HRM Aspects in the Context of Mergers and Acquisitions (M&A)

Sven Brueninghaus, Kai Karsten, Bodo Schaefer

• Publisher: GRIN Verlag
• Year: 2002
• eBook ISBN: 9783638139878
• Edition: 0
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

Seminar paper from the year 2002 in the subject Leadership and Human Resources - Miscellaneous, grade: 1, 3 (A), University of Applied Sciences Essen (Institute for Economics and Management), course: Mudule Human Resource Management, language: English, abstract: The purpose of this assignment is a critical review of company mergers and acquisitions regarding different human resource management related aspects. It will be analysed what impacts a merger might have on the organisational structure, on the human resource management strategy and on the required approach regarding intercultural management of the newly created company in relation to the current situation of the merging companies. In addition to that it will be analysed which impact a merger has on the motivation system, the change- and conflict-management and on the human resource management accounting system.Based on practical merger examples the problems of these areas will be described and analysed and a recommendation for solutions will be given when possible. This assignment will give an overview about the human resource related problems and aspects, which companies will face and should consider when a merger is planned.The definition of mergers and acquisitions (M&A) is not absolutely clear in the literature. On one hand side a merger is described as the legal and economical connection of two equal companies of the same size, which can be defined as a classic amalgamation, and an acquisition is described as an economical take over of a small company by a big one.1On the other hand side the subject M&A also includes the sale of companies, splitting of companies (Asset Stripping), restructurings, spin-offs, joint ventures and alliances.2 Based on this it is not clear if a merger is the same as an amalgamation. Although the Daimler-Chrysler deal and the Renault-Nissan deal are defined and described as mergers it is not obvious if these were classical amalgamations or more acquisitions communicated and presented as mergers.3According to the purpose of this assignment mergers are defined as classic amalgamation and a share or asset based acquisition.The important item here is that companies with different cultures and backgrounds merge together and have to find a common identity including the consideration of the identities of the merging partners.In the last years a lot of big and small mergers took place between companies from very different countries and cultures.[...]______1 Compare: http://www.flexible-unternehmen.de/kl0908.htm, Jörg Wirtgen2 Compare course material: Financial Management Module M&A, Dr. Frere3 Compare: http://www.businessweek.com/2000/00_23/b3684147.htm