Stories of merger and acquisition change : a teambased approach in promotion of mental health
- Authors: Visagie, Retha Gertruida
- Date: 2012-09-10
- Subjects: Consolidation and merger of corporations - Psychological aspects , Organizational change - Psychological aspects , Industrial psychiatry , Mental health
- Type: Mini-Dissertation
- Identifier: uj:9904 , http://hdl.handle.net/10210/7303
- Description: M.Cur. , Stories about change and transformation are not foreign to any South African. Since the 1994 election, we even refer to our country as the "new South Africa", indicating the dynamic nature of ongoing transformation initiatives and processes in our daily existence. Amidst all these opportunities that are created for individuals and companies to change, two crucial questions emerge in the business world today: Are you ready to change individually? Are you willing to change collectively? It seems as if globalisation - "racing towards the world" - and technology - "racing towards the future" (Andrews, 2000:7) - form an integral part of our current business landscape. The impact on individuals that work in this environment is high levels of stress, uncertainty and anxiety (Mirvis in Elledge & Phillips, 1994:20), thus causing mental discomfort. The collective abilities of men and women are exhausted in the process of dealing with continuous challenges to change (Senge, et.al. 1999:3). The media reports almost daily, often in a problem-centred way, about a specific form of organisational change, namely merger and acquisition (M&A) change. This research tells the story of two management teams that were involved in an M&A change process in a specific South African property and hotel owning company, as the need was identified by top management to deal more constructively with the unique needs of M&A change processes in order to promote mental health in this context. Certain managers in this company described feelings of mental discomfort such as being unmotivated, angry and unproductive in relation to M&A changes in the company. Team coaching, as an "artful, compassionate and incisive way" of creating an environment in which teams can learn (Senge, et al. 1999:106), emerged as a relevant way to empower management teams in dealing with the impact of an M&A change process, thus promoting mental health. The value of a team-based approach lies in working collaboratively as a team, based on collaborative values such as integrity, respect, recognition, consensus, ownership and accountability (Fitz-enz, 1997:120). Appreciative inquiry was also identified as a way to create change in teams (Bushe, 1998:1). The objectives of this research are listed below To explore and describe the lived experience (stories) of a management team that belongs to one of two identified units of a specific South African company with regard to the impact of an M&A change process. (Phase I.) To explore and describe recommendations that are made by a management team that belongs to one of two identified units of a specific South African company, in order to address challenges that are related to the impact of an M&A change process. (Phase I.) • To co-construct and describe guidelines for the advanced psychiatric nurse practitioner as framework for facilitating a team-coaching programme for empowerment of a specific management team, with regard to the impact of an M&A change process, in order to promote mental health. (Phase II.) A qualitative (Babbie & Mouton, 2001: 271), exploratory (Mouton, 1996: 103), descriptive (Merriam, 1991: 11/12) and contextual (Babbie & Mouton, 2001: 272) research design was followed. The research method entailed multiple descriptive case studies (Yin, 1994: 13) during which data was gathered by means of focus group interviews (Krueger, 1994: 14, 15, 19, 29), field notes (Wilson, 1989: 434-436), naive sketches and drawings. Data was analysed using the descriptive method of open coding by Tech (in Creswell, 1994:154). Two independent co-coders analysed the data with me, and we held consensus discussions. A literature control was conducted to recontextualise data (Morse & Field, 1996: 106). In phase I of the research, I concluded that different narratives construct the impact of an M&A change process in the research context. Dominant problem-saturated stories were told of being in the dark as a result of the psychological impact of the M&A change process. A process of disempowerment that resulted in decreased organisational productivity characterised these problemsaturated stories. Narratives that portray unique outcomes of new meaning that emerged in the midst of turmoil, as well as M&A change as a story of paradox, unfolded. Team members' recommendations centred on practices that reflect managerial competence, speaking a language of influence, and factors that contribute to a constructive M&A change process. The model of Guba (in Krefting, 1991:214-222) was utilised to establish and maintain trustworthiness throughout the research process. Based on results of the research and the literature control, guidelines were co-constructed and described, in phase II, for the advanced psychiatric nurse practitioner that works in this context. These guidelines serve as a framework for facilitating a team-coaching programme for the empowerment of a specific management team with regard to the impact of an M&A change process, in order to promote mental health. Through facilitation of this programme, team members are assisted to rewrite the problem-saturated stories of M&A change, and to stimulate the generation of preferred stories. These guidelines thus move away from the problem-solving discourse to a socially constructed reality that focuses on the strengths and resources in a change situation, rather than on the deficits and weaknesses (Gergen, 2001). The search for meaning in this research was grounded in the Theory for Health Promotion in Nursing (Rand Afrikaans University: Department of Nursing, 2000:1-16) and social constructionism (Denzin & Lincoln, 1994:127), which developed in a post-modern philosophy. This choice was underpinned by a deep believe in the holistic nature of human life, as well as the value of preserving quality of life through mental health promotion at an individual and a collective level. From a social constructionist viewpoint, I embrace the notion that we are socially shaped by the cultural context that we are a part of, and the language that we use about others and ourselves. Conducting this research in the context of nursing in a functional approach qualifies it as applied research that aims at improving the field of practice (Botes, 1991:19-23). Literature that states the increasing number of M&A deals globally and nationally, as well as the high reported failure risk, confirms the relevance of this research in the South African context. It was also a response to a relevant national need, namely promoting mental health in the workplace as an integral part of health (ANC, 1994:20). Conclusions were drawn and recommendations made for the nursing practice, nursing education and nursing research, as "we must be the change we wish to see in the world" (Lord, 2002:6).
