Factors Affecting Employee Cohesion in Post-Merger Enterprises
Main Article Content
Abstract
Human resources are invaluable assets of any organization. Employee engagement will bring many benefits to the organization [1]. Even in difficult times, employee cohesion is an important competitive different factor of organizations [2]. Findings from a survey sample of 289 employees in post-merger enterprises in retail and pharmaceutical industries showed influences impact on employee commitment, including (i) Job satisfaction, (ii) Leadership styles, (iii) Cultural conflict, and (iv) Job stress and pressure. The results of this study provide a foundation of theory and practice for post-merger or acquisition businesses can efficiently exploit the human resource for the development in the next period.
Keywords:
Culture conflict, organizational commitment, job satisfaction, leadership style, post-merger, job stress, pressure.
References
[1] Gallup, Inc., “Engagement at Work: Its Effect on Performance Continues in Tough Economic Times”.ghttp://www.gallup.com/services/176657/engagement-work-effect- performance-continues-tough-economic-times.aspx/, 2013 (accessed 20 October 2018).
[2] J. Baldoni, “Employee Engagement Does More than Boost Productivity”. https://hbr.org/2013/07/employee-engagement-does-more/, 2013 (accessed 20 October 2018).
[3] L. Schweizer L., “Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach”, Acad. Managt. J. 48 (2005) 1051-1074.
[4] D.M. Herold, D.B. Fedor, S. Caldwell, Y. Liu, “The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study”, Journal of applied psychology 93 (2008) 346-357.
[5] M. Raukko, “Organizational commitment during organizational changes: A longitudinal case study on acquired key employees”, Baltic Journal of management 4 (2009) 331-352.
[6] M.G. Seo, M.S. Taylor, N.S. Hill, X. Zhang, P.E. Tesluk, N.M. Lorinkova, “The role of affect and leadership during organizational change”, Personnel Psychology 65(1) (2012) 121-165.
[7] M. Armstrong-Stassen, S.J. Cameron, J. Mantler, M.E. Horsburgh, “The impact of hospital amalgamation on the job attitudes of nurses”, Canadian Journal of Administrative Sciences 18(3) (2001) 149-162.
[8] D.K. Datta, J.P. Guthrie, D. Basuil, A. Pandey, “Causes and effects of employee downsizing: A review and synthesis”, Journal of Management 36(1) (2010) 281-348.
[9] W.F. Cascio, P. Wynn, “Managing a downsizing process”, Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management 43(4) (2004) 425-436.
[10] J.P. Meyer, N.J. Allen, C.A. Smith, “Commitment to organizations and occupations: Extension and test of a three-component conceptualization”, Journal of Applied Psychology 78(4) (1993)
538-551.
[11] S. Cartwright, M. Tytherleigh, S. Robertson, “Are mergers always stressful? Some evidence from the higher education sector”, European Journal of Work and Organizational Psychology 16(4) (2007) 456-478.
[12] R.T. Mowday, R.M. Steers, L.W. Porter, “The measurement of organisational commitment”, Journal of Vocational Behavior 14(2) (1979) 224-247.
[13] H. Marie Kavanagh, “The Impact of Leadership and Change Management Strategy on organizational Culture and Individual Acceptance of Change during a Merger”, British Journal of Management 17(S1) (2006) S81-S103.
[14] J.P. Meyer, D.J. Stanley, L. Herscovitch, L. Topolnytsky, “Affective, Continuance and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences”, Journal of Vocational Behavior, 61 (2002) 20-52.
[15] A.R. Elangovan, “Causal ordering of stress, satisfaction and commitment, and intention to quit: A structural equation analysis”, Leadership and Organization Development Journal 22(4) (2001) 159-165.
[16] J. Graham, A.J. Ramirez, S. Field, M.A. Richards, “Job Stress and Satisfaction Among Clinical Radiologists”, Clinical Radiology 55 (2000) 182-185.
[17] M.L. Marks, P.H. Mirvis, “Merger syndrome: Stress and uncertainty”, Mergers Et Acquisitions, 1985, pp. 0-55.
[18] F. Calisir, C. Gumussoy, I. Iskin, “Factors affecting intention to quit among IT professionals in Turkey”, Personnel Review 40(4) (2011) 514-533.
[19] S. Cartwright, C.L. Cooper, “The role of culture compatibility in successful organizational marriage”, Academy of Management Executive 7(2) (1993) 57-70.
[20] J. Newman, F. Krzystofiak, “Changes in employee attitudes after an acquisition”, Group Et Organization Management 18 (1993) 390-410.
