When Two Health Care Organizations are Merged into One—Staff Attitudes in a Change Process

Abstract

The purpose of this study was to investigate staff attitudes towards the merger of a primary health care facility and a general hospital in the Province of West Finland. The questionnaire was answered by 597 (68.8%) employees. The majority of the respondents are ready to carry the merger through, but the vision is not clear enough. T-test indicates significant differences between the staffs in the two organizations. However, the manager's responsibility in a change process is to focus on the dialogue between the staffs as well as to anchor the vision for the future possibilities of development.

Keywords:

• change
• leadership
• merger
• communication

Notes

17. Johnston, op. cit.

24. Fulop, 2005, op. cit.

26. Ibid.

27. Ibid.

29. Kotter, op. cit.

39. Kotter, op. cit.

40. Yukl, op. cit.

41. Ibid.

44. Schriefer et al., op. cit.

45. Fulop et al., op. cit.

46. Rintala et al., op. cit. Schriefer et al., op. cit. Jones, op. cit. Brown et al., op. cit.

48. Kotter, op. cit.

51. Kotter, op. cit.

52. Fulop et al., op. cit.

53. Jones et al., op. cit.

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