological advancements and changing consumer preferences. The persistent decline in
liquidity may indicate underlying issues within Unity Bank, potentially stemming from
inadequate adoption or ineffective implementation of change management technology.
Therefore, understanding the impact of change management technology on organizational
productivity is crucial for addressing the bank's liquidity challenges and ensuring its long-term
viability in the competitive banking landscape.
Practically, Unity Bank is facing inefficiency and ineffectiveness of their current change
management processes which is causing delays in implementing new technologies and systems,
leading to a negative impact on organizational productivity. The bank’s current manual change
management processes are prone to errors, lack of transparency, and are difficult to track. As a
result, change requests take a long time to be approved and implemented, leading to delays in
delivering new services to customers and reducing the bank’s competitiveness.
Theoretically, problem underlying the practical issue is the lack of an effective change
management technology that can streamline and automate the change management process. The
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bank needs a technology that can provide end-to-end visibility into the change management
process, reduce errors, and ensure compliance with regulatory requirements. The theoretical
problem is therefore the need to identify and implement a change management technology that
can address these issues and improve organizational productivity.
Drawing from theories such as Kotter's 8-step model and Lewin's change management model,
the study emphasized the pivotal role of clear, consistent, and transparent communication from
leaders at all levels. In a recent study focusing on change management within banking
institutions, researchers investigated the impact of leadership communication on change
outcomes. The findings revealed that ineffective communication from leadership during periods
of change led to confusion among employees, resistance to new initiatives, and ultimately,
project failure. When leaders effectively communicate the rationale behind changes, outline
expectations, and provide ongoing updates, employees are more likely to understand the purpose
of the change and actively engage in the process. The Issues raised are that Lack of Effective
Change Management Technology, the primary issue identified is the absence of an efficient
technology solution to streamline and automate the change management process within Unity
Bank. This lack leads to challenges such as reduced visibility, increased errors, and non-
compliance with regulatory requirements. The Leadership Communication is ineffective
communication from leadership during periods of change results in confusion among employees,
resistance to new initiatives, and project failure. Clear, consistent, and transparent
communication is crucial for ensuring employee understanding and engagement in the change
process. The Leadership Alignment are Misalignment between executives and middle managers
regarding change goals and strategies leads to conflicting messages, uncertainty, and resistance
among employees. Comprehensive training programs are needed to equip leaders with the skills
to effectively communicate change and align strategies. The Stakeholder Involvement in
previous studies highlight the importance of actively engaging all relevant stakeholders
throughout the change management process. This involvement ensures that diverse perspectives,
concerns, and insights are considered, enhancing the relevance and applicability of the findings
to Unity Bank's organizational context.
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Methodologically, the gaps in previous studies emphasize the need for a systematic, evidence-
based approach that combines qualitative and quantitative methodologies. Comprehensive
literature reviews, mixed-methods approaches, and stakeholder involvement are essential for
rigorously addressing practical and theoretical challenges. The Effective change management
technology implementation will lead to improved organizational productivity, visibility, and
compliance within Unity Bank and to investigate the impact of leadership communication on
change outcomes and employee engagement within Unity Bank's change management initiatives.
To develop comprehensive training programs for leaders aimed at improving communication
skills, aligning strategies, and proactively addressing employee concerns during periods of
change. The Stakeholder involvement throughout the research process will enhance the relevance
and applicability of findings to Unity Bank's organizational context, ultimately driving
successful change initiatives and to establish a methodologically sound research approach that
combines qualitative and quantitative methodologies, ensuring rigor in addressing practical and
theoretical challenges associated with change management technology implementation.
The main aim of the study is to investigate the impact of change management technology
influences organizational productivity at Unity Bank. The specific objectives are as follows:
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i. How does structural change management affect organizational productivity in Unity
Bank PLC Yola Branch?
ii. How does cultural change management influence organizational productivity in Unity
Bank PLC Yola Branch?
iii. How does technological change management affect organizational productivity in Unity
Bank PLC Yola Branch?
iv. How does strategic change management affect organizational productivity in Unity Bank
PLC Yola Branch?
