What, when, and who: Manager involvement in predicting employee resistance to acquisition integration

On the contribution to the alignment during an organizational change: Measurement of job satisfaction with working conditions

INTRODUCTION

Modern approaches to Occupational Health and Safety have acknowledged the important contribution that continuous improvements to working conditions can make to the motivation of employees, their subsequent performance, and therefore to the competitiveness of the company. Despite this fact, organizational change initiatives represent a path less traveled by employees. Specialized literature has drawn on the fact that employees' satisfaction presents both the foundation and catalyst for effective implementation of improvements to working conditions.

METHOD

This paper conceptualizes the alignment of employees through measurement of job satisfaction and uses the Bayesian Network to assess the influence of human factors, particularly the cognitive, emotional, and behavioral aspects. Toward this aim, the Bayesian Network is evaluated through a cross-validation process, and a sensitivity analysis is then conducted for each influential dimension: emotional, cognitive, and behavioral.

RESULTS

The results reveal that these three dimensions are interrelated and have a direct influence on job satisfaction and employees' alignment during the organization change. Further, they suggest that the best strategy for enhanced alignment and smooth conduct of organizational changes is simultaneous enhancement of the three dimensions. Practical applications: This study shows the influence of emotional, cognitive, and behavioral dimensions on job satisfaction and employees' alignment during the organizational change. Furthermore, it elaborates the way to develop efficient and effective strategies for a successful change implementation and sustained alignment.

Towards More Sustainable M&A Deals: Scholars as Change Agents

Mergers and acquisitions have significantly contributed to making the world globally connected, providing benefits from globalization through acquisition waves. Along with benefits, acquisitions have also accentuated many sustainability and responsibility issues that are central to both public discourse and global policies. Nonetheless, acquisition and sustainability research have evolved separately, as scholars have left sustainability and responsibility topics at the margin of the acquisition discourse. This impacts the ability of academics to affect practice through teaching by restricting available information. Scholars are important change agents for making more sustainable deals through their research, teaching, and public engagement. I specifically focus on research as it permeates both teaching and public engagement. I focus my analysis on five intertwined issues—long term orientation, stakeholder lens, linguistic turn, umbrella constructs, and the engaged scholarship research approach—that may conjointly foster such a change.

Antecedents of employee alienation and its impact on individual work performance during post-merger integration (PMI)

Purpose

The objective of this study was to examine the significant factors leading to employee alienation in post-merger integration (PMI).

Design/methodology/approach

Data were collected from 482 middle- and low-level employees in two organizations in the real estate and banking sectors in the United Arab Emirates. The analysis was carried out using structural equation modeling (SEM).

Findings

Organizational justice, employee commitment, organizational trust, perceived effectiveness of human resource (HR) initiatives and employee communication strategy played an important role in developing or mitigating a feeling of alienation among employees during PMI. Employee tenure in the organization affected individual work performance.

Research limitations/implications

The study was limited to middle- and low-level employees and did not consider other organizational variables important in mergers. This study will help merger strategists to deliver appropriate HR practices during PMI, facilitating mitigation of uncertainties among employees and maximizing their trust and commitment.

Originality/value

The study results will help organizations understand employee trust, commitment and determinants in an emerging economy.