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论文编号：	15771
作者编号：	2320234036
上传时间：	2025/12/9 22:53:36
中文题目：	G公司并购S公司后人力资源整合模式研究
英文题目：	G公司并购S公司后人力资源整合模式研究
指导老师：	薛有志
中文关键字：	企业并购；人力资源整合；组织变革
英文关键字：	Enterprise Mergers and Acquisitions; Human Resource Integration; Organizational Change
中文摘要：	在经济全球化与市场竞争加剧的背景下，企业并购成为实现资源优化与战略扩张的重要途径，而人力资源整合作为决定并购成败的关键因素，其研究具有重要的现实意义。本文以G公司并购S公司为研究对象，综合运用文献研究法、问卷调查法等，系统探讨企业并购后的人力资源整合问题。 本文一方面梳理了企业并购和人力资源整合的相关概念，作为后续研究的理论基础。通过对G公司并购S公司的动因、进程及人力资源尽职调查结果分析，揭示了并购后人力资源整合的现状。在此基础上，运用问卷调查与数据分析，深入挖掘出整合过程中存在组织管理秩序混乱、核心人才流失风险高、绩效考核与激励机制失效等潜在问题。进一步探究发现，组织管理制度不完善、核心人才管理粗放、考核与激励形式化严重是导致这些问题的根源。针对G公司的问题，文章提出了全面的人力资源整合方案与保障措施。整合方案包括重塑组织管理秩序、构建核心人才保留机制、优化激励机制及完善绩效考核体系；保障措施则从组织、文化、财务三个维度展开，确保整合工作顺利推进。 本文不仅为G公司解决并购后人力资源整合难题提供了具体方案，也为其他企业开展并购人力资源整合工作提供了理论参考与实践借鉴。未来研究可进一步拓展案例样本，探索不同行业、规模企业在并购人力资源整合中的共性与差异，深化相关理论与实践研究。
英文摘要：	Under the background of economic globalization and intensified market competition, enterprise mergers and acquisitions have become an important way to achieve resource optimization and strategic expansion. And human resource integration, as a key factor determining the success or failure of mergers and acquisitions, its research has important practical significance. This thesis takes the acquisition of Company S by Company G as the research object, and comprehensively uses methods such as literature research and questionnaire survey to systematically explore the issue of human resource integration after enterprise mergers and acquisitions. This thesis first sorted out the relevant theories of enterprise merger and acquisition integration and human resource integration, laying the foundation for subsequent analysis. Through the analysis of the motivation, process and human resource due diligence results of Company G's acquisition of Company S, the current situation of human resource integration after the acquisition is revealed. On this basis, by using questionnaire surveys and data analysis, potential problems such as chaotic organizational management order, high risk of core talent loss, and failure of performance assessment and incentive mechanisms existing in the integration process were deeply explored. Further exploration reveals that the imperfect organizational management system, the rough management of core talents, and the serious formalization of assessment and incentives are the root causes of these problems. In response to the problems of Company G, the article proposes a comprehensive human resource integration plan and safeguard measures. The integration plan includes reshaping the organizational management order, establishing a core talent retention mechanism, optimizing the incentive mechanism and improving the performance appraisal system. Safeguard measures are carried out from the three dimensions of organization, culture and finance to ensure the smooth progress of the integration work. This thesis not only provides a specific solution for Company G to solve the problem of human resource integration after mergers and acquisitions, but also offers theoretical references and practical lessons for other enterprises to carry out human resource integration work in mergers and acquisitions. Future research can further expand the case samples, explore the commonalities and differences in the integration of human resources in mergers and acquisitions among enterprises of different industries and scales, and deepen the relevant theoretical and practical research.
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