According to this study, employees in acquired organizations have concerns that transform into expectations concerning both employees and their work group. These expectations are with respect to immediate job and employment fears to longer-term status, and behavioral and cultural concerns in the new organization. These expectations vary time to time and have different aspect depending upon the superiority of the employee, the degree of integrations sought by the acquirer and the extent to which expectations formed are proven to be realistic and reachable.
The assumption following the shaping and reorganizing of expectations is that if employee expectations were properly managed during the implementation process there would be less uncertainty and ambiguity among the employees and less damage to levels of organizational commitment. If there is a mismatch in expectations, the outcome could be expected to be undesirable for both the individual as well as the merged entity by way of higher intention to leave the organization and a loss of qualified and capable employees.
Surkund, et al., (2007) examine managing expectations of acquire emp...
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...ein: University of the Free State.
Surkund, D., Purang, P., & Gupta, M (2007). Managing expectations of acquire employees in a post merger scenario. Indian Institute of Technology Bombay. Retrieved May 30, 2010 from AABSS2009ManagingExpectationsOfAcquireEmployeesInAPostMergerScenario.
Tom. (1971). The Role of Personality and Organizational Images in the Recruiting Process. Organizational Behavior and Human Performance 6, 653-669.
Mylonakis, J. (2006). The Impact of Banks’ Mergers & Acquisitions on their Staff Employment & Effectiveness. International Research Journal of Finance and Economics, 3, 121-137. Retrieved March 24, 2010 from htttp://www.eurojournals.com/finance.htm.
Fernandes, E., Knowles, K., & Erickson, R.A. Retention after a merger keeping your employees from “jumping ship” and your intellectual capital and client relationships “on board”.
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