The effect of mergers and acquisitions : focus on employee job satisfaction of former employees of Smartcom in Vodacom SA

Rathogwa, Avhaathu Thelma (2008-12)

Thesis (MPhil (Information Science))--Stellenbosch University, 2008.


The general purpose of this study was to gain an understanding of the relationship between organisational mergers and/or acquisitions and job satisfaction. Specifically, the concept of job satisfaction was examined in relation to ex-Smartcom employees who were moved to Vodacom after the acquisition of Smartcom. Variables such as age, marital status, educational level, gender and job security were examined for a possible significant relationship to employee job satisfaction. Management involvement and intervention during the acquisition were also examined to establish whether or not this also affects employee job satisfaction. It was hypothesised that employees were dissatisfied as a result of the acquisition. The researcher used a combination of both quantitative and qualitative methods of collecting data. Through questionnaires, interviews and observation, the researcher achieved what is called ‘triangulation’ in order to get a better understanding of the results. The data was gathered and analysed effectively by using different methods of collecting and measuring data. This was done to ensure that the study’s trustworthiness, validation and reliability. The results are discussed in terms of the hypothesis set in the study. This is done through a discussion of the conclusion drawn from the findings. Even though employees are dissatisfied as a result of mergers and acquisitions, it was found that there are other factors such as work environment, pay, recognition, responsibility, team work, and security that can also lead to employee dissatisfaction. It was therefore concluded that when an acquisition is made, management should not only focus on the bottom-line, but also pay attention to the human factors that can lead to the failure or success of the acquisition. Integration and intervention programmes can be used as mechanisms for successful operations post mergers and acquisitions.

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