The study holds significant importance as it aims to provide valuable insights into the impact of
change management technology on organizational productivity at Unity Bank Plc, Yola Branch,
Adamawa State. It seeks to achieve this by assessing the current state of change management
technology, evaluating employee engagement and identifying implementation challenges. These
insights can contribute to academic literature and practical applications in the banking sector.
Understanding how the adoption of technological tools influences productivity can inform
strategic decision-making and resource allocation within Unity Bank and similar financial
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institutions. Additionally, the study's insights can serve as a benchmark for other organizations
undergoing similar technological transformations, guiding them towards successful
implementation and maximizing the benefits of change management technology. In summary,
the study's significance extends to academia, human resources departments, scholars and
organizations aiming to leverage technology for enhancing productivity and fostering innovation.
This study will focus on analyzing the impact of change management technology on
organizational productivity at Unity Bank Plc, with a specific case study of the Yola Branch in
Adamawa State, Nigeria. The scope will encompass an examination of the specific technologies
implemented within the organization and their effects on employee engagement and overall
performance. The study will explore the processes involved in the adoption and integration of
change management technology, as well as the challenges encountered during this process.
Additionally, the study will provide insights into the perceived effectiveness of the implemented
technologies in enhancing organizational productivity. However, the study will not delve into
broader organizational changes unrelated to technology or branches outside of the Yola location.
Change Management Technology: Refers to the tools, processes, and strategies used to manage
organizational changes effectively.
Organizational Productivity: The measure of how efficiently resources are utilized within an
organization to achieve desired outcomes.
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CHAPTER TWO
LITERATURE REVIEW
Change management technology refers to the strategic use of digital tools and platforms to
facilitate, support, and optimize organizational change initiatives. In today's dynamic business
landscape, characterized by rapid technological advancements and increasing market disruptions,
organizations are leveraging technology to enhance the effectiveness and efficiency of their
change management processes (Hayes, 2018).
The integration of AI-driven analytics plays a crucial role in predictive modeling and decision
support within change management. AI algorithms analyze vast amounts of data to forecast
change impacts, identify potential risks, and recommend optimal strategies for implementation
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(Kumar & Gupta, 2023). This capability enhances organizational agility by enabling proactive
decision-making and reducing uncertainty associated with change initiatives.
Change management technology also involves the integration of Enterprise Resource Planning
(ERP) systems and other digital platforms to align technological investments with organizational
strategy. ERP systems centralize data management across departments, providing leaders with
real-time insights into operational performance and facilitating data-driven decision-making
during change processes (Cummings & Worley, 2019).
Digital communication tools and social intranets enhance stakeholder engagement and
communication throughout the change journey. Platforms like Yammer and Workplace by
Facebook enable leaders to disseminate change messages, gather feedback, and address concerns
in a transparent and inclusive manner (Armenakis & Harris, 2002).
Despite its benefits, the adoption of change management technology presents challenges such as
resistance to technological change, cybersecurity risks, and the need for continuous employee
training (Smith et al., 2023). Organizations must invest in change readiness programs and
cybersecurity measures to mitigate risks and ensure the effective utilization of digital tools by
their workforce.
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Organizational productivity is a critical indicator of how efficiently an organization utilizes its
resources to achieve its objectives. It encompasses several dimensions, including efficiency,
effectiveness, innovation, and employee engagement, which collectively contribute to
organizational success (Mastenbroek, 2007).
Effectiveness measures the extent to which organizational outputs meet predetermined goals and
objectives (Sousa & Voss, 2002). It emphasizes achieving desired outcomes with the available
resources, ensuring that organizational efforts contribute to strategic success.
Employee engagement and satisfaction play a pivotal role in organizational productivity. High
levels of engagement foster a motivated workforce that is committed to achieving organizational
goals, thereby enhancing overall performance (Hackman & Oldham, 1980).
Strategies for enhancing organizational productivity include process optimization through lean
principles and Six Sigma methodologies, adoption of advanced technologies like AI and data
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analytics, investment in employee training and development, and fostering a supportive
organizational culture that encourages innovation and continuous improvement (Schein, 1990).
