The Study Of The Acquisition Of Human Resources Integration In Technology-intensive Enterprises

Knowledge-intensive enterprises is a technology-based, high value-addedproducts, the production process of condensation and high knowledge of the enterprise.Its knowledge capital as the main factor of production, around the company’s coretechnology commenced operation of the market. Knowledge-intensive enterprises ismainly reflected in the core values of the company’s key employees who, knowledgeworkers for the development of enterprises play a decisive role. When an enterprise inthe development process needs to expand through mergers and acquisitions to furtherits own power, when the fate of these key employees, as well as mergers andacquisitions after their working status became merged companies are most concernedabout. To make knowledge-based talent acquisition process can better play its valueadvantage, both in theory and business conducted active exploration and practice.In this paper, the theory and practice of the method of combining, in-depthunderstanding of a variety of domestic and international human resource managementtheory, the careful analysis of the knowledge-intensive enterprises mergers andacquisitions in the core staff management problems encountered; through theintroduction of human resource management theory, integration of human resourcepersonnel to conduct a detailed analysis of fluctuations; through the integrationprocess personnel adjustment problems in cognition, focus on staffing and difficult forthe objective analysis. Pointed out that after the merger of human resourcemanagement personnel placement biggest problem is the problem in a timely mannerto carry out a variety of incentive activities, purchasing a variety of comfort measurescan effectively solve this problem. In this paper, various incentive measures weredetailed analysis and description, including a comprehensive talent identification, the company operating the adjustment process, rational personnel system for theestablishment and use of effective incentives, etc., and focus on the design of thepost-merger personnel incentive measures to appease.Finally, the article by Company A to empirical study, a detailed knowledge-intensive enterprises in the merger and reorganization of human resources integrationissues, while the measures taken by the enterprise of the review carried out for similarcompanies in the merger provides a true cases.