• Downsizing and the impact on employee job satisfaction: An analysis of employee job satisfaction with regard to organisational downsizing and merger, between two major BT business departments - BT Retail and BT Wholesale Markets

      Page, Steve; Brenton, Cullum (University College Chester, 2005-06)
      This dissertational report represents analytical findings and conclusions following a six month investigation into the issue of downsizing and its impact on employee job satisfaction. Through qualitative, case-study research, the aim was to explore not only the impact on job satisfaction downsizing had on employees, but also to identify existing literature, in order to understand and establish the subjects being studied. The data is drawn from two stages of case study research. Stage one involved a literature review of downsizing and employee job satisfaction. This was necessary, in order to build a theoretical background, allowing the author to discuss the findings with the primary research resulting from the survey. Stage two consisted of the primary research tool relating to a distributed questionnaire to one hundred and eight two (182) employees from British Telecom's retail division, identified as the most affected staff group of the BT downsizing strategy. The main results from this study are presented through tables and pictorial diagrams and are aligned to the existing literature in order to present any similarities with the existing literature or is there new evidence stating opposites the existing literature. The aims of the investigation are to analyse post downsizing, job satisfaction scores using a job satisfaction survey (JSS).
    • An exploration of the impact of a change programme on employee job satisfaction levels at UPM-Shotton

      Jones, Alan; O'Grady, Andrew (University of ChesterUPM-Shotton, 2008-06)
      Contemporary literature on organisational change suggests that the pace of change is accelerating and that organisations must be prepared to anticipate and respond quickly to change in order to remain competitive. Effective change management practices and processes have become an increasingly indispensable part of running a successful business. The impact of change on employee well-being is also of growing importance as it can affect the functioning of the business. Despite the considerable amount of academic literature on change, there seems to be a lack of research on the impact of change on employee levels of job satisfaction, and the factors that maintain or enhance job satisfaction during change. More specifically, no research has investigated how a TPM change programme affects employee levels of job satisfaction. This study therefore aims to explore how a TPM change programme impacts on levels of employee job satisfaction, within a manufacturing environment. A conceptual model was developed which drew together the key theoretical elements of change management and job satisfaction. A cross-sectional design was used to compare levels of job satisfaction, and factors identified from the conceptual model between a group actively involved in a TPM change programme (N = 30) with a group not yet involved in the change programme (N = 48). Statistical analyses demonstrated that there were significant differences between groups. Significantly higher levels of job satisfaction, opportunities to learn new skills and the experience of effective communication, was shown by participants actively involved in the TPM change programme. In addition, levels of job satisfaction showed significant positive correlations with understanding the need and benefits of the change programme and personal responsibility for successfully completing work outcomes. It was concluded that the non-significant differences found between groups, concerning aspects of job enrichment, suggest that other factors of the conceptual model, such as communication and learning culture, may have a stronger influence on levels of job satisfaction.
    • Implications of job satisfaction shifts with different merger categories: Study of mergers & acquisitions in Georgian financial market

      Pyke, Chris; Gabunia, Valerian (University of Chester, 2009-12)
      This paper provides an important finding for the managers who believe that employee job satisfaction is a vital factor for the organisational health. Findings of this paper are especially useful for Georgian managers who are involved in M&A process and want to identify a crucial motivation determinant that shapes and influences job satisfaction. This research examines the theory developed by Price Pritchett, Donald Robinson and Russell Clarkson stating that adversarial merger types tend to decrease employee job satisfaction and undermine economical benefit of particular M&A. Theory divides all mergers in four basic categories: Rescues, Collaborations, Contested situations and Raids according to their degree of collaboration. Authors illustrate M&A case studies demonstrating success of collaborative mergers and failure of adversarial ones. Researcher tests precision of above mentioned theory in three Georgian post merger companies. Based on the interviews with the managers who have personally witnessed merger process of companies, researcher allocates merger deal to above mentioned four M&A categories. Then researcher measures shifts between employee pre and post merger job satisfaction using the satisfaction determinants proposed by famous satisfaction measurement instrument JDI (Job descriptive index) developed by Smith, Kendall, and Hulin. Putting together merger categories and job satisfaction shifts in three specific Georgian companies' researcher examines relationship between cooperativeness of mergers and shifts in employee job satisfaction.