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This study examined behavioural risks associated with internal restructuring in the South African banking industry. The study was motivated by the increasing frequency of restructuring as banks respond to digital transformation, branch rationalisation, technological disruption and growing competition from fintech institutions. A qualitative exploratory research approach was adopted, using semi-structured interviews conducted with 13 employees from five major South African banks who had experienced internal restructuring. The interview data were analysed using thematic analysis. Five recurring behavioural risk themes were identified: workload pressures and performance strain; pressure to prove organisational value and internal competition; declining morale and workplace culture; job insecurity and talent loss; and organisational clarity and communication breakdowns. Participants described how increased workloads, uncertainty and anxiety could affect concentration and perceived work performance, indicating that behavioural risks associated with restructuring may also have operational consequences. A particularly important finding was the pressure employees experienced to continually demonstrate their organisational value during restructuring. This pressure sometimes encouraged increased effort and visibility, but could also contribute to stress, unhealthy internal competition and strained workplace relationships. The findings underscore the importance of transparent communication, clearly defined roles, visible leadership, employee involvement and psychological support during restructuring. The study contributes context-specific evidence on behavioural risks associated with internal restructuring in the South African banking industry and draws attention to the need to consider their implications for employee wellbeing, organisational culture and operational effectiveness.

The unbundling of a South African state-owned enterprise represents a significant structural transformation aimed at improving operational efficiency, financial sustainability, and energy transition. However, this restructuring raises concerns about its socio-economic impact on employees. This study investigates this implication by exploring employee job security and working conditions. Grounded in Organizational Change Theory, the study employs a qualitative approach and obtain insights from interviews. Findings indicate that employees experience heightened job insecurity, worsened working conditions, and uncertainty regarding future employment prospects. Despite some optimism about potential market competition most employees perceive the unbundling as poorly managed and lacking transparency. The study calls for improved employee engagement, targeted policy interventions, and enhanced communication strategies. Transparent communication strategies are recommended to mitigate employee anxiety during unbundling. These findings contribute to academic discourse on entity restructuring while providing policy-relevant insights for ensuring a more inclusive and sustainable transition. In this volatile environment, employee and external stakeholder concerns are crucial for organisation’s sustainability and competitive advantage.