Antecedents of employee alienation and its impact on individual work performance during post-merger integration (PMI)

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dc.contributor.authorAl Hosani, Yousef
dc.contributor.authorJabeen, Fauzia
dc.contributor.authorPaul, Justin
dc.contributor.authorStachowicz-Stanusch, Agata
dc.date.accessioned2020-10-20T07:05:07Z
dc.date.available2020-10-20T07:05:07Z
dc.date.copyright2020
dc.date.issued2020
dc.descriptionThis article is not available at CUD collection. The version of scholarly record of this article is published in Journal of Organizational Change Management (2020), available online at: https://doi.org/10.1108/JOCM-03-2020-0085en_US
dc.description.abstractPurpose: The objective of this study was to examine the significant factors leading to employee alienation in post-merger integration (PMI). Design/methodology/approach: Data were collected from 482 middle- and low-level employees in two organizations in the real estate and banking sectors in the United Arab Emirates. The analysis was carried out using structural equation modeling (SEM). Findings: Organizational justice, employee commitment, organizational trust, perceived effectiveness of human resource (HR) initiatives and employee communication strategy played an important role in developing or mitigating a feeling of alienation among employees during PMI. Employee tenure in the organization affected individual work performance. Research limitations/implications: The study was limited to middle- and low-level employees and did not consider other organizational variables important in mergers. This study will help merger strategists to deliver appropriate HR practices during PMI, facilitating mitigation of uncertainties among employees and maximizing their trust and commitment. Originality/value: The study results will help organizations understand employee trust, commitment and determinants in an emerging economy. © 2020, Emerald Publishing Limited.en_US
dc.identifier.citationAl Hosani, Y., Jabeen, F., Paul, J. and Stachowicz-Stanusch, A. (2020). Antecedents of employee alienation and its impact on individual work performance during post-merger integration (PMI). Journal of Organizational Change Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JOCM-03-2020-0085en_US
dc.identifier.issn09534814
dc.identifier.urihttps://doi.org/10.1108/JOCM-03-2020-0085
dc.identifier.urihttp://hdl.handle.net/20.500.12519/268
dc.language.isoenen_US
dc.publisherEmerald Group Holdings Ltd.en_US
dc.relationAuthors Affiliations : Al Hosani, Y., College of Business, Abu Dhabi University, Abu Dhabi, United Arab Emirates; Jabeen, F., College of Business, Abu Dhabi University, Abu Dhabi, United Arab Emirates; Paul, J., University of Puerto Rico, San Juan, Puerto Rico, United States, University of Washington, Seattle, WA, United States; Stachowicz-Stanusch, A., Faculty of Management, Canadian University of Dubai, Dubai, United Arab Emirates
dc.relation.ispartofseriesJournal of Organizational Change Management;
dc.rightsPermission to reuse abstract has been secured from Emerald Group Holdings Ltd.
dc.rights.holderCopyright : This article is © Emerald Publishing Limited and permission has been granted for this version to appear here (https://repository.cud.ac.ae/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Publishing Limited.
dc.subjectEmployee alienationen_US
dc.subjectIndividual work performanceen_US
dc.subjectMergers and acquisitionsen_US
dc.subjectPost-merger integrationen_US
dc.subjectUnited Arab Emiratesen_US
dc.titleAntecedents of employee alienation and its impact on individual work performance during post-merger integration (PMI)en_US
dc.typeArticleen_US

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