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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.

Corporate mergers are important for organizations to position themselves for growth and development. Stanbic Bank was formed as a result of a merger between CFC Bank and Stanbic Bank. Anecdotal evidence suggests that the merger has led to positive outcomes, but specific aspects of the merger that have contributed towards the organizational development of Stanbic Bank remain unclear. The study investigated the influence of Post-Merger Restructuring on the organizational development of Stanbic Bank Kenya. It was guided by efficiency theory and collected data from 27 branch managers and 9 senior sectional heads using a semi-structured questionnaire where a 75% response rate was achieved. Data were analyzed using descriptive and inferential statistics. Results showed that post-merger restructuring has a positive and statistically significant influence on organizational development at Stanbic Bank. The researcher concluded that post-merger restructuring had a positive influence on the organizational development of banks. The study recommends that banks should retrain their workforce, inculcate new culture, and redesign their operations in the post-merger period so as to realize the intended benefits.