Search results

The most critical aspect leading to success or failure of mergers and acquisitions (M&As) is people‐related. Unfortunately, how to handle aspects of “people issues” remains one of the most difficult tasks to accomplish successfully. This paper aims to deal with the question of how to keep employees motivated and to retain them in such complex times as M&A transactions.

There are a number of reasons why the challenge of motivation and retention of key people is so difficult to master. The paper identifies the five main challenges of motivation and retention in M&As and how to tackle them.

The key reasons why the motivation and retention of key people during M&As are so difficult to master are that often damage is done prior to the closing of the deal. It is hard to handle the speed at which M&As are concluded and so it can be difficult to quickly and efficiently identify the key people to retain. The right packages need to be designed to retain the right people and communication with employees retained, as well as those not retained, must be maintained.

Keeping key people motivated and committed will help to retain them even during such complex times as M&A transactions, but also beyond. It is essential to prepare, as early as possible, detailed integration plans that include the identification of key people and the design of retention programmes, with the latter assisting in meeting retention goals. Communication of these elements, and other deal‐related issues, must also be effectively maintained.

The paper provides guidance in motivating and retaining key staff in the event of mergers and acquisitions.

Using “districts” nested within “regions”, this multi‐level analysis research aims to examine whether a climate of supervisory‐support at a “district”‐level (as measured by perceived supervisor support (PSS)), and “region”‐level unemployment rates were related to “district”‐level retention rates of blue‐collar part‐time employees (PTEs).

Blue‐collar PTE retention rates (from company records) and PSS levels (from a company‐wide survey) of a large global service provider were gathered. “Regional” unemployment rates were collected via publicly‐accessible government statistics.

The study finds that PSS levels of blue‐collar PTEs were related to retention rates. Additionally, through the nested relationship of the study, the “region”‐level unemployment rate was also related to PTE retention levels.

Limitations of the study included generalization to other companies, inability to collect demographic data, sample size and sampling issues, and concerns about the measurement of retention.

This study revealed that supervisory‐support climate was important in PTE retention. This paper gives mechanisms that managers can use to improve PSS levels of employees. Additionally, since organizations exist in environments, results show that the external environment may affect organizational outcomes, no matter what occurs internally in the organization.

This study is unique since it focused specifically on blue‐collar PTEs, a much‐needed group of people to research. The paper gave ways for managers to enhance their relationship with PTEs, thereby having special value for managers and those who study managerial development. Additionally, the study gave evidence that organizations exist in environments, and factors outside the organization may affect retention within organizations.

Research that follows people over a period of time (longitudinal or panel studies) is increasingly recognised as of great importance in helping us to understand the ageing process and changes over time in the lives of older people. If people drop out of studies ‐ which older people are more likely to do ‐ the value of the study diminishes. This research draws on evidence from ongoing and previous longitudinal studies of people aged 55 and over to examine what factors encourage the retention of participants and what causes them to drop out. The research is synthesising existing evidence, drawing together the experiences of researchers involved in longitudinal studies, and collecting some new evidence about the views of survey participants. This article reports on the first part of the research by drawing together evidence from other studies. These show that there are some factors that are related to attrition whereas for others the evidence is mixed. Methods employed by these studies to reduce attrition and retain participants are examined. It must be noted that apart from the consistent finding that attrition is associated with age, education, socio‐economic status and cognitive impairment, not all studies examined the same variables; some only being explored by one study. This makes it difficult to draw any further conclusions and indicates that attrition needs to be addressed in a uniform manner by more studies. This article identifies some implications for policy‐makers and practitioners.

The purpose of this paper is to measure the impact of organizational culture on managerial effectiveness of academic leaders to enhance employee engagement and retention in higher educational institutions. This study utilizes “Social Exchange Theory (SET)” as a theoretical lens to clarify the phenomena.

This study uses an exploratory cum descriptive research design. Data collected via a structured questionnaire was analyzed and interpreted through structural equation modeling.

Organizational culture is found to have a significantly positive impact on managerial effectiveness. The findings also delineate a positive influence of managerial effectiveness on employee engagement and employee retention.

This study provides insights into the cultural neuances and subtleties of how organizational culture influences managerial effectiveness of institutional leaders. This has a direct bearing upon work engagement and retention of employees. Therefore if leaders focus on organizational culture they will succeed in creating a productive and healthier workplace for their employees. This study is also addressing the strategic concern of sustainability in higher educational institutions through employee engagement and retention.

