MANAGERIAL RESPONSES TO MERGERS AND OTHER JOB CHANGES: ACOMPARATIVE STUDY

Abstract

Recent research shows that organisational mergers are distressing for managers. This study compares the perceptions of managers who have undergone an organisational merger with those of managers who have experienced other types of job change. An analysis of psychological responses to work and to the organisation suggests that previous reports of adversity are overstated. Managers′ responses to mergers appear to be similar to experiences of other job changes.