Effect of Organizational Change on Employee Commitment in Nigeria Deposit Money Banks
Keywords:
Human resourceAbstract
This study examined the effect of organizational change on employee commitment in Deposit Money Banks in Nigeria. Specifically, the study investigated the effects of technological change, structural change, cultural change and human resource change on employee commitment. The study adopted a survey research design with a population of 751 employees, from which a sample of 254 respondents was selected using proportionate stratified random sampling. Primary data were collected through a structured questionnaire and analysed using multiple regression analysis. The findings revealed that organizational change jointly explained 61.2% of the variation in employee commitment (R² = 0.612), while the overall regression model was statistically significant (F = 98.190, p < 0.001). Individually, technological change (β = 0.314, p < 0.001), structural change (β = 0.198, p = 0.001), cultural change (β = 0.276, p < 0.001) and human resource change (β = 0.259, p < 0.001) had positive and significant effects on employee commitment. Technological change emerged as the strongest predictor. The study concludes that effectively managed organizational change strengthens employee commitment in Deposit Money Banks. It recommends continuous employee training, transparent restructuring, supportive organizational culture and sustained human resource development to enhance employees’ adaptability and commitment
References
1. Abubakar, M. M., Ayeni, O. O., & Ofuani, A. B. (2026). Effect of digital skills, organisational support on employee response to technological change. Nigerian Journal of Rural Finance and Entrepreneurship, 4(1A). https://journals.abu.edu.ng/index.php/njrfe/article/view/253
2. Adesina, I. A., Egbuta, O. U., & Oludipe, E. O. (2026). Building loyalty beyond salaries: Talent management architecture's role in retaining Nigerian deposit money banks talents. Singaporean Journal of Business Economics and Management, 12(1), 29–33.
https://singaporeanjbem.com/index.php/SJBEM/article/view/617
3. Akhimien, P. G., Osarenmwinda, S., & Osaigbovo, S. (2024). Organisational trust and employee commitment in Nigerian financial institutions. International Journal of Research and Innovation in Social Science, 8(7), 1590–1597. https://doi.org/10.47772/IJRISS.2024.807129
4. Al-Nakeeb, A. A. R., & Ghadi, M. Y. (2024). Human resource management practices for effective organizational change: A review of research in Western and non-Western countries. Foundations of Management, 16(1), 7–24. https://doi.org/10.2478/fman-2024-0001
5. Bakare, A. A., George, S., & Isah, F. I. (2025). Impact of change in organisational structure on employee satisfaction in private universities in North-Central, Nigeria. Economic Sciences, 21(1), 544–554. https://doi.org/10.69889/ccyrd415
6. Bara, D. O., Yusuf, M., Mohammad, U. D., & Bara, R. O. (2024). Organizational culture and employees’ performance in selected deposit money banks in Nigeria. Abuja Journal of Business and Management, 2(3). https://doi.org/10.7118/ajbam-03-2024-41
7. Barinua, V., & Udoh, U. N. (2024). Adaptive culture and employees commitment. American Research Journal of Contemporary Issues, 2(4), 30–37.
https://www.openjournals.ijaar.org/index.php/arjci/article/view/1493
8. Bausch, D., Kraemer, T., & Mauroner, O. (2024). Technology-induced stress and employee resistance in the context of digital transformation and identification of countermeasures. International Journal of Innovation and Technology Management, 21(4), 2450029.
https://doi.org/10.1142/S0219877024500299
9. Besio, C., Jöstingmeier, M., & Posner, C. (2024). Digital transformation and organizational restlessness. Frontiers in Sociology, 9, 1430384. https://doi.org/10.3389/fsoc.2024.1430384
10. Blau, P. M. (1964). Exchange and power in social life. John Wiley & Sons.
11. Brazzale, P., Cooper-Thomas, H., Smollan, R. K., & Haar, J. (2026). Employee change orientation (EChO) framework: A meta-review and taxonomy. Journal of Management & Organization, 32(1), 111–138.
12. Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59. https://doi.org/10.1177/0021886319892685
13. Chen, J., Zhao, Y., Cao, M., & Li, R. (2025). Employee reactions toward change in digital transformation: The role of human resource attribution and paradoxical leadership. Asia Pacific Journal of Human Resources, 63(4), e70035. https://doi.org/10.1111/1744-7941.70035
14. Dike, H. W., & Ahia, S. U. (2025). Enhancing organizational culture and performance in deposit money banks through inclusive communication. International Journal of Research and Innovation in Social Science, 9(10), 4092–4109. https://doi.org/10.47772/IJRISS.2025.910000337
15. Ha, N. M., & Diem, P. T. (2026). The human resource change leadership role for the organizational transformation toward sustainability: Scale development and validation. Human Systems Management, 45(4), 622–636. https://doi.org/10.1177/01672533251390238
16. Hennig, J. C., Lang, M., Brill, L. M., Loth, N., & Wolff, M. (2026). The hidden costs of divestitures: Implications for the commitment of the remaining employees. Journal of Management Studies. Advance online publication. https://doi.org/10.1111/joms.70149
