Employee engagement : the impact of change management implementation in mergers

Abstract

This research is based on the premise that change management implementation is significantly related to employee engagement in post-merged organisations. The relationship between employee engagement and the demographic variables age and length of service, and variable change experience is also explored in the postmerged organisation. The study uses a quantitative design methodology to cover the objectives of the research and to answer the questions relating to the topics of the study. The sample was drawn from a mining industry within the private sector that has undergone a merger in the last five years. The sample for the study was selected using the convenience sampling method. Statistical tools that were used in this study included frequency analysis, measures of central distribution, t-tests, Friedman‟s test, and analysis of variance. The study found high levels of employee engagement in the dimensions emotional commitment and discretionary effort. The responses for the dimension intent to stay were above average while the response for rational commitment remained neutral. A significant difference was found between the levels of emotional commitment between the two merged companies. The extent of change management implemented differed significantly between the two merged companies. With regards to the demographic variables age and length of service and variable organisational change experience, no significant relationship was found with employee engagement. Copyright