Psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan, South-West, Nigeria

Abstract

Mergers and acquisitions (M&As) are common among financial institutions. This process often exerts immense pressure on employees of these institutions. Hence, this study touches on the significant but neglected human angle aspect of M&A. Therefore, the study examined psychosocial predictors of emotional labour among employees of merged and acquired banks in Ibadan. The study design is cross-sectional, which involves using a quantitative data collection method to elicit responses from the participants. Furthermore, the convenience sampling method was used and selected four hundred, and twenty-two employees acquired or merged during the consolidation and post-consolidation eras in South-Western Nigeria. A structured questionnaire that measured job satisfaction, acculturation, attitude to M&A and emotional labour was used to collect data from the respondents. Data analysis was done using SPSS software window 10.0. The mean age of respondents was 32 years, with a standard deviation of 7.31. The results showed that attitude towards M&A (β = 0.39; p < .05) and acculturation (β = 0.36; p < .05) were significant independent predictors of emotional labour. Furthermore, attitude towards M&A (β = 0.32; P < .05) and acculturation (β = 0.28; p < .05) were also significant independent predictors of emotional labour per se, personal efficacy, and for false face, respectively. Therefore, it was concluded that employees' emotions and job satisfaction should be factored into the management's strategic plan during M&A because the success or failure of this undertaking rests on them. Therefore, it was recommended that bank managers pay adequate attention to acculturation and the attitude of employees during a major organisational change to enhance emotional labour performance.

Customers emotional intelligence and satisfaction: The mediation of bankers emotional labour

“…To examine the psychosocial predictors of emotional labor in merged banks in Ibadan, Nkemakolam et al (2021) employed convenience sampling to select seven (7) commercial banks that have been merged or acquired. The study found that job satisfaction, attitude towards M&A s, and acculturation were significant predictors of emotional labor both independently and jointly.…”

“…For instance, Asumah and Owusu (2021) argue that employees in the banking sector are required to express certain emotions, such as cheerfulness, friendliness, enthusiasm, warmth, calm, and confidence, when interacting with clients. Nkemakolam et al (2021) expressed that emotional labour is an important aspect in commercial banks given that most commercial banks nowadays emerged out of a merger and acquisition of banks. The rudiments of emotional labor practices may take a new shape and require urgent action.…”

“…The rudiments of emotional labor practices may take a new shape and require urgent action. Therefore, understanding employees' emotional labor strategies is a key factor in customers' perceptions of service quality and satisfaction (Alsalhi et al, 2019;Nkemakolam et al, 2021). Aturu-Aghedo and Eucharia (2023) pointed out that emotional labor has been an undervalued asset for Nigerian public organizations that she could utilize, leading to effective service delivery.…”

Psychosocial factors influencing change management: An African cross-border acquisition case

“…African cross-border acquisitions shape change management mainly through four facets, namely, culture, relationships, motivation, and behavioural indicators (Van Niekerk et al, 2012). Organisational culture and societal culture influence stakeholder responses towards a cross-border change initiative (Nkemakolam et al, 2021). It is well known that successful change management is reliant on strong, interdependent stakeholder relationships, beneficial to the self, organisation, society, and community at large, with a clear emphasis on effective consultation and communication (Blom, 2018).…”

Data Mining in Labor Productivity

“…Técnicas que cada día son empleadas por un mayor numero de empresas. Estudios similares pueden s er encontrados en [6,7,8].…”