Outcomes of Planned Organisational Change in the Nigerian Public Sector: Insights from the Nigerian Higher Education Institutions

Conflicting and multiple theories on organisation theory make it complex and therefore present a
challenge to public sector administrators and researchers in the public sector. This research shows that
government reform agenda did not achieve the desired result in improving the quality and standard of
education in Nigerian higher education. There are therefore still gaps in understanding the process of
introducing reforms agenda. The result of the in-depth interviews conducted indicated that cultural
differences account for organisational values. Thirty one respondents from the five higher institutions in
Kwara State, Nigeria and senior officers from the state ministry of education, science and technology
believed that a uniform reform agenda would be difficult to implement in all local governments with
varying educational needs and levels of educational development. The analysis of the result suggested
that culture determines and influences the values of where the institutions are situated. It was discovered
that the five institutions have different needs which the society will appreciate if reform agenda focuses
on such requirements of the institutions. The paper suggests that the values of the society where an
institution is situated should be understood before a reform is formulated. This practice will make the
reform easy to implement and reduce the incidence of resistance.