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Dash, Mihir
- Social Identity Crisis amongst Employees in Mergers & acquisitions
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Drishtikon: A Management Journal, Vol 1, No 2 (2010), Pagination: 244-262Abstract
The process of mergers and acquisitions has gained substantial importance in today's corporate world. During mergers and acquisitions, organizations as well as employees experience several emotional and social challenges. The social identity theory of intergroup behavior (Tajfel and Turner, 1979) emphasizes that an individual's wants to hold a positive self-concept through personal and social identity. The study analyses the emotional and social dimensions of employees involved in mergers and acquisitions from the perspective of social identity theory. The study is a qualitative study of the emotional and social challenges faced by employees in mergers/acquisitions, using the framework of social identity theory. The data for the study was collected from a sample of HR managers and employees of the organizations which have undergone merger or acquisition via personal interviews. The study suggests key elements of human resources required for smooth transition in mergers/acquisitions. The study also looks into the effective management of emotions during mergers/acquisitions, eventually leading to emotional well-being of an employee.Keywords
Merger And Acquisition, Social Identity Theory, Self-concept, Emotions
References
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- Gaertner, S. L., Bachman, B. A., Dovidio, J. and Banker, B. S. (2001), “Corporate mergers and stepfamily marriages: Identity, harmony, and commitment,” in Hogg, A. M. & Terry, P. J. (eds.) Social Identity Processes in Organizational Contexts. Psychology Press (Taylor & Francis): Philadelphia.
- Career Anchors:A Study with Indian Management Students
Abstract Views :428 |
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Authors
Affiliations
1 Department of General Management, School of Business, Alliance University, Bangalore, Karnataka, IN
1 Department of General Management, School of Business, Alliance University, Bangalore, Karnataka, IN
Source
Drishtikon: A Management Journal, Vol 8, No 2 (2017), Pagination: 1-13Abstract
The objective of this study is to ascertain the career anchors of postgraduate management students using Schein's (1974) Career Anchor Scale, and to identify the priority of these career anchors of Indian management students within different specializations, viz. marketing, finance, human resource, and operations management. The study additionally aims to identify the differences in patterns of career anchor combinations across the different streams of management students. The study has significance and relevance to management students as this will enable them to better decide and choose their career path, thereby enabling them to gain appropriate understanding for prospective careers and job profiles in organizations. This study is expected to contribute to the existing body of knowledge that would enable management students to recognize and manage their talent to the fullest in the present-day workplace.Keywords
Postgraduate Management Students, Career Anchors, Schein’s Career Anchor Scale.References
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