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2.3 CHANGE MANAGEMENT TECHNOLOGY AND ORGANIZATIONAL
PRODUCTIVITY
Enhanced Decision-Making with Data Analytics: The integration of data analytics and AI-driven
technologies in change management provides organizations with actionable insights into change
impacts, stakeholder sentiments, and performance metrics (Kumar & Gupta, 2023). By
leveraging predictive analytics, organizations can anticipate potential challenges, optimize
resource allocation, and make informed decisions that accelerate change adoption and improve
productivity outcomes.
Employee Engagement and Alignment: Digital communication tools and social intranets play a
crucial role in engaging employees throughout the change process. These platforms enable
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transparent communication, solicitation of feedback, and alignment of employee efforts with
organizational goals, thereby enhancing motivation, commitment, and overall productivity
(Armenakis & Harris, 2002).
Challenges and Considerations: Despite its benefits, the adoption of change management
technology presents challenges such as resistance to technological change, cybersecurity risks,
and the need for robust change management practices (Smith et al., 2023). Organizations must
invest in change readiness programs, cybersecurity measures, and employee training to mitigate
risks and maximize the benefits of digital transformation.
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Change management technologies, such as project management software and collaboration
platforms, streamline the implementation of organizational changes by providing structured
frameworks for planning, tracking progress, and managing resources (Cummings & Worley,
2019). These tools enable employees to understand their roles and responsibilities during change
processes, reducing ambiguity and resistance while promoting a smoother transition.
Digital communication tools, social intranets, and enterprise social networks enhance
communication channels within organizations, facilitating transparent information sharing,
feedback solicitation, and collaboration among teams (Armenakis & Harris, 2002). Effective
communication fosters a sense of inclusion, aligns employees' efforts with organizational goals,
and enhances engagement, which positively impacts performance outcomes.
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strategies iteratively (Smith et al., 2023). This iterative approach encourages innovation,
experimentation, and adaptation to evolving market conditions, driving sustained improvements
in employee performance.
Despite its benefits, the adoption of change management technology poses challenges such as
cybersecurity risks, resistance to technological change, and the need for effective change
management practices (Smith et al., 2023). Organizations must invest in robust cybersecurity
measures, change readiness programs, and stakeholder engagement initiatives to mitigate risks
and maximize the benefits of digital transformation.
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Facilitating Adaptation to Organizational Change:
Digital tools and platforms foster transparent communication, knowledge sharing, and
collaboration among employees, which are essential for contextual Productivity (Armenakis &
Harris, 2002). By facilitating open communication channels and real-time information exchange,
change management technologies promote teamwork, information sharing, and collective
problem-solving, thereby fostering a supportive work environment conducive to discretionary
behaviors.
Change management technologies support continuous learning and skill development through
online training programs, virtual workshops, and knowledge repositories (Smith et al., 2023).
These resources enable employees to acquire new competencies, stay updated on industry trends,
and adapt to changing job demands, which are crucial for enhancing job-related behaviors and
contextual Productivity.
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targeted support initiatives that optimize contextual Productivity and organizational
effectiveness.
Despite its benefits, the adoption of change management technology poses challenges such as
resistance to technological change, cybersecurity risks, and the need for effective change
management practices (Smith et al., 2023). Organizations must invest in robust cybersecurity
measures, change readiness programs, and stakeholder engagement initiatives to mitigate risks
and maximize the benefits of digital transformation on contextual Productivity.
The integration of change management and adaptive technology plays a pivotal role in enhancing
organizational Productivity by enabling seamless adaptation to evolving business environments,
optimizing processes, and fostering a culture of continuous improvement. Adaptive technology
refers to systems and tools that are designed to respond dynamically to changing conditions, thus
supporting organizations in maintaining agility and resilience.
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Facilitating Seamless Adaptation:
Adaptive technologies, such as AI-driven analytics, machine learning algorithms, and Internet of
Things (IoT) devices, empower organizations to respond swiftly to market changes, customer
demands, and internal process variations (Baker, 2023). These technologies enable real-time data
collection and analysis, providing insights that guide decision-making and strategy adjustments,
which are essential for maintaining Productivity during periods of change.
Optimizing Processes:
The synergy between change management and adaptive technology fosters a culture of
innovation and agility within organizations (Garcia & Martinez, 2023). Adaptive technologies
encourage experimentation, rapid prototyping, and iterative improvements, enabling
organizations to innovate continuously and adapt to new opportunities and challenges. Change
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management processes support this by ensuring that innovation initiatives are aligned with
organizational goals and that employees are prepared for and receptive to change.
