Research On MH Company's Posts Fixing,Personnel Quota And Number Defining Based On Strategic Match After The M & A

As the competition in the supermarket chain industry intensifies,in order to survive and develop,an increasing number of enterprises choose mergers and acquisitions(M & A)for resource integration and layout expansion,and the matching degree between the strategy and human resources is decisive to the outcome of the M & A.The human resources integration needs an organizational strategy includes posts fixing and personnel quota and number defining,which requires establishing organizational structure,departments and positions as well as staffs to adapt to the new organizational strategy,and efficiently combining the modules of personnel planning,recruitment configuration,salary and welfare system,and employee relations as to improve the operating efficiency of the organization,reduce management costs,improve staff quality and satisfaction,promote smooth transition of the organizational strategic transformation and finally achieve organizational strategic objectives.This paper chose MH,a typical company in the supermarket chain industry with a M & A background,as the research object,and chooses research methods that is conduciveto the establishment of the research program after sorting out the literature about the M & A,posts fixing,personnel quota and number defining,offers a brief introduction to the knowledge of M & A,posts fixing and personnel quota and number defining,emphasizes the importance of the coordination between corporate business strategy and posts fixing and personnel quota and number defining,and clarifies relevant definitions,principles,methods and influencing factors.By summing up the M & A background,the current situation of business management,posts fixing,personnel quota and number defining of MH,this paper,may go through data analysis,personnel research and interviews as well as on-the-spot inspection to focus on sorting out problems after the M & A resulting from the organizational strategic transformation such as overstaffing in organizations,unclear positioning of office authority and its mismatching with the strategy,superfluous post levels,staff redundancy,unreasonable staff structure and employment forms,uneven overall quality of staff,inadequate capacity to qualify the job and adaptation to the changing environment,brain drain of core backbone talents and the rising ratio of disputes between capital and labor.It further highlights the reasons of the problems: after the M & A,MH's awareness and ability to integrate the human resources is inadequate.Lacking plans on human resources management and the integration of corporate cultures,MH confronts a persistent deficiency of scientific talent recruitment,evaluation and training mechanism,lacking systematic work analysis and standard,and doable job description,which results in vague job qualifications,low job competency of staff and their lack of confidence in the enterprise.Considering the previous problems,according to the program objectives and design principles by analyzing MH Company's strategy,we may redesign the organizational structure and repositions and the departmental functions on the premise of strategic match.Based on this,the paper selects a typical module of cashier customer service at Yibin shop by taking MH Company as the research sample,and discusses the methods and thoughts of posts fixing and personnel quota and number defining from the perspective of strategic match.This paper,through data analysis,personnel interviews and on-the-spot inspection and research,applying methods like organizational analysis,job responsibilities and process analysis,fixing personnel quota by workload,efficiency and equipment,data analysis,and budget control to fix posts and define personnel quota and number,offers a comprehensive description about the specific procedures to design the program of posts fixing and personnel quota and number defining,and finally reaches an outcome of fixing posts and defining personnel quota and number,combining with job descriptions and suggestions of employment forms.The expectation of this paper is able to promote the integration of business strategy and human resources strategy between DS Group and MH Company after the M & A,making it play an important role in putting the business strategic objectives into practice,posting an effective connection between the business procedures and creating the environment of corporate culture.This paper hopes to make the enterprise establish a "people-oriented" management model to enhance the level of human resources management,standardize the organizational structure and departmental arrangements after the M & A,reduce the middle management level,re-clarify the division and collaboration of work,streamline the approval process,provide job qualifications,enhance strategic objectives and the execution efficiency of business processes to lay the foundation for improving other modules of human resources management,forming a virtuous circle.Additionally,this research hopes to promote the process for the employees to blend into the DS Group corporation culture after the M & A,reduce their sense of insecurity and decrease the ration of backbone brain drain and disputes between company and labor.All in all,this paper contributes to rationalizing the labor structure,employment forms and number of workers,enhancing efficiency of labor,giving full play to employees' ability to achieve the high-degree matching of human capital and corporate management,and to provide the supermarket chain industry after the M & A with reference and feasible solutions to the problem of posts fixing,personnel quota and number defining.