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论文编号：	12324
作者编号：	2320180583
上传时间：	2021/3/5 17:27:22
中文题目：	企业并购中的人力资源整合策略研究——以G公司为例
英文题目：	Research on Human Resources Integration Strategy in Enterprise Mergers and Acquisitions ——Take G company as an example
指导老师：	吕峰
中文关键字：	企业并购，人力资源整合，组织变革，组织文化整合
英文关键字：	corporate mergers and acquisitions, human resources integration, organizational change, corporate culture integration
中文摘要：	企业并购重组在企业的发展过程中有着重要的里程碑意义，而并购过程中的人力资源整合是否顺利是并购是否能够成功的关键因素之一，它对企业能否实现长期稳定发展具有非常重要的战略意义。 本文通过对G公司、M公司及F公司的发展背景、经营模式、组织结构、人员结构等维度的比较分析，阐述了G公司发生并购的原因、并购方式、并购流程，进一步展开讨论了并购过程中面临的人力资源整合问题，如三家公司因经营方式、薪酬福利的不平等、管理风格和文化氛围的各异，带来了制度流程的统一性，薪酬福利公平性，员工的激励与保留，原有管理团队能力提升等一系列有待解决的问题。在应对策略上，合并后的G公司从制度整合、团队整合、文化整合三个角度出发，统一制度流程，在薪酬福利，绩效考核，招聘培训等方面进行了重新的梳理和流程再造，并通过组织结构的健全和组织结构的扁平化，加强内部沟通，通过组织战略、企业文化的传播进一步加强了员工的企业融入感以及员工的敬业度，在组织合并后出现的一些新问题上，本文提出了一系列对应的策略。
英文摘要：	Mergers and acquisitions and restructuring of enterprises are the important milestones in the development of enterprises. The smooth integration of human resources in the process of mergers and acquisitions is one of the key factors for the success of mergers and acquisitions. It is of very important strategic significance to the company’s long-term stable development. Based on the comparative analysis of the development background, business model, organizational structure, and structure of G company, M company and F company before the merger, this study expressed the reasons for the merger, merger method, merger process, and further analyzed the human resources integration problems faced by the three company after the mergers. For example, the differences in operating methods of the three companies, inequality of compensation and benefits, distinguished management styles and cultural atmosphere, which had led to a series of problems at the unity of system and process, the fairness of compensation and benefits, and the motivation and retention of employees, the improvement of the original management team's ability, etc.. In terms of coping strategies, the G company started from the three perspectives of system integration, team integration, and cultural integration, unified the system and procedures, and carried out reorganization and process re-engineering in terms of salary and benefits, performance appraisal, recruitment and training. Through soundness of the organization and the flattening of the organizational structure, strengthen internal communication, the communication of organizational strategy and corporate culture, employees’ sense of corporate integration and employee engagement have been strengthened significantly. On some new problems that have emerged after the merger, this article puts forward a series of corresponding strategies.
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