請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92055
標題: | 企業併購中人力資源系統整合之探索研究 An Explorative Study on Post Merger Integration Framework from Human Resources Perspective |
作者: | 朱蕊君 Regina Chu |
指導教授: | 李吉仁 Ji-Ren Lee |
關鍵字: | 企業併購,併購後整合,人力資源整合, Mergers and Acquisitions,Post Merger Integration,HR Integration, |
出版年 : | 2024 |
學位: | 碩士 |
摘要: | 隨著企業發展,無論追求成長或轉型,併購常常是策略選項之一。然而,研究調查數據顯示,超過一半的併購案對股東權益產生負面影響,亦即併購成功率並不佳;因此,瞭解影響交易成功的關鍵以及經常被低估或忽視的因素至關重要。有鑒於此,本研究擬從人力資源角探討併購整合如何影響併購交易成敗,以及如何建立一個有效的人力資源併購整合架構,以促進併購後整合和交易的成功。
此論文採用個案研究法,始於文獻回顧,依人力資源角度深入探討併購整合對併購交易的影響,再根據筆者經驗提出了人力資源併購整合架構,以及相關的案例研究説明此架構的有效性。 本研究提出的人力資源併購整合架構建議包括幾個關鍵步驟。在建立人力資源整合團隊之前,需清楚訂定人力資源整合目標,並釐清併購整合中人力資源應扮演的角色。此外,應擬定與組織策略及併購策略連結的人力資源整合短期及長期整合策略和指導原則,並挑選合適的人力資源專案經理,以有效推動人力資源併購整合的規劃與執行,並訂定人力資源購整合功能領域,包含一般人力資源領域,如薪酬福利等,以及其他與併購相關的人力資源領域,如人力資源併購專案管理、關鍵人才留任、文化整合,以及變革管理和員工溝通。完成人力資源併購整合專業領域訂定後,則依人力資源領域及團隊能力成立人力資源專案團隊並明確訂定各團隊人員角色。在團隊就位後,人力資源併購整合專案規劃及執行則可以開始推動。另外,影響人力資源整合之相關部門也必須同時一併瞭解及檢視。 根據我們的個案研究,有幾點發現可以協助未來人力資源併購整合實際規劃和執行: 1. 建議在併購生效日數個月前就開始人力資源併購整合規劃,並在併購生效日後持續推進。 2. 在併購整合規劃初期,建議優先指派人力資源併購整合專案經理。 3. 建議應建立結合組織及併購策略之人力資源整合策略,並建立連結人力資源整合策略之人力資源整合功能領域。 4. 建議應依人力資源整合功能領域成立人力資源整合團隊,並由各人力資源領域專家負責該領域整合計劃。 5. 建議應提前規劃專案變革管理和有效執行員工溝通。 6. 建議於併購生效日後持續調整整合規劃,執行組織穩定計劃及過渡服務協議的終止。 本研究結果希望能有助於企業了解人力資源在併購整合的實際挑戰,協助企業理解併購整合的複雜性以提供人力資源併購整合規劃參考,最終提高併購的成功率。 As a business evolves, it may explore additional paths for expansion or transformation, frequently contemplating mergers and acquisitions (M&A). Nevertheless, studies suggest that more than half of M&A cases have an adverse effect on shareholders’ equity, indicating a suboptimal success rate. Recognizing the crucial stages and areas that influence the success of these transactions and acknowledging frequently underestimated or overlooked factors is crucial. To increase the probability of success in M&A transactions, companies should meticulously evaluate essential areas. In views of this, what is the impact of post merger integration to the success of the M&A deals from HR perspective, and how to build an effective human resources post merger integration framework to foster the success of the post merger integration and M&A deals are also subjects of the thesis. This thesis delves into an exploratory investigation of post merger integration (PMI) with a specific focus on the human resources perspective. The exploration commences with a comprehensive literature review, aiming to comprehend the implications of post merger integration on M&A deals from the perspective of human resources. The subsequent steps involve proposing an efficient HR framework for post merger integration and conducting a case study to illustrate the effectiveness of this HR framework. The suggested HR PMI framework comprises several key steps. Prior to establishing the HR PMI team and structure, it is essential to clearly define the overall HR PMI objectives and identify the main HR roles in the broader post merger integration process. Additionally, the HR integration strategy and guiding principles should be developed to align with the business and deal strategy. The HR PMI framework recommends commencing with the appointment of a capable and experienced HR project manager to effectively lead the planning and execution of HR post merger integration. Subsequently, a deal-and-business-fit HR PMI workstream structure should be developed. This structure encompasses standard HR content areas such as compensation and benefits, and other deal-related aspects such as HR PMI project management, talent retention, culture alignment, and notably, change management and communication. A well-defined HR project team is then established by the delineating roles within sub-workstreams per the structure. With the project team in place, HR PMI planning, including activities such as side-by-side analysis, may commence. An imperative aspect that should not be overlooked is the identification of interdependencies to ensure a thorough understanding of any upstream and downstream factors that may impact or be impacted by the HR workstream. Based on the insights gleaned from the case study, several findings can guide practical HR post merger integration planning and execution more effectively: 1. Commencing HR PMI several months before day 1 and extending efforts post day 1 is recommended. 2. The appointment of HR PMI project manager(s) should be prioritized in the initial stages of PMI planning. 3. The business-strategy and integration-strategy linked HR PMI strategy should be developed, and the HR PMI framework should be built to align with the HR PMI strategy. 4. A dedicated HR PMI team should be established and led by workstreams’ center of excellence. 5. Thorough planning and effective execution of employee communication should take place well in advance. 6. Necessary adjustment to the integration, execution of stabilization and transition services agreements exit should continue after day 1. The conclusion of the thesis and findings of the case study contribute to a better understanding of the practical challenges associated with HR integration in the post merger context, offering insights that can guide organizations in navigating the complexities of HR post merger integration planning and execution, and ultimately enhancing the success rate of M&A initiatives. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92055 |
DOI: | 10.6342/NTU202400186 |
全文授權: | 同意授權(全球公開) |
顯示於系所單位: | 國際企業管理組 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-112-1.pdf 此日期後於網路公開 2026-01-16 | 2.78 MB | Adobe PDF |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。