Original Research

The importance of executive leadership in creating a post-merged organisational culture conducive to effective performance management

Gary W. Paul, David M. Berry
SA Journal of Human Resource Management | Vol 11, No 1 | a446 | DOI: https://doi.org/10.4102/sajhrm.v11i1.446 | © 2013 Gary W. Paul, David M. Berry | This work is licensed under CC Attribution 4.0
Submitted: 11 November 2011 | Published: 14 January 2013

About the author(s)

Gary W. Paul, Department of Human Resources, Nelson Mandela Metropolitan University, South Africa
David M. Berry, Department of Human Resources, Nelson Mandela Metropolitan University, South Africa


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Abstract

Orientation: Focus was placed on the important role of executive management in creating a post-merged organisational culture conducive to effective performance management.

Research purpose: To develop a theoretical model from the insights gleaned from the literature study, interviews with senior human resource (HR) practitioners at participating institutions and the empirical study. Based on the empirical findings, this model was refined and resulted in the eight-step integrated post-merged organisational culture creation model.

Motivation for the study: The negligible attention given to the design of mechanisms supportive of post-merged organisational culture creation emphasised the need for this study. The high percentage of merger failures attributable to ineffective post-merged organisational culture integration further contributed.

Research design, approach and method: A quantitative study was conducted at three merged South African higher education institutions, namely Nelson Mandela Metropolitan University, Cape Peninsula University of Technology and Durban University of Technology. Respondents occupied the following functional categories: executive management, senior and line management, HR practitioners and non-HR or non-management.

Main findings: Respondents perceived the role of executive management to be the most important step of the theoretical model which formed the basis for the empirical survey questionnaire. This step, which obtained the highest summated mean score in all three institutions and across all functional categories, was depicted as Step 5 of the model.

Practical/managerial implications: The refined eight-step integrated post-merged organisational culture creation model will significantly enhance the creation of a post-merged organisational culture conducive to effective performance management.

Contribution/value-add: This study addressed the void regarding a model to guide the creation of a post-merged organisational culture conducive to effective performance management in higher education institutions as well as merged corporate organisations.


Keywords

cohesive executive leadership; conducive post-merged organisational culture; effective performance management; pre-merged organisational culture survey; post-merged organisational culture integration

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