Change Management and Organizational Performance of Hospitality Firms in Akwa Ibom North West Senatorial District of Akwa Ibom State, Nigeria

Abstract

Small and Medium-sized Enterprises (SMEs) in Nigeria’s hospitality sector face persistent challenges such as limited resources, resistance to innovation, and rapidly changing business environments, which threaten their performance and sustainability. This study examined the relationship between change management and organizational performance of hospitality firms in Akwa Ibom North-West Senatorial District, Akwa Ibom State, Nigeria. A survey research design was adopted, and the population comprised 232 hotel managers, supervisors, and administrative staff. Using Taro Yamane’s formula, a sample size of 147 respondents was determined. Primary data were collected through a structured questionnaire and analyzed using the Pearson Product Moment Correlation (PPMC) technique with the aid of the Statistical Package for the Social Sciences (SPSS). The findings revealed positive and significant relationships between the dimensions of change management and organizational performance: change readiness assessment (r = 0.817), leadership commitment (r = 0.915). These results indicate that effective change management practices substantially enhance performance outcomes in hospitality firms. The study concluded that successful organizational change depends on leadership commitment and change readiness assessment. It was recommended that hospitality SMEs adopt a strong leadership commitment and actively engage employees in change processes to foster ownership, reduce resistance, and improve overall organizational performance.