Document Type
Thesis
Date of Award
5-31-1987
Degree Name
Master of Science in Management - (M.S.)
Department
Organizational and Social Sciences
First Advisor
Anthony Kahng
Abstract
When a firm is acquired or merged, everyone feels shaken.
When organizations merge, the people in them are touched by several real and poignant issues, with each issue having the potential for lowering morale and productivity. When mergers or acquisitions fail, either by falling short of stated objectives or more disastrously - by divestiture - a chief culprit is often inadequate or nonexistent human resource planning.
A solid people plan - which takes into account what and how to communicate before and during a merger not only helps retain a semblance of order and direction within the company facing a merger, but also helps retain those key, talented individuals who are needed to successfully get the newly formed corporation off the ground. What is clear, however, is that an increasing number of newly merged organizations report dysfunctional changes in employees behavior, lost productivity, high turnover rates among senior management people in key positions, leadership struggles among managers who stay, mismatches in human resource skills and jobs that have not been anticipated and a host of other personnel problems. And most of these problems can be prevented or ameliorated through the more active participation of human resource planners in the pre-merger process.
e of this thesis is therefore to present a descriptive analysis of why these problems arose after a company merged and what can be done to prevent or limit the problems through solid pre-merger human resource planning.
Recommended Citation
Fiki, Thomas Jide, "Human resource planning for mergers and acquisitions" (1987). Theses. 3096.
https://digitalcommons.njit.edu/theses/3096
