This will be achieved by undertaking a questionnaire based survey in organisations that have undergone mergers and by undertaking in-depth analyses of case studies selected using non-probability sampling methods. There are limitations to using both questionnaires and the non-probability sampling methods, however by contacting the human resources departments, the study is increasing the probability of gaining a valid response; and whilst the non-probability sampling method may not produce statistically significant results, the case studies are part of a qualitative study, and it would be beyond the scope and resources of this study to undertake a study that would produce statistical significance.
Organisational values are more important in the personal and societal context within which business operates. It is becoming more important to identify the organisation and what it stands for the customer, and these values are important to the majority of stakeholders (Barrett). Organisational culture is also important for determining an organisation's capacity, effectiveness and longevity (Woodbury 2006), and it also contributes significantly to the organisation's brand image. When this culture does not align with mission, core values, and operational strategy it can turn into a significant liability for the organisation, and this is more pronounced when the organisation undergoes change (Woodbury 2006). Therefore culture change is a result of the organisation moving away from its original mission, goals, and strategies, a process which is more associated with mergers. When the culture change occurs the organisation has to focus on building the values of the new organisation and this involves; making the organisation's values meet the society's expectations, making values meet the needs of new shareholders, attracting the best people/employees for the organisation and retaining the best people (Barrett). Value building is even more important when an organisation is undergoing a culture change as it can affect how existing employees feel about the organisation and it will also affect the ability of the organisation to attract the best employees.
Research has shown that corporate performance is strongly correlated with employee fulfilment, with 39% of corporate performance variability being attributed to the personal fulfilment of employees (Barrett). Employee fulfilment is also strongly correlated with the leadership skills and emotional intelligence of managers, with 69% of employee fulfilment variability being attributed to qualities of leadership of the manager or supervisor (Barrett). With these figures, organisations need be aware of the mechanisms for value building and culture change which include ensuring employee fulfilment by providing: physical fulfilment (remuneration, canteen, gym), emotional fulfilment (professional growth, work appreciation), mental fulfilment (accountability, creativity and personal growth), spiritual fulfilment (opportunity to be service) (Barrett).
During a change management process, the organisation undertakes a variety of processes to make this process effect. The engineering process of value building