- Full Text:
- Authors: Visagie, Retha Gertruida
- Date: 2012-09-10
- Subjects: Consolidation and merger of corporations - Psychological aspects , Organizational change - Psychological aspects , Industrial psychiatry , Mental health
- Type: Mini-Dissertation
- Identifier: uj:9904 , http://hdl.handle.net/10210/7303
- Description: M.Cur. , Stories about change and transformation are not foreign to any South African. Since the 1994 election, we even refer to our country as the "new South Africa", indicating the dynamic nature of ongoing transformation initiatives and processes in our daily existence. Amidst all these opportunities that are created for individuals and companies to change, two crucial questions emerge in the business world today: Are you ready to change individually? Are you willing to change collectively? It seems as if globalisation - "racing towards the world" - and technology - "racing towards the future" (Andrews, 2000:7) - form an integral part of our current business landscape. The impact on individuals that work in this environment is high levels of stress, uncertainty and anxiety (Mirvis in Elledge & Phillips, 1994:20), thus causing mental discomfort. The collective abilities of men and women are exhausted in the process of dealing with continuous challenges to change (Senge, et.al. 1999:3). The media reports almost daily, often in a problem-centred way, about a specific form of organisational change, namely merger and acquisition (M&A) change. This research tells the story of two management teams that were involved in an M&A change process in a specific South African property and hotel owning company, as the need was identified by top management to deal more constructively with the unique needs of M&A change processes in order to promote mental health in this context. Certain managers in this company described feelings of mental discomfort such as being unmotivated, angry and unproductive in relation to M&A changes in the company. Team coaching, as an "artful, compassionate and incisive way" of creating an environment in which teams can learn (Senge, et al. 1999:106), emerged as a relevant way to empower management teams in dealing with the impact of an M&A change process, thus promoting mental health. The value of a team-based approach lies in working collaboratively as a team, based on collaborative values such as integrity, respect, recognition, consensus, ownership and accountability (Fitz-enz, 1997:120). Appreciative inquiry was also identified as a way to create change in teams (Bushe, 1998:1). The objectives of this research are listed below To explore and describe the lived experience (stories) of a management team that belongs to one of two identified units of a specific South African company with regard to the impact of an M&A change process. (Phase I.) To explore and describe recommendations that are made by a management team that belongs to one of two identified units of a specific South African company, in order to address challenges that are related to the impact of an M&A change process. (Phase I.) • To co-construct and describe guidelines for the advanced psychiatric nurse practitioner as framework for facilitating a team-coaching programme for empowerment of a specific management team, with regard to the impact of an M&A change process, in order to promote mental health. (Phase II.) A qualitative (Babbie & Mouton, 2001: 271), exploratory (Mouton, 1996: 103), descriptive (Merriam, 1991: 11/12) and contextual (Babbie & Mouton, 2001: 272) research design was followed. The research method entailed multiple descriptive case studies (Yin, 1994: 13) during which data was gathered by means of focus group interviews (Krueger, 1994: 14, 15, 19, 29), field notes (Wilson, 1989: 434-436), naive sketches and drawings. Data was analysed using the descriptive method of open coding by Tech (in Creswell, 1994:154). Two independent co-coders analysed the data with me, and we held consensus discussions. A literature control was conducted to recontextualise data (Morse & Field, 1996: 106). In phase I of the research, I concluded that different narratives construct the impact of an M&A change process in the research context. Dominant problem-saturated stories were told of being in the dark as a result of the psychological impact of the M&A change process. A process of disempowerment that resulted in decreased organisational productivity characterised these problemsaturated stories. Narratives that portray unique outcomes of new meaning that emerged in the midst of turmoil, as well as M&A change as a story of paradox, unfolded. Team members' recommendations centred on practices that reflect managerial competence, speaking a language of influence, and factors that contribute to a constructive M&A change process. The model of Guba (in Krefting, 1991:214-222) was utilised to establish and maintain trustworthiness throughout the research process. Based on results of the research and the literature control, guidelines were co-constructed and described, in phase II, for the advanced psychiatric nurse practitioner that works in this context. These guidelines serve as a framework for facilitating a team-coaching programme for the empowerment of a specific management team with regard to the impact of an M&A change process, in order to promote mental health. Through facilitation of this programme, team members are assisted to rewrite the problem-saturated stories of M&A change, and to stimulate the generation of preferred stories. These guidelines thus move away from the problem-solving discourse to a socially constructed reality that focuses on the strengths and resources in a change situation, rather than on the deficits and weaknesses (Gergen, 2001). The search for meaning in this research was grounded in the Theory for Health Promotion in