The Study Of HRI In M&A Enterprise

As the economists George J. Stigler pointed out that enterprises through mergersand acquisitions to become a giant business competitors in modern economic historyis a prominent phenomenon. In recent years, the domestic and global M&A activity isexperiencing unprecedented growth. In2013, on one hand for developed countries,their economic recovery gradually, and consumers’ confidence to market enhancemuch; on the other hand, because of the slowdown domestic economic, tighteningmonetary policy and a series of mergers and acquisitions policies, Lots of Chinesecompanies chosen the way of M&A to achieve the purpose of optimize the allocationof resources, expansion business scale, or adjustment their strategic target andcapacity structure. In this context, the Chinese M&A market in2013show explosivegrowth in both of the number and amount of transactions and broke history record.However, compared with the growing number and amount of M&A market, thesuccessful M&A is few, and one major reason that causes the failure of M&A is themistake in human resources integration. Therefore, how to deal with the integration ofhuman resources is the key to the success of M&A.This paper first discusses the systematic study on the reason which cause thefailure of M&A and the division stages of M&A, after that, this paper give out theachievement about the study in human resources integration from Domestic andforeign scholars. Then based on the theories of psychological contract, corecompetencies, human capital, corporate culture and process reengineering, we dividethe process of human resources integration as the stages of plan, do and consolidate,and we also study the issues like imbalance of psychological contract, conflict oforganizational structure, loss of key employees, layoffs and conflict of enterpriseculture systematically.Then this article put forward different integration strategies on the correspondingproblems in different stages, the human resources integration strategies are: theinvestigation including human resources due diligence and enterprise culturecompatibility investigation, psychological contract renewal strategy, structureintegration including manager structure integration strategy and organizational structure strategy, personnel integration, including recognition mechanism, employeeretention strategy and key staff layoffs and placement strategy and corporate cultureintegration strategies, so as to built a systemically, gradation, ductility, and relativelyuniversal human resource integration model, and applies the model to the Greencoolacquired Kelon case, has carried on the multi-level analysis to cases, prove thefeasibility and effectiveness of the human resource integration model, therebyenhancing the operability when M&A enterprise carries on the human resourceintegration.