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Deloitte & Touche Employees

Autor:   •  November 29, 2018  •  Essay  •  965 Words (4 Pages)  •  157 Views

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Consider the job satisfaction and organizational commitment of the Andersen employees. What should the integration team focus on if they want the Andersen employees to be satisfied with their new jobs, committed to their organization and willing to stay rather than quit. What about the Deloitte & Touche employees

The employees from Deloitte see the Andersen employees as a potential threat to their company since both firms have different sets values. In order to have a successful company where the employees are satisfied with their jobs, the integration team must focus on teaching the Anderson employees the culture and values that Deloitte employees have. Job satisfaction arises from recognition, compensation, working conditions and the work itself. The key contributor to job satisfaction in this scenario would be “people”. If the Anderson employees don’t feel valued or respected by their fellow employees and superiors, they will most likely find another firm or company that will. Satisfied workers will not only lead to better performance and a healthier work environment, but may also enhance customer satisfaction. The integration team should have mandatory job satisfaction surveys put in place for the employees to fill out in hopes of determining the exact integration issues and start implementing new systems or make changes to the current one to improve the overall work environment between both Deloitte and Andersen employees.

Values can differ from one person to the other and so can values from one organization to the other. Although Andersen and Deloitte provide similar services it does not mean they share similar values. For this, the integration team needs to first teach Andersen employees the company values. Once this is done, managers should take the time to get to know their new employees at a professional level. 

As seen in the case it is clear that there are some cultural differences between the two companies. In order for the integration to work, the company needs to get all of the employees on the same page and make sure they all have the same mission. The culture of the workplace is very important for success. Until they figure out a way to integrate the two cultures and find a middle ground where everyone is happy and on the same page, the integration will not work. Team building activities and social outings can strengthen the work culture and make it more approachable for the new employees.

Although I agree that these strategies allow for better intelligence for management to proceed with the integration, I think that there are different approaches that can be taken that would have a more meaningful effect on the integration efforts of management. The first would be to allow horizontal movement of employees within the two organizations. By having more points of contact between employees of all levels from both organizations, the fusion of both cultures would be done in a more organic manner. Having all employees present at the large meeting would help establish this first contact. Vertical movement of employees that have a more open vision would also be done. Another important aspect would be to restructure bonuses to be at least partially tied to the total billables. Since there is such a wide range of possible total sales after the fusion, a group incentive to cooperate would make people more willing to adapt and reach the upper tier of the forecast. The new compensation plan would be publicly stated and the same for employees in both organizations.


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