The Study on Human Resources Integration in Business Merger

• Main Authors: Guan-Zhe Chen, 陳冠哲
• Other Authors: Chen-Kuo Lee
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/14750136766180116438

碩士 === 嶺東科技大學 === 高階主管企管碩士在職專班 === 98 === Current researches in studying human resources integration in business merger mostly focus on the side or perspective to study relatively constricted contents, and more of them elaborate detailed operation of mergers and integration from the aspect of practical operation, which are considered unsystematic. Therefore, based on the “Personnel Matching Model” by Cannella and Hambrich (1993), this study hopes through more thorough and systematic system construction to form a fundamental framework for human resources integration in business mergers, and thereupon to enrich theoretical studies in academic circles and become basic thoughts for businesses in mergers and integration. This study assumes human resources integration is one of decisive factor for the success of business merger. By deep analyzing merger’s impacts on employee’s mentality and behavior, this study submits new ideas about how businesses relief employees’ psychological pressure, how they carry out effective communications, and how they use emotions to keep talents, remunerations to stabilize talents and undertakings to bring up and train talents. The study clearly points out and verifies that the communications between the management of merger parties and the communications between management and employees should be constantly carried out during all phases of the merger, not just after the merger act. Three specific conclusions are given below: 1. Starting point for human resources integration in business mergers is to stimulate employee’s enthusiasm and creativity at work. Merger inevitably causes impacts on employee’s mentality and behavior and consequently devalues or impairs a business’s human assets. Therefore, merger parties should bases on people-oriented thought to find an integration method that reaches deep inside of employees’ hearts. 2. For employees in being merged business, they feel anxious, depressed, nervous, and unfamiliar easily while entering into new groups. Such psychological feelings must affect employee’s behaviors. Therefore, accurately managing causes of such negative factors and studying those factors’ influential degree on employees’ behaviors are essential perquisites for carrying out human resources integration. 3. Merger is a re-configuration of merger parties’ human resources. Employees of the merger parties are impacted psychologically and their behaviors are influenced accordingly; especially for employees of the being merged party, the impacts are even greater. Thus, a successful business merger should make full use of existing resources, which relies on human resources integration in merger.