Managing Employee Resistance to Organisational Change: Evidence from Nigerian State-Owned Enterprises

This study investigates the management of employee resistance to organisational change in selected Nigerian state-owned enterprises (SOEs), drawing on cases from the North Central and South South geopolitical zones. Organisational change in SOEs, whether through commercialisation, privatisation, or structural reorganisation, routinely encounters significant employee resistance driven by job security anxieties, trust deficits, and poor change communication practices. The study employs a mixed-methods design, combining structured questionnaire data from 180 employees with qualitative data from 15 change management officers and union representatives. Kotter's Eight-Step Change Management Model and the Psychological Contract Theory jointly provide the theoretical framework. Findings reveal that perceived threat to employment security and inadequate communication of change rationale are the two most potent drivers of resistance. Change initiatives managed through participatory processes, where employees are involved in transition planning, experience significantly lower resistance intensity and faster adoption. Organisations that leverage existing union structures as change communication channels also achieve better employee buy-in. The study further identifies middle managers as critical but frequently under-resourced change agents. Recommendations include the development of comprehensive change communication strategies, structured employee participation mechanisms, and targeted change readiness assessments before major transitions. This research contributes practical insights for HR managers and policy-makers managing structural reforms in Nigeria's public enterprise landscape. Keywords: Change Management, Employee Resistance, State-Owned Enterprises, Organisational Change, Nigeria.