Nursing (Rand Afrikaans University: Department of Nursing, 2000:1-16) and social constructionism (Denzin & Lincoln, 1994:127), which developed in a post-modern philosophy. This choice was underpinned by a deep believe in the holistic nature of human life, as well as the value of preserving quality of life through mental health promotion at an individual and a collective level. From a social constructionist viewpoint, I embrace the notion that we are socially shaped by the cultural context that we are a part of, and the language that we use about others and ourselves. Conducting this research in the context of nursing in a functional approach qualifies it as applied research that aims at improving the field of practice (Botes, 1991:19-23). Literature that states the increasing number of M&A deals globally and nationally, as well as the high reported failure risk, confirms the relevance of this research in the South African context. It was also a response to a relevant national need, namely promoting mental health in the workplace as an integral part of health (ANC, 1994:20). Conclusions were drawn and recommendations made for the nursing practice, nursing education and nursing research, as "we must be the change we wish to see in the world" (Lord, 2002:6).
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Employee perceptions of organisational change on the psychological contract
- Authors: Magano, Kelebogile Desiree
- Date: 2017
- Subjects: Organizational change - Psychological aspects , Consolidation and merger of corporations - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246211 , uj:25519
- Description: M.Phil. (Human Resource Management) , Abstract: Corporate mergers and acquisitions are a common source of company growth, but many fail and do not achieve the projected financial results. People-related issues constitute the primary reason for such failures. These issues may result from the negative impact that changes often have on the psychological contract. As people are critical to the success of change efforts, an investigation was warranted into the perceived impact on the psychological contract during periods of change. The unit of study for this case study was a pharmaceutical company. The researcher used a qualitative research approach in order to gain a deeper understanding of the participants’ experiences. Semi-structured interviews (based on an interview schedule) were conducted with 12 purposively selected participants. The interviews were all recorded. Content analysis was conducted to capture the richness of themes derived from the participants’ narratives. The analysis involved both transcribing and interpreting the data. The findings of the study indicated that the pressures of the external environment and the organisation neglecting the human side of change led to the psychological contract being impacted. This led to reduced organisational citizenship behaviours, which was evidently displayed through reduced commitment and low engagement. On the other hand, the organisation was offering less career opportunities, job security and less job opportunities but expected employees to put in more effort through time, flexibility and expertise. It was evident that organisational change produced changes in the psychological contract, employee attitudes and behaviours. A perceived breach in the fulfilment of obligations could be directly linked to staff turnover. Work role and employee expectations underpinned the psychological contract. Thus, a violation of these expectations resulted in dissatisfaction and turnover, or intention to leave.
- Full Text:
- Authors: Magano, Kelebogile Desiree
- Date: 2017
- Subjects: Organizational change - Psychological aspects , Consolidation and merger of corporations - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246211 , uj:25519
- Description: M.Phil. (Human Resource Management) , Abstract: Corporate mergers and acquisitions are a common source of company growth, but many fail and do not achieve the projected financial results. People-related issues constitute the primary reason for such failures. These issues may result from the negative impact that changes often have on the psychological contract. As people are critical to the success of change efforts, an investigation was warranted into the perceived impact on the psychological contract during periods of change. The unit of study for this case study was a pharmaceutical company. The researcher used a qualitative research approach in order to gain a deeper understanding of the participants’ experiences. Semi-structured interviews (based on an interview schedule) were conducted with 12 purposively selected participants. The interviews were all recorded. Content analysis was conducted to capture the richness of themes derived from the participants’ narratives. The analysis involved both transcribing and interpreting the data. The findings of the study indicated that the pressures of the external environment and the organisation neglecting the human side of change led to the psychological contract being impacted. This led to reduced organisational citizenship behaviours, which was evidently displayed through reduced commitment and low engagement. On the other hand, the organisation was offering less career opportunities, job security and less job opportunities but expected employees to put in more effort through time, flexibility and expertise. It was evident that organisational change produced changes in the psychological contract, employee attitudes and behaviours. A perceived breach in the fulfilment of obligations could be directly linked to staff turnover. Work role and employee expectations underpinned the psychological contract. Thus, a violation of these expectations resulted in dissatisfaction and turnover, or intention to leave.
