Clearly, there is not going to be, at least in the short term, the kind of staff mergers pulled off at the Telegraph, Independent and Guardian-Observer titles.
The companies expect to lay off 300 workers, or 5percentt of their combined staff, after the merger.
It emerged last month that the publisher was looking to cut up to 25 editorial staff through the merger of the two newsrooms.
For example, Union Bancaire Privée's cutbacks, equal to one-quarter of its staff, followed a merger with a rival, Discount Bank and Trust.
This, after FCC staff concluded the merger would leave the country with a highly concentrated wireless market, which would raise prices and reduce jobs.
Bank mergers, staff sackings, higher charges to customers and the more impersonal style of electronic business all gave commentators and their readers and listeners something to whine about.
The Securities Industry and Financial Markets Association, reorganizing its staffs after the merger of two industry trade groups, recently laid off dozens of people, including its top Republican lobbyist, Mr. Hunt.
A previous study also find that by the third year post-merger, staff experience less anxiety and stress [ 7].
Staff might perceive mergers as a breach of the psychological contract (implicit commitments and expectations between employers and employees) when they feel they are not listened to [ 5], when they have to 'suffer' from delays in service development and job uncertainties [ 7, 11], or when the anticipated benefits of mergers such as training fail to materialize [ 12].
While the small magnitude of improvement may not substantiate any drastic policy change, the analysis indicates that continuous staff engagement after a merger and effective management of staff expectations may help to increase and sustain job satisfaction during the merger process.
