What HRM Theories are used in M&A?

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What HRM Theories are used in M&A?
astrah, Manager, Malaysia

What theories of HRM are usually applied in mergers and acquisitions?
How about configuration and contingency approaches? Thanks for your suggestions...

What HRM Theories are used in M&A?
ahmad shabanifard, Coach, Iran
First of all, you can look at various change theories to ease the M&A process.
Also various types of communication are crucial, circulating feedback and recognizing stakeholders.

Approach to HRM in Mergers and Acquisitions
Omar HEMISSI, Professor, Algeria
Communication is a key factor. But the change management approach should be preferred to ensure the implementation of the transition mechanisms.
Attention should be given to training and coaching. Because in mergers and acquisitions, there is always an entity that loses more than the other in terms of values ​​and cultural orientations of the new organization.
Finally, the role of organizational development is important. It allows to reconstruct a common culture and shared visions.

HR and Strategy
Ruben Dario Lozano Rubiano, Professor, Colombia
While human resource managers or directors must know the business, they know little about teaching pedagogy. They see the teacher as an employee that must be submitted within the processes, not allowing them new proposals, taking risk, or developing new advanced ideas and possibilities.
When this is the only thing they expect, feedback processes are slow and failures don't become visible quickly.

Human Resources and Mergers & Acquisitions
Teena Virmani, Student (MBA), USA
Just as Mr. Omar mentioned - there's always an entity that loses more than the other... Also, the biggest issue confronted is of re-organization and restructuring of workforce, which might lead to cutting down of many jobs and duplicate positions. Such a situation makes the role of Human Resources much more critical - dealing not only with those whose positions are eliminated, but also communicating effectively with those left behind to take on the responsibilites with as much zeal as before the M&A.
As my peers have mentioned above - training, coaching, communicating, organziation development, employee involvement and re-orientation of employees to help them have a shared puspose and vision - is a must and can be a decisive factor in the success of M&A. Thanks.


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