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The mental model of a leader that flourishes in complex and turbulent contexts
- Authors: Hodgkinson, Garreth
- Date: 2017
- Subjects: Psychology, Industrial , Organizational change - Management , Organizational change - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246191 , uj:25516
- Description: M.Com. (Industrial Psychology) , Abstract: Change is perceived as the only constant. Given the impact of this continual and chaotic change that organisations are faced with, the management of change is becoming a highly required managerial skill. Business has recognised the necessity and advantages of managing change effectively. Successful business leaders can arguably provide valuable leadership and guidance through periods of change, and a deeper understanding of their mental models may provide valuable empirical insight into their thinking and resultant behaviours. The purpose of this study was therefore to explore the mental model of an organisational leader who flourishes within complex and turbulent contexts. This research was conducted in a qualitative manner using the Repertory Grid Technique to identify personal constructs. Through a process of subsuming, it was possible to identify the mental model of the organisational leader. This mental model has helped identify areas that are crucial to navigating chaotic change in turbulent contexts. The results indicated that self-awareness and confidence in one’s own ability are critical to flourishing within turbulent contexts.
- Full Text:
- Authors: Hodgkinson, Garreth
- Date: 2017
- Subjects: Psychology, Industrial , Organizational change - Management , Organizational change - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246191 , uj:25516
- Description: M.Com. (Industrial Psychology) , Abstract: Change is perceived as the only constant. Given the impact of this continual and chaotic change that organisations are faced with, the management of change is becoming a highly required managerial skill. Business has recognised the necessity and advantages of managing change effectively. Successful business leaders can arguably provide valuable leadership and guidance through periods of change, and a deeper understanding of their mental models may provide valuable empirical insight into their thinking and resultant behaviours. The purpose of this study was therefore to explore the mental model of an organisational leader who flourishes within complex and turbulent contexts. This research was conducted in a qualitative manner using the Repertory Grid Technique to identify personal constructs. Through a process of subsuming, it was possible to identify the mental model of the organisational leader. This mental model has helped identify areas that are crucial to navigating chaotic change in turbulent contexts. The results indicated that self-awareness and confidence in one’s own ability are critical to flourishing within turbulent contexts.
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Job crafting in Higher Education : a longitudinal study
- Authors: Dhanpat, Nelesh
- Date: 2019
- Subjects: Organizational change - Psychological aspects , Quality of work life , Employees - Psychology , Work - Psychological aspects , Internet in education
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/455409 , uj:40306
- Description: Abstract: Organisational scholars have long been concerned about the way in which employees experience their work and the related psychological experiences. The workplace presents various job demands and resources that may alter the way in which employees perform their work. Some employees proactively customise the boundaries of their job, known as job crafting. In this study, Wrzesniewski and Dutton’s (2001) conceptualisation of job crafting was applied against the backdrop of higher education in the South African context. Organisations have become interested in how employees alter their jobs, and the effects thereof on work outcomes such as meaningfulness, work engagement, and work-role performance. Over the last two decades, higher education has witnessed immense changes that led to progress on transformation imperatives, equality, greater access to education, transformation of the curriculum, and an increased student population. These changes may place certain demands on employees, both academic and support staff, within higher education institutions (HEIs). Accordingly, the overarching objective of this study was to establish the effects of weekly task crafting and cognitive crafting on weekly meaningful work and weekly work engagement, and subsequently establish the effects of job demands and job resources on weeklytask crafting and congnitive crafting and weekly work-role performance. The aim of the present research was achieved through three independent studies. Study 1 (reported in Article 1) focused on the development and validation of the Higher Education Hindrance Demands Scale. A quantitative approach was employed, and a cross sectional design was adopted. Data wasere collected from 184 academics and analysed using exploratory factor analysis. The reliability of the scale was calculated using Cronbach’s alpha coefficient. The result was, as anticipated, a six-factor model consisting of i) Workload, ii) Higher education unrest, iii) Change management, iv) Decolonisation, v) Online teaching and learning, and vi) Psychological safety. The results indicated excellent reliability (ranging between .74 and .90). The study focussed specifically on the hindrance demands that academic staff face... , Ph.D. (Human Resource Management)
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- Authors: Dhanpat, Nelesh
- Date: 2019
