Mitigating Employees' Resistance to Change Through Internal Marketing Strategies in Edo State Civil Service

Publication Details

Publication Date

10/07/2026

Volume / Issue

Vol 1, Issue 2 (2026)

Article No.

003

Journal

British Journal of Contemporary Research

Received

04 Jun 2026

Views

2

Downloads

0

Abstract

The study examined mitigating employees’ resistance to change through internal marketing strategies in Edo State civil service. The study specifically focused on the relationship between empowerment, training and development, clear communication, and leadership support and employees’ resistance to change. The study was guided by four research questions and four hypotheses. The study employed a correlational research design. The population of the study comprised 2,901 civil servants in the 28 ministries in Edo State. Using Krejcie and Morgan table of sample size determination, 352 civil servants were sampled. The instrument used for data collection was a structured questionnaire designed by the researchers. The instrument was validated by two professionals in the field of measurement and evaluation of the researchers’ institution. The reliability of the instrument was determined with test re-test which yielded a correlation coefficient of 0.86. Data was collected through physical contact with the respondents. Data collected was analysed with Mean (x̄) and Pearson Product Moment Correlation Co-efficient (r). Analysis of the data collected revealed that empowerment, training and development, clear communication and leadership support have a very strong positive relationship with employees’ resistance to change. Based on the findings, it was recommended that organizations should involve employees in the change design process to reduce the loss of control that often sparks resistance; organization should create personalized development plans that specifically address the new skills required by the change; organizations should establish a two-way feedback loop communication strategy to eliminate the fear of the unknown, and leaders or managers of organizations at all levels should be trained to function as change champions.

License

This article is published under the Creative Commons Attribution 4.0 International License . Free to read, share, and adapt with attribution.