It is an original work based on primary data to bridge the research gap concerning the prevalent OC shaping ME in Indian higher educational context. It also enriches understanding about alignment of cultural dimensions towards achieving work engagement, and retention of employees through managerial effectiveness of leaders in higher education institutions.

A decline in participation in research studies as people age is inevitable as health declines. This paper aims to address this by collecting data from a group of participants to examine their reasons for declining attendance and suggestions for maintaining attendance as participants age.

This research used a postal self-completed questionnaire including open and closed questions. The questionnaire was sent to those participants who have declined to attend further clinic visits. Results were analysed using thematic content analysis.

The study had a 51% response rate. Participants reported difficulty with travelling to the clinic, and health as the main issues in addition to family demands and a lack of understanding regarding the continuing participation of a singleton twin.

This study could only include data from responding participants, answers to open question also included comments from participants regarding their twin.

An anonymous questionnaire was sent to all individuals in the Keeping Together project. It was therefore not possible to identify if responses were from both members of a twin pair.

Maintaining participation in longitudinal studies is of crucial importance to enhance the value of data. Retention of participants in studies may change as people age and health becomes impaired. Suggestions for maintaining and improving the retention of older participants have been identified and are generalisable to other longitudinal studies of ageing.

Successful growth companies represent the future. Their opportunistic, customer‐responsive styles and operating practices are just what today′s turbulent, competitive environment demands. As they grow, they will become powerful forces in the economy and their successful planning and operating practices will be adopted by other aspiring organisations. The focus is upon the fast‐growing companies in Britain. Their experience over a relatively short time frame demonstrates the opportunities, threats, problems and pitfalls attached to dramatic business growth. A new set of rules which would guide companies through the necessary and predictable transitions of growth are sought. It is hoped that chief executives and strategic planning directors will use the findings, conclusions and recommendations presented to shape the future practices of their own organisations.

Causal models have been used in recent intellectual capital research studies to better understand the various outcomes of antecedent configurations of intangible asset components. These studies have been conducted in various industry sectors including insurance, healthcare, banks, and others. The purpose of this study is to replicate and extend prior research results within a new financial services sub‐sector.

A survey instrument based on prior research was administered to 396 employees from ten credit unions across Canada.

The results show that the pattern and value of causal paths change slightly from one context to another.

Six research implications are offered which summarize the key academic findings of the study related to how the interdependencies of the constructs alter from one context to another.

The empirical results presented here should lead analysts to recognize that measuring and strategically managing intellectual capital may in fact become the most important managerial activity for driving organizational performance.

The study provides a unique opportunity to test the generalizability and contextual implications of administering a similar survey instrument across various contexts.

The purpose of this paper is to present the importance of a healthy working environment and approaches to establish a healthy working environment of older employees and their impact on work engagement of older employees. The working environment that is not suitable and adapted for older employees presents a big challenge for Slovenian and other companies in which the work force is getting older. Hence, this paper develops a model of a healthy working environment for older employees, in which they could feel well because of its positive affect on their health.

The research method in this paper was the descriptive-correlative type. After a systematic review of literature, which relates to this topic, the authors used the compilation method. In addition to descriptive statistics, factor analysis and regression analysis were used in this paper.

Considering the demographic changes and active ageing in the workplace, age diversity of employees has to become a part of the general strategy of a company to ensure equality and diversity. Adequate working conditions, which should exist in every company, contribute to the improvement of healthy working environment for older employees and their work-engagement. This paper presents that approaches to establish a healthy working environment of older employees have a positive impact on work-engagement of older employees.

The stated findings will help companies to better understand and manage their older employees and the importance of establishing a healthy working environment for older employees with which the work-engagement of older employees can be improved. Socially responsible behavior benefits all in this way, too.

This paper is based on forming a research model for creating a healthy working environment for older employees as a part of social responsibility. The main objective of this paper is to examine the impact of establishment of a healthy working environment for older employees on the work engagement of older employees in Slovenia.

The purpose of this paper is to provide an interview with Sylvia Anne Hewlett, founder and president of the Center for Work Life Policy and Director of the Gender and Policy Program at Columbia University's School of International and Public Affairs.

This briefing is prepared by an independent interviewer.

Sylvia is a member of the World Economic Forum Council on the Gender Gap. She is the author of nine books including When the Bough Breaks (winner of a Robert F. Kennedy Memorial Book Prize), and, most recently, Off‐Ramps and On‐Ramps. This interview discusses her recent publication: Top Talent: Keeping Performance Up When Business is Down and how to engage and retain talent in the workplace.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

This interview provides insights into the strategies that employers should adopt to retain and engage talent and how organizations can better communicate with their employees following the economic downturn.