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Mergers and acquisitions are mainly due to financial and technological innovations but could also be due to changes in the structure of the economy, which alters the optimal production functions of banks. Banks that seek to be operationally efficient would focus more on expanding their asset size, in the face of bad loans, leading to the acquisition of less efficient banks. This paper develops two‐stage inverse data envelopment analysis (DEA) models for estimating potential gains from bank mergers for the top US commercial banks. The results show additional intermediate and final outputs at different predefined target levels of technical efficiencies.

Purpose The purpose of this study is to investigate the relationship between employee engagement and general management, performance management, reward management and transformational leadership. Design/methodology/approach A survey was distributed to a mid-sized energy company based in North America. A two-stage hierarchical multiple regression was performed. Employee engagement was the dependent variable, and the control variables of age and education were entered at stage one. In stage two, the four variables of general management, performance management, reward management and transformational leadership were included. Findings The findings revealed that the factors most predictive of employee engagement were reward management, followed by performance management, general management and transformational leadership. The only control variable predictive of engagement was age, where older employees reported greater engagement. Practical implications The study can offer practitioners more insight into employee engagement which in turn can help with employee related decision-making in their own individual workplaces. Originality/value The study contributes to the existing literature on human resource management by providing insights into the factors that contribute to employee engagement and corroboration that age is a contributing factor.

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