CHANGE

This study investigates the impact of change management practices on employee productivity among academic staff of the University of Benin, Benin City, Edo State, Nigeria. The research focuses on four core change management variables—clear vision, leadership support, targeted training and capacity building, and continuous monitoring and feedback. The study adopts a cross-sectional survey design, collecting primary data from 162 academic staff across various departments. Using multiple regression analysis, findings reveal that clear vision and continuous monitoring with feedback have significant positive effects on employee productivity, while leadership support shows no significant relationship. Interestingly, training and capacity building display a negative relationship, indicating that poorly structured or misaligned training programs can reduce productivity. The model explains 26.1% of the variance in employee productivity, suggesting that effective change management is a crucial determinant of organizational performance. The study concludes that transparent communication, consistent leadership engagement, and feedback mechanisms are essential for fostering productivity during organizational transitions. Recommendations include embedding clear vision articulation, structured training frameworks, and real-time feedback systems into institutional policies to sustain long-term employee performance and organizational growth.

The study empirically examined change management and performance within the Nigerian Maritime Administration and Safety Agency. To guide the study, three research questions were raised, and three hypothesis was generated. A survey research design which entails the use of structured questionnaire in sampling the opinion of the respondents on the subject was adopted in gathering data three. The Taro Yamane (1976) sample determination formula was used to determine the sample size from the population, and after due computation, a sample of 280 respondents was arrived at. A total of 280 questionnaires were distributed. The data collected were analyzed using descriptive statistics, simple frequency count, percentages, and mean. Findings obtained from the analysis among other things, showed emotional readiness plays a crucial role in enhancing employee performance within the organization. It was concluded that successful change management in Nigerian Maritime Administration and Safety Agency depends largely on the extent to which employees are emotionally, cognitively, and intentionally prepared to engage with and sustain transformation processes, making readiness a critical determinant of organizational performance and long-term success Based on the findings, the study suggested that the Nigerian Maritime Administration and Safety Agency (NIMASA) should introduce regular emotional intelligence and stress management workshops to help employees develop resilience and adaptability during organisational change processes.

Environmental, Social, and Governance (ESG) has become an important framework in today’s business world. It focuses on three key areas environmental, social, and governance which together encourage organisations to act responsibly and build longterm value. Closely related ideas such as Corporate Social Responsibility (CSR) and sustainability share this same goal of promoting ethical and sustainable business practices. The environmental aspect of ESG is about caring for and protecting the natural environment recognising it as a vital gift that should be managed responsibly. The social aspect focuses on people and communities, highlighting issues such as employee wellbeing, community support, and social equity. The governance aspect, on the other hand, deals with how an organisation is managed and controlled, including leadership integrity, transparency, and accountability. Every organisation aims to improve its financial performance, as this is essential for growth and long-term success. Organisational resilience refers to how strong and adaptable a company can be when faced with challenges, while organisational behavioural change involves adopting the right attitudes and practices needed to achieve business goals.