Assessing the Origin, Impact, and Challenges of Organizational Restructuring Program at the Volta River Authority (VRA)

Abstract

The study aims to assess the origin, impact, and challenges of the organizational restructuring program at the Volta River Authority (VRA). A qualitative case study was employed to achieve the objectives of the studies. In all fifteen (15) participants were chosen and interviewed purposely using one-on-one in-depth interview techniques. To analyze the study results, both interpretive analyzes and secondary data from the literature review were used. Analysis of data collected revealed that VRA had a well-crafted policy stating the strategies and means of deploying them. Furthermore, it found that financial constraint, political interference, lack of coordination among stakeholders, and lack of buy-in by employees were challenges that affected the implementation of a restructuring program. It was also evident that, management of VRA employed strategies such as financial, portfolio, and organizational restructuring in enhancing its performance. The study concludes that inadequate financial resources and political interferences coupled with a lack of employee buy-in can impede policy implementation. It is consequently suggested that to achieve effective restructuring implementation, there should be reliable financial resource allocation, effective stakeholder coordination, political and administrative collaboration, and employee buyin for effective restructuring program.