Date of Award

12-1-2012

Document Type

Thesis

Degree Name

Master of Arts (MA)

Specialization

Communication and Leadership

School or Department

School of Leadership Studies

First Advisor

Dr. Heather Crandall

Second Advisor

Dr.Haught Lunell

Abstract

This study explored the impact of organizational restructuring on associate engagement in a financial services firm due to a merger. It determined how much weight interpersonal relationships carry on associate opinions of the new organization, and what the new organization can do to reduce uncertainty and re-engage their newly acquired associates. The literature review looked at Uncertainty Reduction Theory, Belongingness and principles from Social Information Processing Theory to identify solutions for a decrease in engagement. A survey distributed to all associates at a financial services firm that recently underwent a merger yielded data for this study, as did five individual interviews at the same firm. Qualitative analysis was conducted using Stake’s (2006) cross-case analysis. Associates expressed their acknowledgement of the decline in engagement since the merger and their current uncertainty about the future. They indicated it was difficult to move forward because of the increased workload and stress it caused. They also recognized the impact their peers had on their opinions of the new company and their day-to-day attitudes in the workplace. Associates suggested an increase in training, proactive communication, decrease in workload and commitment to a shared future would aid them in reducing uncertainty and reengage them to move forward with the new company.

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