Employee and managers perceptions on managing mergers.
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Employee and managers perceptions on managing mergers. by M. Todd

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Published by Oxford Brookes University in Oxford .
Written in English


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Edition Notes

Thesis (M.B.A.) - Oxford Brookes University, Oxford, 1996.

ContributionsOxford Brookes University. Business School.
ID Numbers
Open LibraryOL21106012M

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Mergers and acquisitions: the employee perspective Douglas Dale Whittle Iowa State University Follow this and additional works at: Part of theBusiness Administration, Management, and Operations Commons This Dissertation is brought to you for free and open access by the Iowa State University Capstones, Theses and Cited by: 4. Though there is an increasing interest in and a growing amount of literature available on people management aspects of mergers and acquisitions (M&As), few studies have empirically examined employee experiences. Further, no such studies have been conducted in the Asian developing country by: Though there is an increasing interest in and a growing amount of literature available on people management aspects of M&As, few studies have empirically examined employee experiences. Further, no such studies have been conducted in the Asian. However, during a merger or acquisition, it is essential to keep employee turnover low for two significant reasons: 1. Business continuity is key to realizing the benefits of a merger .

Horizontal mergers involve companies with similar area of work e.g., Chevron and Texaco. Vertical mergers involve companies with diverse area of work e.g. AOL and Time Warner. The merger is not only seen from the financial perspectives but it is the union of two different companies and two different cultures which is bound to bring some anomalies. creating employee positive attitudes boosts the readiness of employees as an important factor for successful organizational change (Rafferty & Simon, ; Bareil et al., ). Ming-Chu Yu () investigated that employee perception of organizational change and how individual’s perceptions are shaped by faith and stress management strategy. But instead of considering the impact of mergers and acquisitions on employees and developing an employee engagement strategy that accounted for the unique emotions they might experience, the leaders were focused solely on items like financial projections, org charts, and contracts, and gave little thought to the emotional needs of their people. CRITICAL REVIEW OF LITERATURE ON CHANGE MANAGEMENT ON EMPLOYEES PERFORMANCE 1ELIJAH NG’ANG’A NJUGUNA, 2MUATHE S.M.A (PHD) 1Phd Student, Kenyatta University, School Of Business, Kenya 2Associate Dean, Kenyatta University, School Of Business, Kenya [email protected], [email protected] ABSTRACT.

  Engaged managers truly believe that people are their most important asset and need to treat them as such. A merger, or an acquisition, gives managers an opportunity to do well by their people by being honest with them, keeping them informed, and giving them all the information they can as early as they can. For employees, organizational change may produce negative effects, such as ambiguous role responsibilities, unemployment, a lowering of social status, and family and job conflicts. Schweiger and DeNsi (1) and Hellriegel, Slocum, and Woodman (2) have pointed out that organizational changes can be viewed as the greatest source of stress on the job and, perhaps, in an employee's life. 2 Merger integration conference survey, McKinsey Merger Management Practice, to Exhibit 1 Insights Managing and supporting employees through change in mergers Exhibit 1 of 3 Two main types of change a ect the employee experience during mergers. Aligning on what we stand for and how work gets done – Management practices – Values. A comprehensive assessment of the company’s employee benefits programs is an enormous but worthwhile task as a firm embarks upon a merger or acquisition.