McConeghy, Gary Lynn
Ed.D. (Doctor of Education)
Department of Educational Technology, Research and Assessment
Performance technology--United States; Employee motivation--United States; Consolidation and merger of corporations--United States
Many corporate mergers in the United States fail because managers have not given the appropriate attention to employees' concerns and issues. In the relatively stable electrical utility industry, very little information is available on how employees would perform during change caused by mergers. A qualitative study was done between March 2000 and June 2001 that investigated the concerns and issues of employees during the PECO Energy-Unicom merger. The following questions were investigated: (1) What were the concerns and issues of employees at PECO Energy and Unicom Corporation prior to the merger, (2) what were the concerns and issues of employees during the merger, and (3) was employee performance significantly effected at either company as a result? A literature review of industrial management, performance improvement technology, human resource management, and merger related employee issues was done. The pre-merger surveys were conducted by PECO and Unicom went to all employees. During the merger PECO and Unicom sent four random surveys to 2,000 management and non-management employees, receiving back between 806 and 342. PECO's Planning and Analysis and Unicom's Risk Management groups were interviewed in addition to answering surveys and questionnaires. Twenty-five employees volunteered to complete questionnaires across both companies. The surveys addressed morale, commitment, communications, productivity, merger rational, and about management. The questionnaires asked about personal concerns and issues of employees such as employee support, stress, and managing the merger. The interviews allowed employees to talk about what was important to them. The study found that employees had concerns and issues around eight themes: employees' problems and complaints not heard; trusting senior management; employee support; staffing and career management; differences in cultures; communications effectiveness; workplace diversity; and work/family life balance. It was also noted, that, employee performance was not significantly affected because managers placed emphasis on staying focused on work and customers. Managers were also effective in addressing other employees' concerns and issues such as explaining why the merger was so important to the success of each company, keeping goals clear, stressing teamwork, by keeping employees well informed about the progress of the merger and making information timely.
Love, Marnell W., "The examination of human performance technology efforts within antagonistic environments" (2002). Graduate Research Theses & Dissertations. 5750.
xii, 243 pages (some folded)
Northern Illinois University
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