International Journal of Research and Innovation in Social Science (IJRISS) | Volume VI, Issue VI, June 2022 | ISSN 2454–6186
Asuman Bateyo, Prof. Emuron Lydia., Dr. Tumwesigye George, Dr. Aluonzi Buran, Dr. Benard Nuwatuhaire
Kampala International University Uganda
Abstract: This study aimed at determining the relationship between restructuring and organisational effectiveness in Igara Growers Tea Factory in Bushenyi District. The study used a pragmatic philosophy, mixed methods approach using cross sectional and correlation designs for quantitative and phenomenological design for qualitative approacheswith a sample size of 224 respondents. Data were collected using non-standardised instruments and in-depth interviews. The parametric tests were performed and all passed the linearity requirements. Data were analysed using descriptive statistics, Pearson Linear Correlation Coefficient, regression analysis and thematic content analysis. The findings revealed that there was no significant relationship between restructuring and organisational effectiveness.It was concluded that restructuringif well applied can lead to improved organisational effectiveness in the Igara Growers Tea Factory Bushenyi district in Uganda.Thus, the study recommended that there is need for the factory to review implementation of restructuring programs inform of creation of economic models, redesigning work architecture and aligning physical infrastructure to reverse its negative effect on organisational effectiveness.
Key words: Restructuring and Organisational effectiveness
I.INTRODUCTION
According to Anitha (2014), there is no one-size-fits-all approach to achieving success, and as a result, the term effectiveness has been interpreted differently by different scholars. Effectiveness has traditionally been used to refer to notions such as efficiency, improvement, growth, and success; academics have used these terms interchangeably (Cohen-Shacham et.al. 2019). According to Somers, McEwan, and Willms (2004), achieving success and the criteria used to quantify effectiveness differ greatly. Whereas some people think organisational effectiveness can be attained by the extent to which an organisation meets its objectives and by comparing their financial and non-financial measures, sometimes known as key performance indicators (KPIs), to the defined objectives (Sandhya&Garg, 2016), others think effectiveness can be achieved on the basis of customer satisfaction and impact made through their work (Famiyeh, Asante-Darko&Kwarteng, 2018). The concentration of this study however is on how organisational effectiveness can be attained through corporate transformation. Corporate transformation has been referred to as the redesign by working simultaneously along reframing, restructuring, revitalisation and renewal (Gouillart& Kelly, 1995; Warui et al., 2015).