Tata-Corus, Arcelor-Mittal, Daimler-Chrysler, America online- Time Warner
. The phenomenon of Merger and Acquisition has proved to be a very popular means for organizations to achieve growth and promote strategic change, especially during the last two decades. The reason that the concern within organizations has increased lately is because the failure rate for such deals has reached 50% or higher.
There have been several researches done on mergers and acquisitions from many different angles. One aspect that has not been deeply researched is the human resource aspect. Thus the issues of uncertainty, stress management, distrust, and employee turnover have become very serious issues that often arise in such turbulent times of organizational change. People have become the hidden factor in the merger success. This dissertation highlights this important factor. This study aims to identify the role played by human resource department before, during and after the merger and acquisition process
Signed on 31, January 2007,to become the fifth largest steel producer in the world, the marriage between Indian and British steel company Tata and Corus steel is indeed one of the most remarkable and recent examples of an Indian firm acquiring a British firm. The 6.7 billion Corus takeover is almost 10 times larger than any previous acquisition made by the group or by any Indian company.
This dissertation highlights the issues that concern the human side of merger and acquisition and investigates the role played by human factor and how they can be enhanced to bring successful result in merger and acquisition with reference to the Tata and Corus companies.
[...] The findings from the primary and secondary data have given the researcher the answer to his research question investigate the role played by human resources and their contribution in the success of merger and acquisitions”? Case study: Tata –Corus. Some of the important findings that have risen from the results of interviews and survey questionnaires that were carried out with the staff are as follows: Reward system and incentives- One of the most striking results that came out from the survey questionnaires and interviews addressed to the staff of Tata group was about incentives. [...]
[...] Further to portray a strong picture of the findings semi-structured interviews have also been taken with both the assistant HR managers of Tata and Corus steel INTERVIEWS To find about the role of human resources in merger and acquisitions the researcher carried out two semi-structured interviews. The researcher interviewed the assistant HR managers of Tata group and Corus groups. The researcher has made an attempt to identify the role played by human resources in mergers and acquisitions by interviewing the HR managers. [...]
[...] (Web2) 1.3 Research Question Based on the discussion above, the purpose of this thesis is: To investigate the role played by Human Resources and their contribution in the success of Merger and Acquisitions. Case study: Tata –Corus To be able to answer the main research question, sub-problem questions have to be analyzed and answered to reach good conclusion and to the main problem of my dissertation. These sub-problems are: Need to define and explore the concepts of merger and acquisition, the motives behind them, reasons for failure, strategic fit between merger and acquisition and human resources and impact on employees. [...]
[...] (Ruysseveldt and Harzing, 2004) 2.6 Role of HR in Mergers and Acquisitions: IBM acquires Microsoft and Bill Gates decided to join another company, is IBM buying the full value of Microsoft?” (Kim and Oslen 288) Awareness of human resources in acquisitions is important because human resource practices have influence on the outcomes of mergers and acquisitions. Kavanagh and Ashanasy (2006) estimate that employee problems are responsible for between a third and half of all merger failures. They further state that the acquiring firm gains not only the targets land, buildings and operations but also its people. [...]
[...] It is argued that the Human Resource Department of companies engaged in Merger and Acquisition are not involved in the planning and negotiation stage and are remembered after the deal. Do you agree? Comment. Question2. How important do you think that the integration of people is to success of merger and acquisition? Question3. Do you think that leadership capability, compensation and benefit programs are important before the merger or acquisition? Question4. In particular, what did you have to do once the announcement of the acquisition was made? [...]
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