title: Mergers. Question of attitude.
abstract: Research with staff in two organisations involved in a merger revealed some convergence of cultures one year after the merger. But staff from the smaller organisation perceived some losses. Staff from both organisations felt poorly rewarded for their work. Staff from the smaller organisation perceived relationships in the organisation more positively than those in the larger one, before and after the merger. Staff saw their employers as very concerned with safety before and after the merger.
authors.affiliation: Coventry University.
authors.forename: L
authors.initials: L
authors.lastname: Wallace
authors.forename: A
authors.initials: A
authors.lastname: Granne
authors.forename: G
authors.initials: G
authors.lastname: Boyle
mesh_terms: D001291:Attitude of Health Personnel; D003159:Community-Institutional Relations; D003659:Decision Making, Organizational; D004739:England; D006273:Health Facility Merger / Q000458:organization & administration; D006779:Hospitals, Public / Q000458:organization & administration; D006801:Humans; D015279:Organizational Culture; D010564:Personnel, Hospital / Q000523:psychology* / Q000706:statistics & numerical data; D013222:State Medicine / Q000458:organization & administration; D011795:Surveys and Questionnaires; D000078329:Workforce