EMPLOYEE RESISTANCE TO ORGANIZATIONAL CHANGE: CAUSES AND STRATEGIC INTERVENTIONS IN NIGERIA HOSPITALITY INDUSTRY
Abstract
The hospitality industry in Nigeria is undergoing rapid transformation driven by technological advancement, shifting consumer preferences, and increased competition. While organizational change has become essential for operational efficiency and market relevance, it is frequently met with resistance from employees—the key implementers of such change. This study explores the underlying causes of employee resistance to organizational change and evaluates strategic interventions within Nigeria’s hospitality sector. Grounded in Lewin’s Change Management Theory (Unfreeze–Change–Refreeze), the research adopts a qualitative approach using semi-structured interviews with 20 employees across various hospitality organizations. The findings reveal that resistance stems from factors such as fear of job loss, inadequate communication, lack of employee involvement, and poor leadership engagement. Strategic responses, including inclusive communication, participatory decision-making, and targeted training, were found to mitigate resistance and enhance change readiness. The study contributes to the limited empirical literature on change resistance within the Nigerian hospitality context and offers practical insights for managers and policymakers aiming to implement sustainable change initiatives. Implications for theory, practice, and future research are also discussed.
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