Strategic change initiatives in reward management in a merger – case study
by Beena Salim Saji
International Journal of Strategic Change Management (IJSCM), Vol. 4, No. 2, 2012

Abstract: The present research work focuses on the changes made in reward management systems and practices after a merger between two banking giants. A case study method using interview is used for the study. The study first focuses on the reasons behind this merger to give a background information and then move forwards to identify the major reward management integration strategies engaged by the two firms to ensure the success of the merger. Change in reward structure usually create increasing amount of anxiety among the existing employees as they will fear about role erosion, or loss of jobs, role overload or any drastic change in their role status. The study found that an early integration plan with fairness in procedures on introducing a reward management system focusing on a total contractual pay system helped in making the change.

Online publication date: Wed, 31-Dec-2014

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