17. Homans, G. C. (1958). Social behavior as exchange. American Journal of Sociology, 63(6), 597–606.
https://doi.org/10.1086/222355
18. Iherobiem, A. C., & Ariyibi, M. E. (2024). Employee’s commitment and labour mobility in the Nigerian banking sector. Journal of Business, 13(1), 48–64. https://doi.org/10.31578/job.v13i1
19. Israel, O. E., Evans, A., & Onyekachukwu, D. T. (2026). Committed to perform: Organizational commitment as driver of bank employee performance in Nigeria. International Journal of Commerce and Management Research, 12(2), 273–280. https://doi.org/10.66856/ijcmr.2026.12.2.12167
20. Kamarova, S., Gagné, M., Holtrop, D., & Dunlop, P. D. (2025). Integrating behavior and organizational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organizational change. Journal of Organizational Behavior, 46(2), 263–287.
https://doi.org/10.1002/job.2832
21. Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; Social equilibria and social change. Human Relations, 1(1), 5–41.
https://doi.org/10.1177/001872674700100103
22. Luciano, M. M., Watson, M. K., Kabra, A., & Winchester, C. C. (2026). Why and how organizational structures change: An integrative review and framework. Academy of Management Annals, 20(1), 400–450. https://doi.org/10.5465/annals.2024.0089
23. Nnodum, J. C. (2025). Effect of workforce automation on employees’ engagement in deposit money banks in Lagos [Dissertation, Covenant University]. Covenant University Repository.
https://repository.covenantuniversity.edu.ng/handle/123456789/50347
24. Nwabundo, K. (2026). Casualization of labour and employee commitment among selected deposit money banks in South East, Nigeria. International Journal of Management Foresight and Strategy, 4(4), 211–228. https://doi.org/10.5281/zenodo.19985582
25. Ohida, I., Ogene, I. L., & Iorpuu, T. (2024). Effect of organizational climate on employee commitment in deposit money banks in Rivers State. Direct Research Journal of Management and Strategic Studies, 5(2), 89–97. https://doi.org/10.26765/DRJMSS14677502
26. Oladele, O. E., & Ayoola, O. O. (2025). Workplace culture and employee performance in selected deposit money banks in Abuja, Nigeria. Nigeria Journal of Business Administration, 23(2), 19–29.
https://www.njba.com.ng/archive/volume-23-issue-2/19-29
27. Oludipe, E. O., & Adesina, I. A. (2025). Talent development strategies and employee commitment in selected deposit money banks in Lagos State, Nigeria. International Journal of Entrepreneurship, Technology and Innovation, 2(1). https://ijeti.uniben.edu/index.php/2025/05/15/talent-development-strategies-and-employee-commitment-in-selected-deposit-money-banks-in-lagos-state-nigeria/
28. Olorunshola, J. A., Salau, A. N., Tella, R. A., Lawal, O. R., & Adebayo, A. A. (2026). Change management practices and employee resistance in digital transformation: Evidence from Nigerian banks. International Journal of Research and Innovation in Social Science, 10(14), 1736–1747.
https://doi.org/10.47772/IJRISS.2026.1014MG0129
29. Oreg, S., & Sverdlik, N. (2026). Responses to organizational change: Evolution of the concept, established findings, and future directions. Annual Review of Organizational Psychology and Organizational Behavior, 13, 387–413. https://doi.org/10.1146/annurev-orgpsych-020924-064623
30. Otalor, J., Edema, A., Igwebe, C., Kankpang, A., Pepple, G., Ashu, F., & Enya, F. (2025). Change management strategies and performance of commercial banks in Nigeria: The moderating role of technology. Banks and Bank Systems, 20(3), 156–172. https://doi.org/10.21511/bbs.20(3).2025.12
31. Owoeye, I., Adebambo, O. O., Jayeola, O., Kazeem, Y. K., & Faloye, O. D. (2026). Validating the impact of human resource development practices on affective commitment in Nigerian deposit money banks. International Journal of Research and Innovation in Social Science, 10(6), 11004–11022.
https://doi.org/10.47772/IJRISS.2026.100600767
32. Rademaker, T., Klingenberg, I., & Süß, S. (2025). Leadership and technostress: A systematic literature review. Management Review Quarterly, 75, 429–494. https://doi.org/10.1007/s11301-023-00385-x
33. Richard, E. (2026). Structural change and employee commitment in five star hotels in Rivers State. BW Academic Journal. https://mail.bwjournal.org/index.php/bsjournal/article/view/3669
34. Tamunosiki-Amadi, J. O., & Boussa-Dibite, E. E. (2024). Organisational change and employee commitment in selected insurance firms in Yenagoa Metropolis. International Journal of Entrepreneurship, Technology and Innovation, 1(2), 95–109.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Author(s)
This work is licensed under a Creative Commons Attribution 4.0 International License.
Articles published in the Journal of Advanced Multidisciplinary Studies (JAMS) are licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0), unless otherwise stated. Authors retain copyright of their work and grant JAMS the right of first publication.