[21] Z. Abdul Rashid, M. Sambasivan, J. Johari, “The influence of corporate culture and organizational commitment on performance”, Journal of Management Development 22(8) (2003) 708-728.
[22] P. Lok, J. Crawford, “The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison”, Journal of Management Development 23(4) (2004) 321-338.
[23] R. Sarala, “The impact of cultural differences and acculturation factors on post-acquisition conflict”, Scandinavian Journal of Management 26(1) (2009) 38-56.
[24] Teresa Joyce Covin, A. Thomas Kolenko, W. Kevin Sightler, R. Keith Tudor, “Leadership style and post-merger satisfaction”, Journal of Management Development 16(1) (1997) 22-33.
[25] L. Schweizer, H. Patzelt, “Employee commitment in the post-acquisition integration process: The effect of integration speed and leadership”, Scandinavian journal of management 28(4) (2012) 298-310.
[26] F. Herzberg, B. Mausner, B. Snyderman, The Motivation to Work, New York: John Wiley and Sons, 1959.
[27] A.H. Maslow, “A theory of human motivation”, Psychological Review 50(4) (1943) 370-396.
[28] A. Martin, G. Roodt, “Perceptions of organizational commitment, job satisfaction and turnover intentions in a post-merger South African tertiary institution”, SA Journal of Industrial Psychology 34(1) (2008) 23-31.
[29] I.A. Kyei-Poku, D. Miller, “Impact of employee merger satisfaction on organizational commitment and turnover intentions: A study of a Canadian financial institution”, International Journal of Management 30(4) (2013) 205-223.
[30] S.B. Green, “How many subjects does it take to do a regression analysis?”, Multivariate Behavioral Research 26 (1991) 499-510.
[31] L. Firth, D.J. Mellor, K.A. Moore, C. Loquet, “How can managers reduce employee intention to quit?”, Journal of Managerial Psychology 19(2) (2004) 170-187.
[32] M.C. Lo, T. Ramayah, H.W. Min, “Leadership styles and organizational commitment: A test in Malaysia manufacturing industry”, African Journal of Marketing Management 1(6) (2009) 133-139.
[33] J.F. Hair, W.C. Black, B.J. Babin, R.E. Anderson, Multivariate Data Analysis: A Global Perspective (7th ed), Upper Saddle River, NJ: Pearson Education, 2010.
[34] A. Barsky, C.J. Thoresen, C.R. Warren, S.A. Kaplan, “Modeling negative affectively and job stress: A contingency-based approach”, Journal of Organizational Behavior 25(8) (2004) 915-936.
[35] Jiali Zhang, Mohammad Faisal Ahammad, Shlomo Tarba, L. Cary Cooper, W. Keith Glaister, Jinmin Wang, “The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China”, The International Journal of Human Resource Management 26(7) (2014) 1021-1050.
[2] J. Baldoni, “Employee Engagement Does More than Boost Productivity”. https://hbr.org/2013/07/employee-engagement-does-more/, 2013 (accessed 20 October 2018).
[3] L. Schweizer L., “Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach”, Acad. Managt. J. 48 (2005) 1051-1074.
[4] D.M. Herold, D.B. Fedor, S. Caldwell, Y. Liu, “The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study”, Journal of applied psychology 93 (2008) 346-357.
[5] M. Raukko, “Organizational commitment during organizational changes: A longitudinal case study on acquired key employees”, Baltic Journal of management 4 (2009) 331-352.
[6] M.G. Seo, M.S. Taylor, N.S. Hill, X. Zhang, P.E. Tesluk, N.M. Lorinkova, “The role of affect and leadership during organizational change”, Personnel Psychology 65(1) (2012) 121-165.
[7] M. Armstrong-Stassen, S.J. Cameron, J. Mantler, M.E. Horsburgh, “The impact of hospital amalgamation on the job attitudes of nurses”, Canadian Journal of Administrative Sciences 18(3) (2001) 149-162.
[8] D.K. Datta, J.P. Guthrie, D. Basuil, A. Pandey, “Causes and effects of employee downsizing: A review and synthesis”, Journal of Management 36(1) (2010) 281-348.
[9] W.F. Cascio, P. Wynn, “Managing a downsizing process”, Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management 43(4) (2004) 425-436.
[10] J.P. Meyer, N.J. Allen, C.A. Smith, “Commitment to organizations and occupations: Extension and test of a three-component conceptualization”, Journal of Applied Psychology 78(4) (1993)
538-551.
[11] S. Cartwright, M. Tytherleigh, S. Robertson, “Are mergers always stressful? Some evidence from the higher education sector”, European Journal of Work and Organizational Psychology 16(4) (2007) 456-478.
