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论文编号：	752
作者编号：	2220060722
上传时间：	2008/6/23 15:46:55
中文题目：	GW公司并购后人力资源培训项目的
英文题目：	Study on the Implementation Me
指导老师：	薛有志
中文关键字：	企业并购 人力资源整合 人力资
英文关键字：	Corporate Mergers and Acquisit
中文摘要：	当今时代，企业并购在世界范围内达到了空前的高潮。并购已成为企业扩大规模和增强企业竞争力的重要手段。然而，与数量巨大的并购案例和高额的并购金额相比，企业并购的成功率并不高。大量的研究分析表明: 除了并购战略不当、并购操作失误以及谈判流产等造成的并购失败外，关键原因在于企业并购后的管理整合问题，其中以人力资源整合问题导致的并购失败所占比例最高。 企业并购后的人力资源整合工作需要解决多方面的问题，如：消除留任员工的心理危机，留住和激励核心员工、重建工作团队、促进文化融合、提高员工素质、改善组织绩效等。并购企业需要寻求并采取行之有效的措施来解决这些问题，而对人力资源的培训是其中重要的措施之一。 开展人力资源培训工作应首先明确培训需求，并根据培训需求制订实施计划，然后通过提供必要的资源和途径来满足这些需求，进而实现培训目标。在此过程中需要运用科学的方法进行管理。本文作者认为，企业并购后整合阶段不同于企业的日常运营阶段，该阶段的人力资源培训工作具有独特性、一次性的特点，且受到一定的时间、人员和资源的约束，因而将其作为一个项目进行管理更为有效。近年来，项目管理作为一种特定的管理方法，已被广泛地应用于不同领域的项目管理上，且愈来愈受到社会各界的重视。本文从项目管理的视角，对案例企业在并购后整合阶段的人力资源培训工作进行了研究。首先分析了案例企业所面临的人力资源问题，提出了该阶段人力资源培训的特殊任务，即培训目标。然后按照项目的四个阶段划分，即项目的决策与定义阶段、设计与计划阶段、实施与控制阶段以及完工与交付阶段，依次对案例企业人力资源培训工作的需求分析、计划的制订、计划的实施控制以及后期的培训效果评估的实施方法进行了研究，并提出促进企业文化融合、提高员工知识技能、改善员工素质、培养优秀的管理团队四个方面是案例企业在并购整合后期人力资源培训工作的主题。本文着眼于如何通过培训来促进该企业人力资源整合工作的顺利完成，并为企业的下一步的发展奠定良好基础。
英文摘要：	In recent years，Corporate Mergers & Acquisitions (M & A)show further peaks throughout the world. Corporate M & A has become an important measure for an enterprise to enlarge its operation scale and increase its competitive strength. However, compared with the quantitative transaction cases and the large sum of money involved in M & A, the success rate is not equally as that high. Many studies show that besides improper M & A strategy，process defects and negotiation miscarry，the main cause for M & A failure is due to management integration after M & A process, among which human resources integration takes the highest proportion. The human resource integration after M & A needs to solve problems in various aspects, such as: to eliminate retained employee’s frustrations, motivate core employees, rebuild work team, syncretize different organization cultures and improve employees’ competences and performances, etc. Therefore, M & A enterprises have to seek and take effective measures, and human resource training is one of the important measures. The first step of human resources training is to identify the training needs, and then make a plan accordingly. Afterwards，an enterprise should provide necessary resources and means to implement this plan so as to achieve organization’s training objectives in the end. Efficient methods are required to be applied in the process. As the author of this thesis, I think human resources training after M & A is different from the work of an enterprise which is under normal operation. It is special, one-off and to be affected by time, people and resources’ constraints. Therefore, it will be more manageable to take this work as a project. As a special methodology, Project Management has been applied in many different projects by now, and has drawn people’s high attentions in various fields and communities. In this thesis, I take GW as the case company, to study the practice of human resource training after M & A from project management point of view. Firstly, to analyze the human resources problems to be solved for the case company after M & A, then to define the special tasks for training, i.e. the training objectives. Secondly, to study progressively the training needs analysis, training planning, implementation control and effectiveness evaluation after training from the four phases of a project, i.e. project scope definition, project design and planning, project implementation and control, project completion and evaluation. This thesis also puts forward that enterprise culture syncretism, improvement of employees’ knowledge, skills and competences, build up of good management team are the key subjects for the case enterprise after M & A. In conclusion, this thesis focuses on how to enhance the successful completion of human resources integration of the case company by carrying out the training program，thus to make a good foundation for company further development.
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