The integration of adaptive technology into change management is not without challenges.
Organizations may face resistance to technological change, cybersecurity threats, and the need
for significant investments in infrastructure and training (Smith et al., 2023). Effective change
management practices, including clear communication, stakeholder engagement, and robust
cybersecurity measures, are critical to overcoming these challenges and ensuring the successful
adoption of adaptive technologies.
Adaptive technologies, when effectively integrated through change management practices, can
lead to significant improvements in organizational Productivity (Davis, 2023). This includes
increased productivity, enhanced customer satisfaction, improved decision-making capabilities,
and greater competitive advantage. The dynamic nature of adaptive technologies ensures that
organizations can continuously evolve and thrive in a rapidly changing business landscape.
In conclusion, the integration of change management and adaptive technology is essential for
enhancing organizational Productivity. By facilitating seamless adaptation, optimizing processes,
enhancing employee adaptability, and fostering innovation, organizations can achieve sustained
Productivity improvements. Effective change management practices ensure that adaptive
technologies are successfully adopted and leveraged to their full potential, enabling organizations
to remain agile and competitive in today's dynamic environment.
The Review of theoretical write up by scholars but for the purpose of this study we going to
review on Kotter's 8-Step Model and Lewin's Change Management Model and some others for
the contributions of this study, the Change management theories provide frameworks that guide
organizations in successfully implementing change.
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Kotter's 8-Step Model and Lewin's Change Management Model are foundational frameworks in
the field of change management, each offering unique perspectives and methodologies for
implementing organizational change. Kotter's model, introduced in 1996, is a detailed, sequential
approach that outlines eight critical steps: creating a sense of urgency, forming a powerful
coalition, creating a vision for change, communicating the vision, removing obstacles, creating
short-term wins, building on the change, and anchoring the changes in corporate culture (Kotter,
1996). This model emphasizes the importance of strong leadership and clear communication,
aiming to guide organizations through large-scale transformational changes. Studies such as
those by Appelbaum et al. (2012) have validated the effectiveness of Kotter's model in various
organizational settings, highlighting its comprehensive nature and structured approach.
In contrast, Kurt Lewin's model, developed in the 1940s, is a simpler, more cyclical framework
that involves three stages: Unfreeze, Change, and Refreeze (Lewin, 1947). The Unfreeze stage
focuses on preparing the organization for change by challenging the status quo, the Change stage
involves the transition to new behaviors and processes, and the Refreeze stage aims to solidify
the new state to ensure lasting change. Lewin also introduced the concept of force field analysis,
which identifies and analyzes the driving and resisting forces of change to develop effective.
Lewin defined change management as a process that includes creating a perception that change is
required, then transforming toward favorable behavior, and then maintaining that favorable
behavior so that it becomes a habit (Lewin, 1947).
Hiatt and Creasy defined change management as the implementation of process and instruments
to manage the human resources side of change from the current situation to the desired one in
away that ensures the achievement of the results expected through that change (Hiatt & Creasy,
2012).
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On the other hand, change management can be defined as systematic approach by which
managers can transform their organizations from a status to another in terms of appointing
different goals, internal processes, and shared values. Change management is also defined as a
comprehensive approach that refers to preparing, directing, and supporting organization’s
employees and groups to achieve organizational change (Burke, 2017).
After discussing the inevitability of change in the modern business environment and change
management concept, most popular change management models are discussed in this study.
Indeed, some of these change management models have been introduced by professionals, while
others were introduced by scientists.
ADKAR MODEL
Jeffrey Hiatt, the successful entrepreneur and the founder of Prosci Learning Center, introduced
ADKAR model of change management in 2006. Hiatt argued that individual resistance to change
can be handled through five stages: awareness, desire, knowledge, ability, and reinforcement.
