Organisational Change Management and Employee Resistance: A Study of Nigerian Breweries Plc, Aba, Abia State

This research examines the relationship between organisational change management practices and employee resistance at Nigerian Breweries Plc in Aba, Abia State, located in Nigeria's South East geopolitical zone. Managing change effectively is a strategic challenge for multinational companies operating in volatile environments, particularly where workforce diversity and institutional inertia amplify resistance behaviours. This study employs a descriptive survey design with 125 employees from production, marketing, and administrative departments as respondents. Structured questionnaires were used for data collection, and analysis was performed using descriptive statistics and regression techniques. The study examines four change management components: communication quality, employee participation, leadership support, and change readiness assessment, relating each to levels of employee resistance. Findings reveal that communication quality and employee participation in change planning are the most powerful predictors of reduced resistance, while poor leadership visibility during change processes significantly amplifies resistance behaviours. The study also identifies job security fears and organisational culture misalignment as the primary psychological drivers of resistance. These findings corroborate recent change management research emphasising inclusive, communication-intensive approaches in manufacturing contexts. The paper recommends that Nigerian Breweries and similar organisations develop structured change communication plans, involve employees at planning stages, and leverage direct supervisors as change champions to minimise resistance and sustain transformation momentum. Keywords: change management, employee resistance, manufacturing, Nigerian Breweries, Abia State.