A Study On Personnel Management Tactics In Integration Of M&A Corporation

With the increasing of market-oriented economy proportions in china and deepening of mixing together with the global economic integration, M&A would be an important operating model and growing manner. It would influence and change many aspects of social economic life. According to the researches on M&A at last, we had found that over a half of the all M&A cases at least were not successful. The most major reason is unsuitable handlings in integration after M&A. Although the importance of staffs is not the same for different enterprises, but in a modern enterprise, the staffs are combined with the enterprise so closely. Any integration measures cannot put into effect while put aside the staffs even the personnel integration is not the primary target. So this article put the visual angle on the personnel management in integration after M&A.M&A motive of a main merger decides the manner and strength of integration. It also leads the different effects for staffs of the passive merger. Different staffs have different core needs in the background of the integration. This impels the staffs of the passive merger to become divided and re-constitute. Finally, the special interest groups have taken shape. The staffs and personnel groups may be support the integration, or they oppose the integration. This depends on the measures of the integration are profitable or harmful to there core needs. The opposition and resistance of the staffs to the integration measures might lead up to the confliction within the corporation. These conflictions have different manifestations such as being concealed and being apparent, or being personal and being collective, or being strong and being small. They mainly occur on five aspects such as power, benefit, affect and self-respect, target and ideal, or culture.In great majority cases, the staffs of the passive merger corporation would not be passive to accept all the integration measures which stand for the interests of the main merger. Sometimes the management order might adjust the tactics and steps of the integration according to the attitudes of the staffs. This forms a Game between the main merger and the staffs of the passive merger. This article had advanced a basic Game model of M&A integration and two changed models such as mixer model and exit model in the first, and then it had simply discussed the guide meanings of these models in the integration. Finally, the article had discussed the questions often occurred in M&A integration such as general bargaining Game, labour-capital Game and credit problem according to the Game thinking.