Date of Conferral
2016
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Kelly Chermack
Abstract
Mergers and acquisitions (M&A) are a growing phenomenon in the business world as companies are expanding their market share to compete globally. At some point, 1 out of 3 workers will be involved in an M&A. Guided by the social exchange theory, the purpose of this descriptive case study was to explore the satisfaction and engagement strategies of 8 health care leaders who had successfully implemented an M&A. The study population consisted of 4 leader and 4 nonleader employees employed at a healthcare facility in the North Central United States. All employees had been employed at the facility prior to and after the M&A and were current employees at the time of the study. Data were collected though audio-recorded, semistructured interviews as well as document review of company materials such as the employee handbook, mission, and vision. Once data were transcribed, the transcript review was completed by the participants to ensure accuracy. Data were coded and analyzed to reveal 5 themes or strategies: more frequent and transparent communication, intentional and structured leadership, increased trust and emotional engagement, increased focus on human resources, and positive corporate culture. Postmerger, these leaders had implemented changes regarding the corporate belief structure, advocated increased communication and teamwork, and promoted open and direct communication among staff and leadership. These findings may promote positive social change by increasing satisfaction and engagement in the healthcare employees at this facility, who may in turn provide better care to patients.
Recommended Citation
Kovarik, Angie, "Postmerger Strategies Healthcare Business Leaders Use to Influence Employee Engagement and Satisfaction" (2016). Walden Dissertations and Doctoral Studies. 2667.
https://scholarworks.waldenu.edu/dissertations/2667
