PurposeDespite enormous literature on Human Resource Management (HRM) practices in the context of Mergers and Acquisitions (M&As), researchers have not come up with a synthesis that integrates the role and importance of HRM practices during M&As. This study aims to identify, analyse and synthesise existing literature to discover associated HRM practices that facilitate organisational change during M&As.Design/methodology/approachBibliometric analysis is performed using 473 research articles entailing 871 authors from 62 countries (published in Scopus and WoS listed journals), followed by a thematic cluster analysis using bibliographic coupling. The analysis is performed using different means as citation analysis, cluster analysis and keyword analysis to reveal the most significant publications, authors, keywords, trends and future research questions.FindingsThe results are primarily descriptive and aim at capturing a panoramic view of what was already written on the topic so far. The bibliometric analysis is conducted using different means like citation analysis, cluster analysis and keyword analysis to reveal the most significant publications, notable authors, keywords, current research trends and future research questions. Further, the bibliographic coupling analysis led to the identification of the following six clusters: (1) coping strategies during and post-M&As; (2) changes in individual and organisational identification during and post-M&As; (3) role of cultural and transformational leadership in M&As success; (4) HRM practices to develop employee capabilities post-M&As; (5) case studies and success stories of M&As; and (6) organisational readiness for M&As.Practical implicationsThis study has theoretical and practical implications and suggests future research directions. The authors also propose an abstruse model for HRM practices during M&A process for further investigation.Originality/valueThis is the first bibliometric study to explore the vast extant literature in M&A research related to the role of HRM practices in the execution of successful M&As.

Leveraging human resource management practices during mergers and acquisitions: a bibliometric analysis and future research agenda

The influence of safety-specific transformational leadership on safety behavior among Chinese airline pilots: The role of harmonious safety passion and organizational identification

The Influence of Safety-Specific Transformational Leadership on Safety Behavior Among Chinese Airline Pilots: The Role of Harmonious Safety Passion and Organizational Identification

Organizational identification is a psychological variable that explains individualâ€™s sense of belongingness towards his or her organization. The studyâ€™s main purpose is to determine the relationship between organizational identification and turnover intention among operational level employees at Resort X. This study also explores the level of organizational identification as well as the level of turnover intention among operational level employees at Resort X. The methodology used in this study is quantitative data approach. 86 sets of questionnaires are distributed to the employees from operational level at Resort X by simple random sampling. The finding indicates that there is a negative weak relationship between organizational identification and employeesâ€™ turnover intention. It is recommended that future researchers tofurther study both variables in a different industry.

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A study of organizational identification and its relationship with turnover intention among operational level employees at resort x

Social identity theory and the organization

The available literature suggests that perceived organizational career management is seen as an antecedent of intention to leave and organizational identification is considered to be superior in predicting employees’ turnover intentions. Thus, this study aims at investigating the effect of perceived organizational career management on intention to leave and to determine the moderating role of organizational identification in this relation. The data was collected from 256 employees from the banking sector in the city of Istanbul, Turkey. Hierarchical regression analysis was employed to the gathered data to test the hypotheses developed for the study. The results indicated that perceived organizational career management correlated negatively with intention to leave. It was also found out that organizational identification served as a moderator for the relationship between POCM and intention to leave. Thus, the results point out that the effect of employees’ perceived organizational career management on their intention to leave varies when they identify themselves with their organizations.

/pdf/the-moderating-role-of-organizational-identification-on-the-4hr8b6ocwh.pdf

The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

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The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave