Study Of Human Resource Integration In M&A Enterprises Of SIKA

From the Sixties of Nineteenth century, Enterprise Mergers and Acquisitions (M&A) activities flourished while enterprise system was evolved into modern enterprise system. During one hundred year more so far, there are five big M&A all over the world. From the Nineties of Twentieth century, M&A activities all over the world have been increasing unprecedentedly. While in fact, two-third of the mergers failed. A mass of investigation from enterprise merger show that the main reason of these failures is the slow integration after merger, especially bad human resources integration (HRI). Based on this, human resources integration in M&A enterprise is studied in this paper, and Especially for HRI characters, problems and relative strategies for our domestic enterprise M&A. Firstly is the introduction of HRI theory in M&A, and analyzed the problems aroused in M&A. Then, based on theory analysis, using SIKA acquire Sichuan Keshuai company as a research object, the thesis analyzed the problems at the human resources management on the course of M&A, discussed the measure and relative strategy of human resources management in M&A of SIKA. Finally we concluded the strategy of HRI in M&A through more analysis of different integration strategies to obtain competition advantage such as adjusting the organization structure to build the flat roof of HR, appraising the ability of top management to decide their stay objectively, adopting flexible mobile policy to talents, eliminating the rejection mood of employee, and merging with corporate culture.This thesis demonstrated the human resources management is the key factor of the success in M&A by the method of theory and practice. It can give the enterprises direction of management both in theory and practice.