Influence of Organizational Commitment on Satisfaction in Communicating the Merger of Banco de Oro-Equitable PCI Bank Among Employees in Imus-Aguinaldo Highway Branch

Abstract

Based upon the Three-Component Model of Organizational Commitment by Meyer & Allen (1991) and the Strategic Employee Communication Model by Barrett (2002), this undergraduate research, divided into two stages, describes Influence of Organizational Commitment on Satisfaction in Communicating the Merger of Banco de Oro-Equitable PCI Bank Among the Employees in Imus-Aguinaldo Highway Branch. Using qualitative approach, particularly a key-informant interview, this research found that the merger of BDO-EPCI was communicated to the employees using targeted messages about employee benefits, new systems, and identification to the new organization. Messages were disseminated through electronic mails, written letters, and meetings by the branch heads and an integration team consisting of members of the Human Resources and the Information Technology departments. Quantitative data, based on survey technique, found that the respondents’ (n=14) scores on affective commitment were higher in average than the normative and the continuance commitment scores. Also, these affective scores, comparing with normative and continuance, have stronger correlations with satisfaction with the different components of communication. Thus in conclusion, affective commitment, in comparison to normative and continuance, influenced the satisfaction in communicating the merger of Banco de Oro-Equitable PCI among employees in Imus-Aguinaldo Highway Branch. Implications include: the verification of the main premises of the Three-Component Model of Organizational Commitment; the importance of determining which communication process may be applied in situations as critical as organizational change; and the essence of finding out how such processes are carried on and its relation to employee attitudes such as commitment and satisfaction.