The impact of change management on employee's engagement during mergers and acquisitions in Hire Vehicle Industry of UK. The case study of IRide (PDF)

Master's Thesis from the year 2018 in the subject Business economics - Business Management, Corporate Governance, grade: A, BPP University, language: English, abstract: 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.