ORGANIZATIONAL CHANGE MANAGEMENT PRACTICES (ORGANIZATIONAL CULTURE) AND EMPLOYEES' WORK EFFICIENCY IN SELECTED POLYTECHNICS IN SOUTHWEST NIGERIA

This study examined the effect of organizational culture on employees’ work efficiency in selected polytechnics in Southwest Nigeria. Data were sourced through a questionnaire, and 480 questionnaires were distributed, while 436 questionnaires were returned and analyzed. The regression analysis revealed that organizational culture significantly and positively impacts work efficiency, with a coefficient of 0.501, indicating that a one-unit increase in organizational culture leads to a 0.501 unit improvement in work efficiency. The t-statistic (15.341) and a highly significant p-value (0.000) confirm the statistical significance of this relationship. The model explains 35.2% of the variation in work efficiency (R² = 0.352, F(1,434) = 235.354, p = 0.000). The findings align with the contingency theory, which underscores the importance of adapting management practices to specific organizational needs. The study highlighted the critical processes of culture realignment as essential for achieving successful change outcomes. The study concludes that while organizational culture significantly enhances work efficiency, its impact is relatively modest. Consequently, it is recommended that management in the selected polytechnics prioritize promoting an inclusive and diverse work environment, fostering constructive feedback, and supporting a healthy work-life balance to amplify the positive effects of organizational culture on work performance.