- Subjects: Organizational change - Psychological aspects , Quality of work life , Employees - Psychology , Work - Psychological aspects , Internet in education
- Language: English
- Type: Doctoral (Thesis)
- Identifier: http://hdl.handle.net/10210/455409 , uj:40306
- Description: Abstract: Organisational scholars have long been concerned about the way in which employees experience their work and the related psychological experiences. The workplace presents various job demands and resources that may alter the way in which employees perform their work. Some employees proactively customise the boundaries of their job, known as job crafting. In this study, Wrzesniewski and Dutton’s (2001) conceptualisation of job crafting was applied against the backdrop of higher education in the South African context. Organisations have become interested in how employees alter their jobs, and the effects thereof on work outcomes such as meaningfulness, work engagement, and work-role performance. Over the last two decades, higher education has witnessed immense changes that led to progress on transformation imperatives, equality, greater access to education, transformation of the curriculum, and an increased student population. These changes may place certain demands on employees, both academic and support staff, within higher education institutions (HEIs). Accordingly, the overarching objective of this study was to establish the effects of weekly task crafting and cognitive crafting on weekly meaningful work and weekly work engagement, and subsequently establish the effects of job demands and job resources on weeklytask crafting and congnitive crafting and weekly work-role performance. The aim of the present research was achieved through three independent studies. Study 1 (reported in Article 1) focused on the development and validation of the Higher Education Hindrance Demands Scale. A quantitative approach was employed, and a cross sectional design was adopted. Data wasere collected from 184 academics and analysed using exploratory factor analysis. The reliability of the scale was calculated using Cronbach’s alpha coefficient. The result was, as anticipated, a six-factor model consisting of i) Workload, ii) Higher education unrest, iii) Change management, iv) Decolonisation, v) Online teaching and learning, and vi) Psychological safety. The results indicated excellent reliability (ranging between .74 and .90). The study focussed specifically on the hindrance demands that academic staff face... , Ph.D. (Human Resource Management)
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The moderating effect of cultural values on career adaptability and work engagement
- Authors: Dateling, Tracy Rina
- Date: 2021
- Subjects: Organizational change - Psychological aspects , Adaptability (Psychology) , Work - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/478282 , uj:43220
- Description: Abstract: As the work environment changes, employees are being exposed to cultures that differ from their own, and organisations are looking for ways to increase work engagement. Work engagement is influenced by employees’ ability to adapt proactively to these constantly changing work conditions. The career construction theory framework recognises that career adaptability is influenced by contextual factors such as cultural values. Additionally, career construction theory proposes that high levels of adaptability can induce positive career-related outcomes like work engagement. The aim of this study was to determine the moderating effect of cultural values on the relationship between career adaptability and work engagement. Cultural values as a moderating variable can influence the outcome of this relationship as it affects the development and perception of both work engagement and career adaptability. A quantitative, cross-sectional survey design was used. The sample consisted of South African employees (n = 220). The following questionnaires were used: Utrecht Work Engagement Scale (UWES-9), Career Adapt-abilities Scale (CAAS), and Cultural Values Scale (CVSCALE). The data was analysed using correlation and moderation analysis... , M.Com. (Industrial Psychology)
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- Authors: Dateling, Tracy Rina
- Date: 2021
- Subjects: Organizational change - Psychological aspects , Adaptability (Psychology) , Work - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/478282 , uj:43220
- Description: Abstract: As the work environment changes, employees are being exposed to cultures that differ from their own, and organisations are looking for ways to increase work engagement. Work engagement is influenced by employees’ ability to adapt proactively to these constantly changing work conditions. The career construction theory framework recognises that career adaptability is influenced by contextual factors such as cultural values. Additionally, career construction theory proposes that high levels of adaptability can induce positive career-related outcomes like work engagement. The aim of this study was to determine the moderating effect of cultural values on the relationship between career adaptability and work engagement. Cultural values as a moderating variable can influence the outcome of this relationship as it affects the development and perception of both work engagement and career adaptability. A quantitative, cross-sectional survey design was used. The sample consisted of South African employees (n = 220). The following questionnaires were used: Utrecht Work Engagement Scale (UWES-9), Career Adapt-abilities Scale (CAAS), and Cultural Values Scale (CVSCALE). The data was analysed using correlation and moderation analysis... , M.Com. (Industrial Psychology)
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