- Title
- The impact of mergers and acquisitions on employee well-being in the beverage industry: The CCBSA coastal region case
- Creator
- Belle, Isabel
- Subject
- Employees health promotion -- South Africa -- Eastern Cape
- Subject
- Beverage industry -- South Africa
- Date Issued
- 2020
- Date
- 2020
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10948/49751
- Identifier
- vital:41796
- Description
- Globalisation, technological advancement and currency regulations are key motivators for companies to invest in foreign countries. As new entrants enter the market companies are faced with the threat of market share loss due to increased competition. The increase in the global competitive landscape has a direct impact on the rise of Mergers and Acquisitions (M&A). The growth potential of companies that experienced mergers has resulted in the boom of M&A over the past three decades. In most cases M&A have resulted in job losses and in some demotions. It is no surprise that these transactions result in an anxious and stressed workforce. The merger of the three soft drink bottlers in South Africa namely: CCF, Shanduka and ABI has brought about changes that have left some employees feeling anxious about the future. The combining of different cultures from the different entities can have a negative effect on employees as they would need to adapt to a different culture of the new formed entity. M&A were first introduced in the United States during the eighteenth century and moved into Europe in the nineteenth century. A large body of research has been concentrated in the United States and European markets to understand phenomena relating to such activities in developed countries. M&A activities have also transcended into developing countries. Over the past few years M&A transactions have become a critical gateway for investment in Africa for both local and universal market players. The aim of the study is to understand the employees’ state of mind in the workplace after the merger. The results of the study show that employee morale prior to the merger was higher when compared to post the merger, which implies that employee morale has declined post the merger. The results indicate that after the merger there was a significant decrease in trust, motivation, employee well-being and job satisfaction.
- Format
- 126 leaves
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela University
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Belle, I (1).pdf | 2 MB | Adobe Acrobat PDF | View Details Download |