Abstract
This study examines the work motivational changes amongst senior managers in a Malaysian Bank. It documents the opinions from the acquirer and acquiree perspectives thus allowing for a deeper understanding of the issues in the merger process and the way in which it affects the acquirer or the acquired party. Interviews were carried out over a 3-month period in Malaysia. Senior managers whom were directly affected and involved in the merger from ex-Sime Bank (the acquired party) and RHB Bank (the acquiring party) were required to respond to the interview by reflecting on the way in which the merger affected their work motivation. Responses were analysed using content analysis as a methodology. Common themes were gathered from responses and frequencies were calculated. Results supported the hypotheses that acquired managers will convey more negative orientation with regards to work motivation compared with their acquiring counterparts, due to a loss of organisational culture and drastic change. Further, the theoretical assumption of organizational culture as the most significant variable affecting integration was also supported as both parties experienced changes in this component. Lack of knowledge, involvement and communication were also significant variables affecting work motivation for the senior managers from both banks. Some of the key implications for managing mergers include having full top management support in managing organizational culture, communication and support networks.