The Task of Human Resource Department in Enterprise Merging Process–The Case Study of The Photovoltaic Industry M

• Main Authors: HSIAO,JU-TING, 蕭如玎
• Other Authors: SHIH, WU-RONG
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/cpmx86

碩士 === 南臺科技大學 === 高階主管企管碩士班 === 104 === The enterprises usually achieve rapid external growth by mergers and acquisitions (M&A) strategy. However, the merging process itself could not enhance the profits instantly. The rapid integration after merging plays the key role in creating the synergy effect. It is necessary to perform strategic planning during every stage of the M&A process, including human resource planning, organizational structure adjustment, corporate culture fusion, management system, and business operation, for avoiding outflow of talent and customers due to delayed reactions after mergers. Human resource management is indeed an in-negligible issue when discussing post-merger integration. This paper proposes a case study which investigates the documents related to the integration strategies and key successful factors during M&A process. This research evaluates the response of employees and executive benefits of HR key behavior by implementing HR project tasks during the merger. Based on the literature review and analysis of the case, our conclusions and suggestions are as follows: (1) The integration should start as soon as possible, before the M&A becomes effective. Through the comparative analysis of rules and regulations, the HR management strategies will achieve M&A synergy, meanwhile reduce the obstacles and costs of further mergers. (2) The best strategies to reduce the resistance and insecurity of the employees due to uncertainty of future are offering multiple and free communication channels, rapid and comprehensive responses to employees’ opinions, and constant communication to improve the transparency of decision-making process. These are the most critical factors to gain confidence, promote cultural fusion and build the support from the employees. (3) The most important management strategy is to develop the human capital which is essential for further organization by confirming the key people and their retention program, and fill the hiring gap appropriately. The conclusion and suggestion drawn from this case study are affected by multiple factors. We hope that these results can be used as referential information for the HR department in the enterprise encountering M&A.