A critical analysis of the role of employee communication during the organisational change: a mixed methods approach

Abstract

Mergers have become a common feature for South African organisations since the dawn of democracy in 1994. There are several studies completed internationally and locally on how to handle mergers in general. There is limited research however on the role played by communication in this process. In this regard, this study aims to analyse the role of communication during a merger in an information communication technology (ICT) organisation, underpinned by Nudge’s Change Theory, which asserts that employees should be involved in the merger process, thereby making it possible to take their views into consideration. Quantitative and qualitative approaches were employed in this study to gain insight on the role communication plays before, during, and after a merger. Primary data was collected from employees based at the organisation’s Head Office in Pretoria, through online questionnaires and semi-structured interviews. Descriptive statistics and thematic analysis was used to analyse data. Results of the study show that communication with employees before, during and after merger was poor, resulting in high levels of uncertainty among employees. Furthermore, management did not provide adequate feedback to employees during the process. This caused panic among employees and a lack of confidence in the success of the merger. Based on these findings, it is recommended that top management investigates ways of enhancing channels of communication to ensure that communication with employees during mergers is not only meaningful but effective. The findings confirm recommendations made by Nudge’s Change Theory of the need to equip both management and employees during times of uncertainty. In this regard, further research to be conducted with different companies in the sector on the role employee communication plays during mergers to see if similar perceptions are maintained or changed.