Introduction
In the year of 2005, Orton Group, a major British food retailer acquired Costwise which was one of its major rivals. The action caused a merger between two companies, which later was called David Orton PLC. In the beginning of the process of merger, the British Commission of Competition (CC) had some doubts about the case. The main issue stated by the CC was that both, Orton Group and Costwise were actually taking the big part of the retailers market and the merger of them could cause a monopoly in the certain different areas.
The management of both companies, but mostly from Costwise were not certain about the merger, as members of the company were expected not to be satisfied of being swallowed by the different company. The employees of Costwise were more likely to be complaining on motivational issues caused by the financial situation. After realising, that the impact on the company’s performance caused by the attitude and level of motivation of company members can be crucial, the management of Costwise decided to hold a meeting. The purpose of it was to analyse the strengths and weaknesses of the firm according to feelings of their staff.
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2.1 The motivational state of Costwise employees
The query of motivation is tortuously linked with capacity. In fact this is telling that employees of Costwise are feeling that they are not motivated adequately for the most part of their work time. Staff members of the company are not happy with the wages they receive, they stopped receiving any kind of secondary benefits, as well as intangible rewards: for instance, employees concern that they don’t get the same appreciation and recognition as they used to receive before the merger. Also, staff members are not happy in terms of the possibility to grow in the company. Employees believe that all their actions are strictly controlled and no free space to maneuver between their own ideas. It means that they...