論企業(yè)并購過程中的人力資源整合問題

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【摘要】近年來企業(yè)間強(qiáng)強(qiáng)聯(lián)合的勢頭空前迅猛，相當(dāng)多的公司認(rèn)識到了企業(yè)并購行為的價值，并獲得了成功，但其中也不乏失敗的例子。本文通過觀察匯源，德隆兩公司并購的案例，從中找到了導(dǎo)致企業(yè)并購失敗的重要原因：人力資源整合不當(dāng)。并且深入分析了人力資源整合過程中的存在的問題，針對這些問題提出了人才留任，人才培養(yǎng)及企業(yè)文化的再造三個解決辦法。

【關(guān)鍵字】企業(yè)文化 人力資源整合 核心競爭力 企業(yè)文化

【Summary】The season economy since has marched into the new millennium, presents the power-and-power union unprecedented swift and violent trend of development. Now, had quite many companies to realize the enterprise merger and acquisition behavior value. This article collects the source through the observation, the German prosperous two company merger and acquisition case, found has caused the enterprise merger and acquisition defeat the important reason: The human resources conformity improper. And has thoroughly analyzed in the human resources conformity process 5 questions, proposed in view of these questions the talented person remains in office, the talented person raise and the enterprise culture are born again 3 solutions.
【keyword】Enterprise culture Human resources conformity Core competitive power Enterprise culture

【參考文獻(xiàn)】
[1] 【美】帕蒂•漢森《并購指南：人員整合》(張弢) 中信出版社2004年
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