The influence of new management style following organizational merger on employees’ job satisfaction in Almasi Beverages Limited in Eldoret, Kenya
Silas Kiptoo Sambu, Dr. Phyllis Osodo, Lucy Wanza
Organizational mergers are occurring more often as a way of enhancing competitive advantage. However, uncertainty during the process diverts the focus of employees from productive work to issues like job security, changes in designation, career path, working in new departments and fear of working with new teams. The study therefore sought to investigate the effect of organizational merger strategy on employees’ job satisfaction in Almasi Beverages in Eldoret. Based on the study, this paper examines the influence of new management styles on the employees’ job morale in Almasi Beverages Limited. The research was guided by Uncertainty Reduction Theory which postulates that when uncertainty is present, individuals try to predict how others around them might act, and therefore prepare themselves with a set of responses based on how their counterparts behave. The study adopted ex-post facto research design to investigate the effect of organizational merger on employee’s job satisfaction. It targeted all 300 employees in Almasi Beverages in Eldoret Branch. Stratified and simple random sampling techniques were used to select a sample of 90 respondents to be involved in the study. Questionnaire was adopted as data collection instrument. The collected data were analyzed using descriptive and inferential statistics. Descriptive statistics were presented in form of frequencies, percentages and means. Pearson correlation and regression analyses were computed to test the level of association between variables and to test the hypotheses respectively. Pearson correlation findings indicated a moderate positive association between new management style and employee job satisfaction (r=0.601). Multiple regression analysis was computed to test the hypotheses to determine the relationship between dependent and independent variables. Based on the findings of the study, there was a strong correlation between new management style (p=0.01) and employee job satisfaction after the merger. Therefore, it is recommended that organizations should recognize employees’ level of involvement with building the new organizational culture following an organizational merger.