| Summary: | 碩士 === 義守大學 === 管理學院管理碩士在職專班 === 99 === Along with the development of Internet information, corporate competition has turned from that of regional to that of global one, and it has, concurrently, intensified the speed of corporate organization. Since enterprises are confronted with intense competition, they have made resorted to merger and acquisition as one of the strategic tools for fast market expansion in order to search for way of sustainable management and to obtain their share within the market.
When enterprises conduct merger and acquisition, they would, oftentimes, cause some employees to select leaving their job, and these employees who choose to leave job are considered to be a part of the assets of merger and acquisition. Nonetheless, merger and acquisition would, sometimes, render the losses of excellent manpower assets, thus impacting the value of the entire merger and acquisition. Therefore, it is quite meaningful and valuable to appreciate the ideas of employees and thus help enhance their willingness to retain with their job and lower the factor to leave their job.
This study has made use of questionnaire to collect information, while subjects are current employees with technology company B merged by technology company A. The results indicated with information analyzed are found as:
(一) Organizational change of merger and acquisition will exert prominent and positive effect upon those employees of company merged and acquired: after the organization has been merged and acquired, management behavior will be carried out through formal work structure and improvement of job function relationship to help improving performance. As for change to organizational structure and personnel, it will generate tremendous pressure to employees of company being merged and acquired, thus members of the organization will find with behavior of leaving tendency.
(二) Difference of organizational culture with merger and acquisition will not exert prominent and positive effect upon those employees of company merged and acquired: company A of the case of the study is considered to be of homogenous high-tech company, there is not great difference of organizational culture among most of the high-tech companies. Therefore, employees in those industries can, to a great extent, adapt, and it explains that difference of organizational culture in the case will not create any prominent sign of differentiation regarding leaving tendency to those employees of company being merged and acquired.
(三) Moderating variables from external environment factors of merger and acquisition will not exert prominent and positive effect upon those employees of company merged and acquired: scenario of economic environment, industrial conditions, and external competition and other external environmental factors will usually bring about changes to organizational environment, strategy implementation, production, flow, quality, interpersonal communication, and management system and other organizational factors, and most of these external environmental factors are beyond control. In addition, the company dominates merger and acquisition has already dispatched its staff to elaborate company vision, objective, and belief when case of merger and acquisition occurs so that employees of company being merged and acquired will have confidence for the company. Thus, it can help reduce impact generated from such uncertainty on the party of the employees, thus lowering the leaving tendency of employees.
(四) During the process of merge and acquisition, acts of interest protection, counseling and concern, and stabilizing cadres are carried out as a measure to lower impact from organizational change. Besides, economic assistance is strengthened, industrial vision established, and external competition acknowledged so that moderating variables of environmental factors.
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