Investigating the impact of cross-border acquisition on employee motivation and performance : evidence from a local fintech company

Abstract

This dissertation explored the influence of cross-border acquisition on employee motivation and performance, based on the perceptions of employees working within the fintech industry, during the post-acquisition of the selected company. Data was gathered using online questionnaires and semi-structured interviews. Eighty-four online questionnaires were completed anonymously by employees working within the chosen entity. Then, thirteen voluntary semi-structured interviews were carried out with managers from the same entity; six managers from the acquiring company and seven managers from the acquired company. Semi-structured interviews were carried out to delve deeper into the subject under investigation. The collected data was analysed using descriptive statistics and qualitative coding techniques. The alignment between findings derived from online questionnaires, interviews, and a comprehensive literature review underscores the depth and complexity of the interrelationship between employee perceptions, motivations, and performance within the context of mergers and acquisitions. Empirical observations amplify and provide context to theoretical insights, resulting in a coherent narrative that underlines the significance of effective communication, cultural adaptation, leadership alignment, and employee empowerment in ensuring a successful transition and sustained well-being and performance post-acquisition. This alignment between empirical evidence and academic discussion reinforces the strength of the interpretations and enhances the reliability of the results. To conclude, this study delineated that companies must recognise and understand the significance of human resource management as one of the primary challenges in M&As, as it requires effective handling of ideas, emotions, and feelings to ensure maximum efficiency. The lack of consideration for the human aspect in the acquisition process can lead to communication issues and hinder the integration’s success. By adopting a human-centric approach and prioritising the well-being and integration of employees, organisations can increase their chances of achieving successful and sustainable merger and acquisition outcomes.