According to Hiatt, the first challenge that managers should overcome is the situational
resistance of employees against the change. In principle, employees show resistance to change
regardless of its nature. That is why managers should first create atmosphere of awareness
regarding the inevitability of the change and its importance for all organization’s stakeholders
including the employees. Creating such atmosphere is not enough to make change accepted by
employees. Managers need to motivate employees to accept the change by referring to the
benefits of implementing the change or by declaring the harm that could be caused in case
change is not going to occur. After having employees’ acceptance, managers still have to support
the employees with the necessary knowledge to ensure that change will continue smoothly.
Further, managers should enhance employees’ knowledge by commencing the required training
programs that enable the employees to apply the new knowledge they have in the organizational
context. Finally, managers need to reinforce the change process by implementing a
comprehensive control and evaluation system that can point out challenges faced by all
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stakeholders in the organization, the employees particularly, so they help them overcome these
challenges and motivate them keep engaged in the change process (Hiatt J. , 2006).
In 1947 Lewin, the social psychologist, introduced his three stages model of change process:
unfreeze, change, refreeze. Lewin argued that change starts first in unfreezing the status quo. In
this stage, employees will recognize the new conditions in their workplace environment.
Managers in this stage should attract their employees’ attention to the necessity of change
through announcements, meetings, and other communication channels. In the second stage,
Lewin suggested that employees will be a part of the change process. In this stage, managers
should engage employees in the change process effectively so that they can enhance the change
process. In the final stage, Lewin introduced that employees will be part of the targeted change.
Managers in this stage need to ensure that the employees are an effective participant and the
change achieved is the targeted one (Hussain, et al., 2018).
UNFREEZE
REFREEZE 23 CHANGE
Figure 2 Kurt Lewin’s Change Model
In his book, leading change, the emeritus professor in change management at Harvard
University Kotter provided his change management model that consists of eight steps: creating
urgency, forming a powerful guiding coalition, creating a clear vision for change,
communicating the vision, empowerment actions, achieving wins in the shortrun, building on
the change base reached, making change stable (Kotter J. , 1996). In the beginning, managers
need to create a kind of change urgency among all stakeholders where they should focus on the
powerful stakeholders such as top and middle managers which will help them market the
change idea among other stakeholders starting by employees (Kotter J. , 2008). After
marketing the change idea, managers should create a welldefined vision of change so that all
stakeholders can understand the change required and help in achieving the change effectively.
After that, employees should be empowered in order to be an active part in the change process
where most effective employees should be rewarded. This will enhance their motivation and
enhance their effective participation. Finally, managers should commence new systems based
on the change reached so that all upcoming plans and activities be related to change reached
which makes the change achieved stable one (Kotter J. , 1996).
make
establish on change
quick change
wins
empowerment
vision
change sharing
establish vision
create
solid
urgency
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Figure 3 Kotter’s Change Model
MCKINSEY 7S MODEL
STRATEGY
STRUCTURE SYSTEM
SHARED
VALUES
STAFF SKILLS
STYLE
Strategy refers to the company’s long run plan to survive and achieve the organization’s vision.
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Cost leadership, differentiation, and innovation are popular strategies by which companies can
define their missions and draw their longrun plans to reach aligned strategic goals. Structure
refers to the approach by which the company’s functions and divisions are combined, it could
be functional, divisional, or matrix. Systems indicate the core policies and standard operations
procedures through which the company operates. Staff refers to the human resources capacity
in terms of different human resources management functions such as recruitment, selection,
placement, training, and motivation. Skills determine the distinct skills that company’s
employees have. Style refers to the company’s top managers’ leadership styles. Finally, shared
values refer to the core values that build the company’s culture and guide it toward achieving
strategic goals (Waterman, Peters, & Phillips, 1980).
Mckinsey 7 s model is a critical analysis tool by which managers can define the areas where the
change should be conducted. In general, all mentioned 7 Ss need to be aligned in a way that
ensures a consistency necessary for the company to attain strategic goals. Despite this fact,
Mckinsey 7s model does not show a clear map to manage the change although it focuses on the
human resources dimension in the organization intensively. Staff, skills, style are important
dimensions in the model. On the other hand, Mckinsey 7s model is merging all soft and hard
company’s perspectives together in one model and attracting mangers attention to the importance
of managing the change depending on the holistic approach of organizational change.
