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An evaluation of the strategic Human Resource problems and issues which arise out of take-overs and mergers.
Member rating: No Rating | Words: | Submitted: Mon Jun 19 2006
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An evaluation of the strategic Human Resource problems and issues which arise out of take-overs and mergers. Mergers and acquisitions are a fact of life, premised on the belief that the combined company will have greater value than the two companies alone. According to Mirvis and Marks (1997), most companies that execute mergers and acquisitions do a reasonably good job sizing up the economic and financial characteristics of the deal. Both parties will expend enormous energy contemplating how much a company is worth, what terms to negotiate and how to structure the transaction. Balance sheets will be scrutinised, goals established, efficiencies projected and opportunities appraised as staff, technology, products, service and know-how are combined under one roof. However, no one has worked out with the same sharp pencil the effect of this on the workforce. The upshot? Turmoil and confusion for the workforce as HR tries to sort out pay, benefits,...
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