Abstract
The research aspires to critically review the challenges across post-merger phase of mergers and acquisitions in Indian software exporting organizations, with emphasis on strategic role of human resource derived interventions (mindfulness and resourcefulness promotion) with aid of job resources in shaping employee ‘s work engagement and agile change management behaviors. The research adopts quantitative research approach(n=252) drawing on primary data as well as Indian and global literature on causal relationships between constructs of ‘spiritual job resources’ and ‘agile change’ achievement in post-merger stages with case studies from Indian private sector emerging exporting scenario. The structural equation modeling was used to map causal relationships across considered variables. The study underlines the emerging role of human resources policies especially opportunity enhancing policies being implemented with aid of HR interventions seeking promotion of intangible brain power enhancing mindfulness and emotional control as advanced by merger and paving way for talent leverage, in run up to agile change acceptance. Drawing upon self-determination theory, HR signaling theory, human dynamic capabilities theory and techno stress management theory; mindfulness promotion in form of HR interventions can stabilize and formulate strong foundation for post-merger human resource synchronization. The research focuses only on post-merger dynamics and pre-merger stage of human capital, state of affairs regarding prior HR interventions undertaken and role of Lewin’s change management framework were not considered. Research outcomes will effectively facilitate precautions and methods selection while undertaking human resource due diligence across stages of merger absorption and activation.
Keywords: Agile Change, Cognitive Job Crafting, HR interventions, HR Signaling, Post-merger challenges, Workplace Spiritual Job Resources.