The number of mergers and acquisitions grew at record rates in the United States over the past 10 years, and mega telecommunications mergers have been no exception. Three very high-profile telecommunications mergers included MCI and Verizon, Sprint and Nextel, and BellSouth and AT&T. These megamergers have changed the competitive landscape dramatically in the telecom arena. Despite the popularity of mergers and acquisitions (M&As), evidence has shown that the majority have failed to improve performance and failed to achieve anticipated strategic and financial objectives set forth in the premerger planning phase, according to J. Krug and R. Aguilera's 2004 article "Top Management Team Turnover in Mergers and Acquisitions" in Advances in Mergers and Acquisitions. The primary reason behind such common performance failures according to S. Cartwright and C. L. Cooper's 2000 HR Know-How in Mergers and Acquisitions was based on various human resources factors such as culture, management, poor motivation, and loss of talent. Based on the aforementioned post corporate merger performance failure considerations, this research study examined the impact on employee morale and turnover intention related to a recent megamerger between two telecommunications conglomerates. A total of 257 participants completed the survey instrument. When comparing the major sections of the Modified Edwards Survey, it was noted that the section on negatively worded job-related statements had the highest level of agreement (composite average 3.25), indicating that a significant improvement is needed in regard to too little job variety and too little job input particularly. It was also noted that the section related to career support had the lowest level of agreement (composite average 1.71), indicating that improvement should focus primarily on issues related to support for professional activities; fair hiring practices; fair workload distribution; and enhanced career development/promotion opportunities. However, none of the demographic variables (e.g., age, education level, tenure in present position, tenure within the telecommunications industry, and annual income) were statistically significant and correlated with the morale and turnover ratings.
|Advisor:||Babb, Danielle L.|
|Commitee:||Hannon, John C., Honeycutt, Andrew|
|Department:||School of Business|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 69/03, Dissertation Abstracts International|
|Keywords:||Human resource, Mergers, Morale, Organizational change, Telecommunications, Turnover, Turnover intention|
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