As for Lewin’s, ADKAR, Kotter’s change management models, they consider three main stages
of change management: recognizing the importance of change, transmission stage, and the
change achievement and stability. As it is shown in table 1, Kotter’s model looks like a detailed
version of Lewin’s model such that unfreeze includes urgency of change, effective coalition, and
change vision. As for change, it contains vision sharing, empowerment, short run wins. Finally,
refreeze consists of establish on change and make change stable.
Empowerment
Change
Short run Wins
Establish on Change
Refreeze
Make Change Stable
Vision Sharing
Knowledge
Empowerment
Ability
Short run Wins
Establish on Change
Reinforcement
Make Change Stable
Table 2. ADKAR vs Kotter’s Model
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Knowledge
Change
Ability
Reinforcement Refreeze
Table 3. ADKAR vs Lewin’s Model
As for ADKAR and Lewin’s models, as it is mentioned in table 3, awareness and desire are met
by unfreeze, knowledge and ability are met by change, and finally reinforcement is met by
refreeze.
Although Lewin’s change management model is simple and clear, it does not provide the
required detailed plan that managers can adopt to conduct the change in the organization.
ADKAR focuses intensively on the human resources, especially on the employees’ participation
in the change process, and this is an important advantage of this model.
Changes in the modern business environment proved that human resources are now the most
essential asset in all organizations. In desire, knowledge, and awareness stages, Hiatt pointed out
the importance of enhancing employees’ engagement in the change process. Indeed, this is an
important success factor for any change management process. As for Kotter’s model, one of the
advantages is the detailed plan included in the model to manage the change. Further, the model
pointed out the importance of shaping clear vision and share it with the employees. On more
advantage of Kotter’s model is its concentration on the short tun wins that the employees should
gain. Precisely, this may lead to more effective employees’ engagement in the change.
In general, all change management models are similar in terms of recognizing the importance of
human resources in the change management process although some of these models focused on
this side more than others.
In addition to understanding change management models, managers should adopt the appropriate
leadership style to manage the change effectively. There are so many leadership styles that
managers may adopt to manage the organizational change. Autocratic leadership, democratic
leadership, transactional, and transformational leadership, among others, are common leadership
styles. In autocratic leadership, managers do not discuss decisions with their subordinates. On the
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contrary, managers who adopt democratic leadership style discuss their decisions with the
employees so that all employees can share their opinions regarding the decisions that should be
made.
Adopting advanced technologies such as AI, big data, and blockchain can significantly enhance
organizational productivity by optimizing processes, reducing costs, and improving service
delivery (Kim & Park, 2023). However, challenges such as resistance to change, lack of training,
and cybersecurity concerns must be addressed (Smith & Anderson, 2023). In summary, a
structured and flexible approach to change management, integrating Kotter’s and Lewin’s
models, can significantly enhance productivity at Unity Bank Plc. This involves effectively
managing transitions, addressing challenges, and leveraging new technologies for sustainable
transformation.
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S/ AUTHOR'S YEAR COUNTRY TOPIC INDUSTRY METHOD FINDINGS
N NAME
1 Appelbaum, S. 2012 Canada Revisiting Kotter's Management Review Emphasizes the
H., et al. 1996 change model relevance and
application of Kotter's
change model in
modern management
2 Armenakis, A. 2002 USA Crafting a change Organizational Empirical Highlights the
A., & Harris, S. message to create Change Study importance of message
G. transformational crafting in achieving
readiness transformational
readiness
3 Baker, S. 2023 USA The Role of AI in Technology Theoretical Discusses the impact of
Adaptive Technologies Analysis AI on adaptive
technologies and
organizational
efficiency
4 Becker, B. E., & 2006 USA Strategic human HR Literature Explores future
Huselid, M. A. resources management Management Review directions for strategic
HR management
5 Brynjolfsson, E., 2014 USA The Second Machine Technology Book Analyzes the impact of
& McAfee, A. Age digital technologies on
work and economy
6 Cummings, T. 2019 USA Organization Organizational Textbook Comprehensive guide
