Effects Of Change Management On Organizational Performance In The Telecomunication Industry
[A CASE STUDY OF MTN NIGERIA]

4.3    Discussion of Findings
Male respondents represent a simple majority 127 (60.5%) compare to female 83 (39.5%) in the selected Mobile TELECOM (MTN) industry in Ilorin. The age classifications of the respondents tabulated between 26 to 35 years dominated the sample with 42.9% of the age distribution. This directly implies that the respondents are made of young and capable workforce who can initiate the change models/techniques to have a sparkling effect on organization performance and they are also well mature and capable of providing objective responses in this study.
 This study is aimed at examining the impact of Change management on Organizational performance. The study employed cross sectional approach in testing this relationship. Specifically, this study investigated the influence of technological change for achieving organizational performance.  The correlation analysis used in hypothesis 1 of this study test the relationship between the two variables. As a rule of thumb, the usefulness of correlation is to help in establishing issues of multicollinearity. The result of the correlation between technological change and organizational performance were found to be positive with a correlation coefficient of 0.919. The correlation is significant at 0.05 significant levels which imply there is a direct relationship between technological change and organizational performance. The result further showed in the regression analysis indicated that technological change has significant impact on organizational performance. The multiple regression analysis in hypothesis 2 implies that SWOT Analysis is the most effective change models/techniques used primarily in the telecommunication industry to achieve organizational performance as shown by the beta-value (0.759) and the sig. value (0.000<0.005). The results posited that 86.6% (R- square =0.866) of the variance of organizational performance have been significantly explained by the specific change models/techniques used i.e. (SWOT Analysis, Ideas harvest, Scoping exercise and process mapping). Hence the predictors significantly contribute to organizational performance. However, MTN may not have the resources to fully engage all the specific change models & techniques hence the need to suggest that SWOT Analysis has the most significant impact on organizational performance base on its higher beta value of 0.759 (see table). The result proved support for the alternative hypothesis that organizational performance in MTN Nigeria typically assigns task relative to SWOT Analysis than other specific change models/techniques. This is really necessary due to the competitive nature of the work of the industry in acquiring the specific model requirements to assist them overcome their deficiencies and improve their performance in the TELECOM Industry. This result was aligned with the assertion of Camp (2009) who used SWOT Analyses to benchmark an organizations’ performance against a range of internal and external comparators.
From the result in hypothesis 3, it was found that there exists a significant relationship between major change implementation and organizational performance as shown by the correlation coefficient of r = 0.936. The finding is well-matched with previous studies identifying the importance of acquiring change implementation as a strategy to organizational performance as identified in the literatures. Overall, the result of change implementation to achieve organization goals indicated a significant influence with organizational performance as shown by the p-value of 0.000<0.005.
The one sample t-test conducted on specific hurdles that hindered the realization of the effective management of change in MTN Nigeria proved support for the alternative hypothesis and rejected the null hypothesis that there is no specific factor that hindered the effective management of change in MTN Nigeria as shown by the p-values of 0.000<0.005.