ADHERENCE TO ETHICS OF ORGANIZATIONAL CHANGE MANAGEMENT AND EMPLOYEE PERFORMANCE

This study examines whether adherence to ethics of organizational change management is associated with improved employee performance in selected manufacturing firms in Lagos State, Nigeria. A cross-sectionalsurvey design was adopted, and data were collected through a structured questionnaire administered to employees and managers in six manufacturing organizations. Of the 400 questionnaires distributed, 360usable responses were returned, representing a 90.00% response rate. A pilot test supported the reliability of the instrument, with Cronbach’s alpha values reported in the source manuscript as ranging from 0.79 to 0.92 and an overall reliability coefficient of 0.927. Descriptive statistics and inferential tests were conducted with SPSS version 26. Diagnostic results of normality indicated ethical leadership skewness of -1.955 close to the threshold commonly cited as acceptable and no evidence of multicollinearity among the major explanatory variables. Pearson correlation results showed significant positive associations between employees’ perceptions of workplace ethical change and organizational performance (r = .263, p < .001), between workplace ethics and employees’ commitment to work (r = .304, p < .001), and between management enforcement of ethical standards and employee performance (r = .136, p < .001). The findings suggest thatstronger ethical change of fairness, integrity, accountability, visible managerial enforcement, and a supportive ethical climate are associated with better work attitudes and improved organizational outcomes.The study concludes that ethics of organizational change management should be treated as a strategic organizational resource rather than as a symbolic compliance exercise.