After acquisition of any firm/ organization management need to motivate their employees and make them feel satisfied about their jobs, if the employees feel satisfied they perform their duties efficiently and when acquired firm’s employee performed best it directly affect the acquired firm’s performance. Motivation is very necessary in any field when an employee get motivated they perform their duty with the best of their knowledge and try to work hard. According to different researcher there are many factors that could bring change and affect the organizational performance one of them is job satisfaction of the employees. It is also said that if employees are motivated and satisfied with their jobs then they performed efficiently and if employees performed sound, it means organization is performing well. Organizational performance is measured by means of employee performance and employee performance is measured by their motivation, satisfaction of employees towards the job and the organization.
M&A are a source of thoughtful change for the organization, and change in any form is likely to be a cause of stress for the employees as it places unusual demands on them. One of the reasons for unsuccessful merger and acquisition is the negative perception of employees regarding M&A. As it is well known, too much stress increases job dissatisfaction and in turn, it is associated with a number of defect outcomes including increased turnover, and absenteeism and reduced job performance. Another main source of stress in the merger/acquisition process is the uncertain surrounding organizational and personnel changes that people are afraid of the upcoming change. This type of assumed uncertainties is more stressful to employees rather than the actual changes.
Hetzner et al, (2008) analyze employees’ perception of a change at their workplaces and the requirements for learning, and factors supporting or inhibiting learning in the context of this change. Research finds that the employees realized many difficulties of the modification of work routines, especially concerning work performance, professional knowledge, and professional role, but employees recognized the change as an opportunity for the acquisition of knowledge and competence development.
Griffin, (1991) studies the Effects of Work Redesign on Employee Perceptions, Attitudes, and Behaviors. A Long-Term Investigation. The results emerged from this study shows a pattern that holds clear implications for practicing managers and task design intellectuals. First, the task redesign hindrance significantly distorted employee perceptions in the expectation and desired directions. Furthermore, the altered perceptions remained at their new level for the duration of the study. Second, attitudes including satisfaction and commitment also increased quickly but then reduced back to their initial levels. Finally, performance did not increase initially, but did increase a lot by the end of the study...