Background and Objective: Vodafone that has recently acquired Hutchison Essar has undergone a massive change. The change is visible in its brand name, marketing strategies, financial structure, management, as well as human resource s. This change required huge input from both the sides- the acquiring and the acquired side. The study aimed to understand the cultural change in the working environment of Hutchinson-Essar resulting from an acquisition by Vodafone. Materials and Methods: The study is supported by statistical analysis (correlation and factor analysis ) using questionnaires based on cultural and emotional changes of the employees in Vodafone. The sample size is a group of 60 employees from Vodafone. Factor analysis is used to found that confrontation, trust, authenticity and experimentation are the major driving forces of culture in Vodafone. Results: The results show that the three parameters namely communication, rewards & recognition and development have not been developed after the changes in Vodafone. The factor analysis highlights that four determinants are the major driving forces of organizational culture in Vodafone. They are as follows: Confrontation, Trust, Authenticity and Experimentation. Conclusions: The organization has so far been successful in achieving 4 values (Confrontation, Trust, Authenticity and Experimentation) and has maintained them at a good appreciable level. But there are other 4 values (Openness, Proactiveness, Autonomy and Collaboration) which are needed to be cultivated so that the total cluster of these 8 organizational values can be achieved. The management should also focus on streamlining a few important emotional factors like communication, rewards and recognition, as well as development of the employees that drive the employees to achieve their desired output.
展开▼
