The outcomes of M&A strategies not only reflected in the organisational performance but the employees in the merged organisation also get affected. Ngyuen and Kleiner, (2003) added that confusion and lack of surety are observed in employees in the post-merger situation as they become unsure of their future in the new organisation. Moreover, the issues created due to the role conflicts and uncertainty can lead to increased turnover and increased expectation from the job I new organisation (Hewitt, 2013). Thus, the merger of ride compares in the UK also resulted in the formation of a new Company iRide. Therefore, the level of employees’ commitment and their engagement in iRide need further exploration. Seo and Hill (2003) added that participation in decision making and drastic changes in organisational policies make it difficult for employees to stay intact with their roles and responsibilities. Hence, the individual and organisational productivity are normally questioned in post-merger situations. Thus, it is essential to evaluate the existing commitments and expectations of employees with the new organisation. The policy makers of iRide aimed at resolving raised issues and problems from the fleet of 850 plus drivers and other employees.
Table of Contents
Chapter I- Introduction
1.1 Introduction
1.1.1 Company Introduction
1.2 Background
1.3 Problem Statement
1.4 Research Aim and Objectives
1.5 Significance of the study
1.6 Structure of the Thesis
Chapter II
Literature Review
2.1 Introduction
2.2 Mergers and Acquisitions
2.3 Change Management in M&A
2.4 Change Management Effect Organisational Culture
2.4.1 Organisational Leadership
2.4.2 Organisational Politics
2.4.3 Common reasons for failure in coping with change
2.4.4 Communication aspects
2.4.5 Resistance to change
2.5 Human Integration in M&A
2.5.1 Post Merger Change Management
2.6 Employee Engagement
2.6.1 EE and Turnover Intentions
2.7 Organisational Change and Employee Engagement
2.7.1 EE and Training and Development
2.7.2 EE and Change Management in M&A
2.7.3 EE and Working Conditions in Post M&A
Research Methodology
3.2 Research Design
3.2.1 Conceptual Framework
3.3 Research strategies
3.4 Sampling Process
3.4.1 Accessibility Issues
3.5 Data Collection
3.5.2 Survey
3.5.2 Interviews
3.6 Data Analysis procedure
3.7 Ethical Concerns
Chapter IV
Data Analysis
4.1 Introduction
4.2 survey Data Analysis
4.2.1 Gender
4.2.2 Respondents’ Age
4.2.3 Department
4.3 Reliability Analysis
4.3.1 Correlations Analysis
1. Relationships of Employees Engagement
2. Relationships of Post-Merger Change Management
3. Relationship of Employees’ Engagement and Change Management
4.5 Interviews Analysis
4.5.1 The cause/s of merger of PHV companies
4.5.2 Challenges and opportunities of Merger
4.5.2 Strategies used to increase employees engagement
4.6 Discussion on Research Findings
Chapter V
Conclusion and Recommendations
5.1 Conclusion
5.2 Recommendations
5.3 Limitations
5.4 Implications of the Research
Research Objectives and Focus Areas
The primary aim of this research is to evaluate the impact of change management practices on employee engagement within the UK private hire vehicle (PHV) industry, specifically focusing on the merger and acquisition processes at the company iRide.
- Analysis of change management challenges during mergers.
- Evaluation of HR strategies utilized to bolster employee engagement post-merger.
- Assessment of the impact of consolidating five PHV entities into the single brand 'iRide' on staff engagement.
- Investigation into the effectiveness of HR-led change management practices from the perspective of both employees and managers.
Excerpt from the Book
2.4.3 Common reasons for failure in coping with change
Change on an organisational level can affect employees on either positive or negative firm that depends on the type and intensity of change. If a negative impact happens then, some researchers consider that it is due to leadership. Some believe that leaders tend to focus more in what the physical change will be and become that their primary duty, but having that focus make them lose visibility of the realities that are happening in the organisation, such the change process of the people involved (Austin and Currie, 2003). The outcome of the situation largely based on the level of the impact of change on employees at different levels. According to Liao (2011: 23), ‘transition’ referred to the change process in which employees go through a period of psychological impact. Thus, transition and change are different concerning the feeling and visible aspects if the change in organisations (Sheard 2011). Hence, leaders can anticipate the level of change and the process incorporated in the organisation for employees to adjust to change. The holistic view of change is vital to resolve the issues generated due to the long term and severe impacts of change.
Summary of Chapters
Chapter I- Introduction: Provides an overview of the UK transportation sector, the specific context of the iRide merger, and outlines the research aims, objectives, and significance.
Literature Review: Explores the theoretical foundations of mergers and acquisitions, change management processes, organisational culture, and the critical role of employee engagement.
Research Methodology: Details the analytical, mixed-methods research design, including data collection techniques via surveys and interviews with iRide management.
Data Analysis: Presents the quantitative findings from employee surveys and qualitative insights from manager interviews, examining correlations between change management variables and engagement.
Conclusion and Recommendations: Synthesizes the research findings, offers practical recommendations for iRide management to improve post-merger integration, and identifies research limitations.
Keywords
Change Management, Mergers and Acquisitions, Employee Engagement, PHV Industry, Organizational Culture, Human Integration, Turnover Intention, Leadership, HR Policies, iRide, UK Transport Sector, Workforce Adjustment, Training and Development, Organizational Performance, Communication
Frequently Asked Questions
What is the core focus of this research?
This research investigates how change management practices during mergers and acquisitions impact the engagement levels of employees in the UK Private Hire Vehicle (PHV) sector, using iRide as a case study.
What are the primary themes addressed?
Key themes include organizational change, the psychological "transition" phase for employees, human integration strategies, the impact of leadership, and the drivers of employee engagement such as training, working conditions, and benefits.
What is the main objective of the study?
The study aims to evaluate the effectiveness of HR-led change management strategies in addressing employee resistance and enhancing commitment post-merger within the iRide company.
Which research methodology was adopted?
The author employed a mixed-method research design, utilizing quantitative data collected through a structured survey of iRide employees and qualitative data gathered via in-depth interviews with the company's managers.
What does the main body of the work cover?
The body covers a comprehensive literature review on M&A integration, the research methodology, detailed data analysis regarding employee demographics and correlations between variables, and a final discussion of findings.
Which keywords best describe the research?
Essential keywords include Change Management, Mergers and Acquisitions, Employee Engagement, Organizational Culture, and HR Policies within the context of the UK transportation market.
Why was iRide chosen for this case study?
iRide was selected because it represents a specific, recent merger of five ride-sharing companies in the UK, providing a perfect setting to study the challenges of integrating multiple organizational cultures and the subsequent impact on staff.
What were the main conclusions regarding training at iRide?
The research found a discrepancy between management claims and employee perceptions; while managers claimed to provide training, survey results indicated that current training programs and working conditions were not perceived as adequate or acceptable by the workforce.
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- Muhammad Khurram (Autor:in), 2018, The impact of change management on employee’s engagement during mergers and acquisitions in Hire Vehicle Industry of UK. The case study of IRide, München, GRIN Verlag, https://www.grin.com/document/489411
