Education Journal, Vol. 3, Issue 4, Dec  2020, Pages 131-141; DOI:

Change as a tool for Enhancing the Promotion and Advancement of Tertiary Education in Nigeria

Education Journal, Vol. 3, Issue 4, Dec  2020, Pages 131-141.


Olagunju Folorunsho Gbenga 1*

1 Establishment, Personnel & Training Division, Registry Federal College of Education, Abeokuta, Nigeria

Received: 16 September 2020; Accepted: 14 October 2020; Published: 17 November 2020

Full-Text HTML | Download PDF | Views 24 | Download 14


The rate of competition in the education industry in Nigeria is moving at a jet speed due to the recent policies of the government to liberalize the sector. This has made educational administrators to emphasize on the importance of establishing institutional readiness for change and have crafted various strategies for creating it because successful management of change is crucial to any institution to survive in the present highly and continuously depressing economy. Change management is a planned tool for the transition of individuals, groups and organizations from existing position, usually precarious to a required better future state. Thus, managing a change process is as important as change itself. Therefore, this study examines empirically change management effects on institutional performance of Nigerian Federal Colleges of Education. In conducting this study, a total of 400 members of staff of Federal College of Education, Abeokuta was randomly selected from a staff population of 800. Using stratified random sampling technique for data collection. Four hypotheses were advanced to guide the study and data collected for the study were analyzed using Multiple Regression Analysis. The result revealed that a change in strategy has a significant effect on institutional performance and that a change in structure has a significant effect on institutional performance. The result also shows that changes in system through expansion have a significant effect on institutional performance. Based on the findings of the study, recommendations were made that governing councils and management teams in Nigeria Federal Colleges of Education should be pro-active to changes in such a knowledge-based environment so as to experience smooth implementation of such changes, as they come. Therefore, the study concludes that nothing remains static in the world of knowledge as change is the only thing that is constant. Educational administrators as agent s of change should therefore successfully manage the human side of change in order to avoid resistance to change using the appropriate change strategies, thus, enhancing overall performance of the colleges.


Change Management, Institutions, Organizational Performance


© 2017 by the authors. Licensee International Technology and Science Press Limited. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.


[1] Biserka, K.Dragana, P. Intellectual Capital and Corporate Performance of Multi- national Corporations in Serbia. J. of Intellectual Capital, 2012, 13(1), 106-119.

[2] Burnes, B. Managing Change, 4th ed.; Pearson Education, London, 2004; ISBN 0273 683365.

[3] Burnes, B. Managing Change, 7th ed.; Pearson Education, London, 2017; ISBN 9781292156071.

[4] Eskandar, J. Sources of Intellectual Capital and Investigating the Effects of Intellectual Capital on Firm’s Market-value and Financial Performance in Iran: an ARDL Approach. European J. of Experimental Biology, 2012, 2(3), 702-707.

[5] Karaxha, H. Methods for Dealing with Resistance to Change. Baltic J. of Real Estate, Econs. & Construction Management, 2019, 7(1), 1-20.

[6] Klarner, P.Raiisch, SMove to the Beat – Rhythms of Change and Firm Performance. The Academy of Management Journal, 2013, 56(1), 160-184.

[7] Okeke, M.N.; Oboreh, J.C.; Nebolisa, O.; Esione, U.O.Chukwuemeka, O.O. Change Management and Organisational Performance in Selected Manufacturing Companies in Anambra State, Nigeria. The Int. J. of Social Sci. & Humanities Invention, 2019, 6(5), 1-9.

[8] Olajide, O.TChange Management and its Effects on Organizational Performance of Nigerian Telecommunications Industries: Empirical Insight from Airel Nigeria. Int. Journal of Humanities, Social Sci. & Educ. 2014, 1(11), 170-179.

[9] Olagunju, F.G. Institutionalization of Intellectual Capital Practices in Educational Industry in Nigeria: Case of Selected Tertiary Institutions. Wonder Hands Journal, 2017, 2(1), 71-84.

[10] Muo, I.K. The Other Side of Change Resistance. Int. J. of Management & Bus. Res., 2014, 3(1), 1-21.

[11] Sarendra, B.BOrganizational Change: An Emerging Need for Survival and Success. The Journal of Nepalese Bus. Studies, 2005 2(1), 1-20.

[12] Tutun, M.SomS.S. Intellectual Capital and Corporate Sustainable Growth: The Indian Evidence. Journal of Bus., Econs. & Environ. Studies, 2019, 9(2), 1-21.

[13] Waddell, D.Sohal, A.S. Resistance: a Constructive Tool for Change Management. Management Decision, 2008, 36(8)543-548.

[14] Wischnevsky, J.D. Change as the Winds Change: The Impact of Organizational Transformation on Firm Survival in a Shifting Environment. Organizational Analysis, 2004, 12(4), 361-377.

[15] Wischnevsky, J.D.Damanpour, F. Radical Strategic and Structural Change: Occurrence, Antecedents and Consequences. Academy of Management Annual Meeting Proceedings, 2008, 44(1-2), DOI: 10.1504/IJTM.2008.020698.

Related Articles