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
- Introduction
- Company Introduction
- Background
- Problem Statement
- Research Aim and Objectives
- Significance of the study
- Structure of the Thesis
- Chapter II. Literature Review
- Introduction
- Mergers and Acquisitions
- Change Management in M&A
- Change Management Effect Organisational Culture
- Organisational Leadership
- Organisational Politics
- Common reasons for failure in coping with change
- Communication aspects
- Resistance to change
- Human Integration in M&A
- Employee Engagement
- Organisational Change and Employee Engagement
- EE and Training and Development
- EE and Change Management in M&A
- EE and Working Conditions in Post M&A
- Chapter III. Research Methodology
- Introduction
- Research Design
- Conceptual Framework
- Research strategies
- Sampling Process
- Data Collection
- Data Analysis procedure
- Ethical Concerns
- Chapter IV. Data Analysis
- Introduction
- survey Data Analysis
- Reliability Analysis
- Correlations Analysis
- Interviews Analysis
- Discussion on Research Findings
- Chapter V. Conclusion and Recommendations
- Conclusion
- Recommendations
- Limitations
- Implications of the Research
Objectives and Key Themes
This study aims to investigate the impact of change management on employee engagement during mergers and acquisitions in the Hire Vehicle Industry of the UK, specifically focusing on the case study of IRide. It aims to provide a deeper understanding of how change management strategies influence employee engagement in the context of mergers and acquisitions in the transportation sector.
- Impact of change management on employee engagement
- Mergers and acquisitions in the Hire Vehicle Industry of the UK
- Organizational culture and its role in successful integration
- The impact of change management on employee engagement in post-merger integration
- Factors affecting employee engagement during organizational change
Chapter Summaries
This research begins with an introduction to the Hire Vehicle Industry of the UK, specifically focusing on the private hire vehicle (PHV) sector. The chapter details the background of the industry, including the rise of ride-sharing platforms and the impact of competition on PHV companies. The study's problem statement, research aim and objectives, significance, and structure are outlined in this chapter.
Chapter II delves into the literature review, examining relevant concepts such as mergers and acquisitions, change management in M&A, and employee engagement. It explores the relationship between change management and organizational culture, highlighting crucial factors like organizational leadership, politics, communication, and resistance to change. This chapter also examines the integration of human resources during mergers and acquisitions and the impact of post-merger change management on employee engagement.
Chapter III details the research methodology employed in the study. It outlines the research design, strategies, sampling process, and data collection methods. The chapter discusses the ethical considerations of the research project, including the treatment of participant data and confidentiality.
Chapter IV presents the data analysis results. It includes an analysis of survey data, exploring relationships between employee engagement, post-merger change management, and the impact of change management on employee engagement. It also includes an analysis of interview data, exploring factors affecting the merger of PHV companies, challenges and opportunities of the merger, and strategies used to increase employee engagement.
Keywords
This research focuses on the impact of change management on employee engagement during mergers and acquisitions in the UK Hire Vehicle Industry. Key topics explored include mergers and acquisitions, change management, organizational culture, employee engagement, post-merger integration, and the impact of change management on employee engagement in the post-merger period.
- Quote paper
- Muhammad Khurram (Author), 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, Munich, GRIN Verlag, https://www.grin.com/document/489411