[12] R.T. Mowday, R.M. Steers, L.W. Porter, “The measurement of organisational commitment”, Journal of Vocational Behavior 14(2) (1979) 224-247.
[13] H. Marie Kavanagh, “The Impact of Leadership and Change Management Strategy on organizational Culture and Individual Acceptance of Change during a Merger”, British Journal of Management 17(S1) (2006) S81-S103.
[14] J.P. Meyer, D.J. Stanley, L. Herscovitch, L. Topolnytsky, “Affective, Continuance and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences”, Journal of Vocational Behavior, 61 (2002) 20-52.
[15] A.R. Elangovan, “Causal ordering of stress, satisfaction and commitment, and intention to quit: A structural equation analysis”, Leadership and Organization Development Journal 22(4) (2001) 159-165.
[16] J. Graham, A.J. Ramirez, S. Field, M.A. Richards, “Job Stress and Satisfaction Among Clinical Radiologists”, Clinical Radiology 55 (2000) 182-185.
[17] M.L. Marks, P.H. Mirvis, “Merger syndrome: Stress and uncertainty”, Mergers Et Acquisitions, 1985, pp. 0-55.
[18] F. Calisir, C. Gumussoy, I. Iskin, “Factors affecting intention to quit among IT professionals in Turkey”, Personnel Review 40(4) (2011) 514-533.
[19] S. Cartwright, C.L. Cooper, “The role of culture compatibility in successful organizational marriage”, Academy of Management Executive 7(2) (1993) 57-70.
[20] J. Newman, F. Krzystofiak, “Changes in employee attitudes after an acquisition”, Group Et Organization Management 18 (1993) 390-410.
[21] Z. Abdul Rashid, M. Sambasivan, J. Johari, “The influence of corporate culture and organizational commitment on performance”, Journal of Management Development 22(8) (2003) 708-728.
[22] P. Lok, J. Crawford, “The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison”, Journal of Management Development 23(4) (2004) 321-338.
[23] R. Sarala, “The impact of cultural differences and acculturation factors on post-acquisition conflict”, Scandinavian Journal of Management 26(1) (2009) 38-56.
[24] Teresa Joyce Covin, A. Thomas Kolenko, W. Kevin Sightler, R. Keith Tudor, “Leadership style and post-merger satisfaction”, Journal of Management Development 16(1) (1997) 22-33.
[25] L. Schweizer, H. Patzelt, “Employee commitment in the post-acquisition integration process: The effect of integration speed and leadership”, Scandinavian journal of management 28(4) (2012) 298-310.
[26] F. Herzberg, B. Mausner, B. Snyderman, The Motivation to Work, New York: John Wiley and Sons, 1959.
[27] A.H. Maslow, “A theory of human motivation”, Psychological Review 50(4) (1943) 370-396.
[28] A. Martin, G. Roodt, “Perceptions of organizational commitment, job satisfaction and turnover intentions in a post-merger South African tertiary institution”, SA Journal of Industrial Psychology 34(1) (2008) 23-31.
[29] I.A. Kyei-Poku, D. Miller, “Impact of employee merger satisfaction on organizational commitment and turnover intentions: A study of a Canadian financial institution”, International Journal of Management 30(4) (2013) 205-223.
[30] S.B. Green, “How many subjects does it take to do a regression analysis?”, Multivariate Behavioral Research 26 (1991) 499-510.
[31] L. Firth, D.J. Mellor, K.A. Moore, C. Loquet, “How can managers reduce employee intention to quit?”, Journal of Managerial Psychology 19(2) (2004) 170-187.
[32] M.C. Lo, T. Ramayah, H.W. Min, “Leadership styles and organizational commitment: A test in Malaysia manufacturing industry”, African Journal of Marketing Management 1(6) (2009) 133-139.
[33] J.F. Hair, W.C. Black, B.J. Babin, R.E. Anderson, Multivariate Data Analysis: A Global Perspective (7th ed), Upper Saddle River, NJ: Pearson Education, 2010.
[34] A. Barsky, C.J. Thoresen, C.R. Warren, S.A. Kaplan, “Modeling negative affectively and job stress: A contingency-based approach”, Journal of Organizational Behavior 25(8) (2004) 915-936.
[35] Jiali Zhang, Mohammad Faisal Ahammad, Shlomo Tarba, L. Cary Cooper, W. Keith Glaister, Jinmin Wang, “The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China”, The International Journal of Human Resource Management 26(7) (2014) 1021-1050.