| The number of the Central State-owned Enterprises has reduced to117from196, since the State Assets Administration Committee officially put forward the issues of the Central State-owned Enterprises to adjust and restructure in2004. Human Resource as the first resource for enterprises, its strategic choice is critical for the ultimate success to M&A activity to realize the goal of strengthen and expand the core industry. The paper makes an in-depth study on the various factors influencing the integration of human resource strategy in the M&A process of Central State-owned Enterprises. On the basis of that, it gives some suggestions of human resource management for the specific group of enterprises, of very practical significance for the Central State-owned Enterprises’M&A activity.Applying case analysis and the related theory in human resource strategy, this paper analyzes aspects as present conditions and prominent difficulties of the Human Resource during the process of M&A, its psychological impact on staff, the talent-controlling challenges and risks. To support M&A activity in the Central State-owned Enterprises and combined with the successful human resource cases of COFCO, the thesis put forwards more comprehensive human resource solutions that include human resource planning, organizational structure reconstruction, training system upgrade, legal system guarantee, talent mechanisms innovation, cultural integration and other aspects.The paper pay much attention to the combination of theory and practice, based on analyzing large number of cases, data, considering all factors in politics, economy, social, technology and so on. It has relative high reference value for construction and management of human resource in the process of the Central State-owned Enterprises’ merger, fully explored the human resource problems of China’s Central State-owned Enterprises faces in joining, and made clear the related human resource strategic decision-making. |
PDF Full Text Request