G., & Worley, C. development and Development on organization
G. change development and
change
7 Davis, F. D. 2023 USA Adaptive Technology Technology Meta- Evaluates the impact of
and Organizational Analysis adaptive technology on
Performance organizational
performance
8 Datta, D. K., et 2005 USA Human resource HR Empirical Examines the
al. management and labor Management Study relationship between
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productivity HR practices and labor
productivity across
industries
9 Garcia, L., & 2023 USA Innovation and Agility Technology Case Studies Investigates how
Martinez, R. through Adaptive adaptive technologies
Technology drive innovation and
agility in organizations
10 Hackman, J. R., 1980 USA Work redesign Organizational Empirical Proposes a model for
& Oldham, G. R. Behavior Study job redesign to enhance
employee motivation
and productivity
11 Hayes, J. 2018 UK The theory and practice Change Book Provides a detailed
of change management Management overview of change
management theories
and practices
12 Information 2024 UK Introduction to ITIL IT Service Framework Overview of ITIL
Technology Management framework for
Infrastructure managing IT services
Library (ITIL)
13 Jiang, L., et al. 2018 USA Social responsibility Strategic Empirical Examines the impact of
and international Management Study social responsibility on
diversification the international
diversification of US
firms
14 Jones, A., & 2022 USA Enhancing Employee HR Empirical Explores strategies to
Brown, B. Adaptability with Management Study enhance employee
Adaptive Technologies adaptability using
adaptive technologies
15 Kim, H., & Park, 2023 South Korea The Impact of E-commerce Empirical Analyzes the effects of
J. Advanced Technologies Study AI, big data, and
on E-commerce blockchain on e-
commerce
16 Kotter, J. P. 1996 USA Leading Change Change Book Introduces an 8-step
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Management model for successful
organizational change
17 Kotter, J. P. 2012 USA Leading Change Change Book Updated insights on
Management Kotter's change model
18 Kumar, S., & 2023 India The Role of AI and Big E-commerce Empirical Discusses the
Gupta, R. Data in Modern E- Study transformative effects of
commerce AI and big data on e-
commerce
19 Lewin, K. 1947 Germany Frontiers in group Social Science Theoretical Introduces concepts of
dynamics Analysis group dynamics and
social change
20 Mastenbroek, W. 2007 Netherlands How to define and Production Review Provides methodologies
F. G. study productivity Research for defining and
studying productivity
21 McKinsey & 2013 USA Making change happen, Change Report Offers strategies for
Company and making it stick Management implementing and
sustaining
organizational change
22 Motowidlo, S. J., 1997 USA A theory of individual Organizational Empirical Develops a theory on
et al. differences in task and Behavior Study individual differences in
contextual performance job performance
23 OpenAI 2024 USA Benefits of the Study Change Report Highlights the
on the Impact of Management advantages of change
Change Management management technology
Technology at Unity at Unity Bank
Bank
24 Prosci 2021 USA Change Management Change Certification Overview of Prosci's
Certification Program Management Program change management
certification program
25 Prosci 2024 USA Change Management Change Report Compilation of best
Research & Best Management practices and research in
Practices change management
26 Schein, E. H. 1990 USA Organizational culture Organizational Review Examines the role of
33
Psychology organizational culture in
organizational behavior
27 Schmidt, A., & 2018 Germany Agile Change Change Book Practical guide on using
Sikora, M. Management: A Management agile techniques for
Practical Guide change management
28 Smith, A., & 2023 USA Enhancing E-commerce Empirical Investigates strategies to
Anderson, M. Cybersecurity in E- Study enhance cybersecurity
commerce Platforms in e-commerce
platforms
29 Smith, A., et al. 2023 USA Cybersecurity in Technology Empirical Analyzes emerging
Adaptive Technology: Study cybersecurity threats
Emerging Threats and and mitigation strategies
Mitigation Strategies in adaptive technology
30 Smith, A., et al. 2023 USA Cybersecurity in E- E-commerce Empirical Identifies emerging
commerce: Emerging Study threats and mitigation
Threats and Mitigation strategies in e-
Strategies commerce cybersecurity
31 Sousa, R., & 2002 Portugal Quality management Operations Review Reflective review and
Voss, C. A. re-visited Management future research agenda
for quality management
32 Womack, J. P., & 1996 USA Lean thinking: Banish Manufacturing Book Introduces the principles
Jones, D. T. waste and create wealth of lean thinking and its
in your corporation application in
manufacturing
34
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