Human Resource Intergration In The Transnational M&A Activities Of Chinese Enterprises

China’s entry into the WTO, the internationalization of its social market, and the ongoing economic globalization have brought about the fourth merger and acquisition boom in China, and the transnational M&A has been growing both in scale and number. However, most M&A get less net effect. A survey in Fortune shows that the profit could meet the cost only in about25%M&A activities. And ineffective integration of human resources is to blame. Thus, the integration of human resources, a key factor in transnational M&A, is vital to the success of the same.This paper, based on the literature research and the case research, first discusses the issues regarding labor union organization, process management and span-cultural management in human resources integration of M&A activities of Chinese enterprises, then focuses on the lack of experience, the lag of notions, the lack of management system, the lack of cultural integration and other problems, and then analyzes failure to notice the role of trade union, failure to fulfill the process management, failure to focus on the enterprise cultural fusion and other issues to propose some countermeasures. Finally, it studies a case of failure-SAIC’s acquisition over Korean Ssangyong Motor, especially SAIC’s countermeasures to the trouble from South Korea’s unions, the employees’psychological fluctuations, the cultural conflicts and other problems, to give some reference for the transnational M&A of Chinese enterprises.