By Nancy Hubbard
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Additional resources for Acquisition Strategy and Implementation
Where supervisors were perceived to manage effectively by setting goals and job parameters, helping with problem solving, providing support and feedback on job performance, their subordinates experienced greater role clarity. During acquisition, however, supervisors may not be in a position to provide clear information due to a shortage of time, information and introversion due to their own concems, thereby inhibiting their ability to manage other employees effectively. Role conflict occurs when an employee is 'caught in the crossfire of incompatible orders or incompatible expectations' (Rizzo et al.
In light of the defensive behaviour seen in most target employees, the effect of this arrogant behaviour is amplified. In addition, acquiring employees generally feel in control of the process with the tacit assumption that as they are the acquirers, decisions will automatically favour them and not the target. On those occasions where decisions 'go the other way', acquiring employees are usually shocked and filled with disbelief. This is especially acute in cases of redundancies being feit on both sides.
This was seen very c1early in employees' procedural and cultural concerns. What is also apparent is that how the acquirer handles individual and group issues such as redundancies and relocations also affects employees' perceptions of the acquirer's culture and procedures. If the acquirer treats employees fairly and honestly, this sends a very different cultural signal to employees than acquirers who are seen to be ruthless or unjust. THE PSYCHOLOGY OF EMPLOYEE CONCERNS DURING ACQUISITION There are psychological reasons why these four areas are of major concern to employees during acquisition.