Human Resources Management In The Enterprice Merger And Acquisition

World economy is increasingly competitive, to keep pace with the competition, the enterprise can onlyconstantly expanding scale, seize more market. However, it’s a slow and difficult way to achieve thispurpose through its own accumulation, mergers and acquisitions undoubtedly provides a way to rapidexpansion for the enterprise.From the end of the19th century to now, the United States has experienced five m&a waves, eachtime had make profound impact to the United States and the world economy. Through mergers andacquisitions, Enterprise implements the evolution, the powerful company to develop and expand, in somecases, becoming a monopoly in the industry. In our country, until1980’s m&a gradually rises, andcontinuous development in the90s. Though starting late, our country enterprise merger and acquisition hasdeveloped very rapidly, the kinds of mergers and acquisitions are many, the market is widely, the process iscomplicated, the size is big. However, despite the merger and acquisition has developed for more than acentury, but the success rate of m&a is not high. McKinsey, a consultancy, sampling survey before1998fortune500, the financial times in250m&a cases, the results show that the success rate is only39%.QiuMing in2002, the scholars of our country from1995to2000of listed company merger and acquisition casestudy, found that the success rate is only30%or so. Reasons for the failure of mergers and acquisitions,although scholars have not reached a consensus, but they point out that human resources integration afterthe merger, is more complex than completed m&a work, play a crucial role in the development ofenterprises.Based on the analysis, this paper thinks that there are many questions in the mergers and acquisitionsundermine employee psychological, excellent staff turnover, compensation conflict. And believes that thehuman resource problems in enterprise mergers and acquisitions is not exist independently in a departmentor phase, it exists in the company as a whole and runs through the whole process of m&a. Therefore,mergers and acquisitions can be divided into three stages; this paper puts the each stage of the humanresource problems and the countermeasures.Preparation phase. This stage is going to investigate m&a object of human resources situation, from the overall grasp of its quantity and quality, to evaluate and, what is the need to retain and develop after themerger, or need to pay special attention to in the mergers and acquisitions; Understand the m&a targetenterprise culture, has an overall grasp to m&a object. Propaganda acquirer’s advantages and mergers andacquisitions of enterprises human resource policy, stability the heart.Integration phase. First of all, is the enterprise organization structure adjustment? Retain key positions,scientific planning of the company’s hierarchy. Second screening and retain talent. Select excellent oldemployees to remain in the company, try to avoid brain drain. Finally, rebuild the psychological contractemployees, psychological contract is the link between employee and company, it’s more binding and moreattractive than the labor contract.Consolidation phase. First of all, make reasonable compensation policy, in order to motivateemployees; it should be fair and reasonable internal, external competitive. And propaganda corporateculture in the new company, create a harmonious and positive atmosphere, make employees have a sense ofbelonging.This article study human resource strategy in mergers and acquisitions, hopes to provide usefulsuggestions for company mergers and acquisitions, and improve the success rate of m&a.