학교 레포트인데...좀 급합니다..해주실수있으신지요...ㅜㅜ

너무 어려워서요...제가 능력이 부족해서 제능력으론 너무 어려워서요...참고로 HR은 아마도 Human Resources를 말하는 것일겁니다.. 그럼 잘부탁드립니다....감사합니다...*^^* The 1980s were characterized by a wave of mergers and acquisitions that leveled off in the early 1990s and then picked up at a record pace in the mid-1990s. Such moves, often undertaken to increase global competitiveness, pose many HR challenges. There is evidence that 30 percent of acquisitions end in divestiture and that up to 50 percent of mergers and acquisition are eventually regarded as unsuccessful. It is likely that problems related to human resource management contributed to many of these failures. HR professionals can play an important role in both the pre- and post-acquisition stages. Before an acquisition decision, HR professionals can assist top management by assessing the pension and benefit liabilities to be incurred, the potential problem with existing labor contracts of the proposed target company, and the skill base of the target’s employee population (complementary or redundant). As the acquisition moves toward consummation, the role of human resource management grows, with employee communication becoming an important activity Understandably, many employees, especially in the acquired company become worried when they learn of the possibility of a merger or acquisition. As employees begin to wonder about their job security, morale problem are likely to arise, increasing absenteeism and reducing efficiency. Organization members may spread worst-case rumors, resist change, and experience culture stock when they encounter executives and procedures of the other organization. Highly qualified employees may be lured away to better opportunities just when they are needed most. Inevitably, the rate of inquiries to the top employees increases dramatically as soon as mergers or acquisition become known. Through frequent and open communication, HR professionals can help allay the fears associated with mergers and acquisitions. In addition, it is important to develop common HR policies and procedures for the two organizations, integrate the two wage structures and benefit systems, and plan for the combined supply of labor. Often the combined organization will be overstaffed, and some reductions in force will be necessary. If so, HR managers need to plan an equitable severance package and arrange outplacement assistance for the employees who will be laid off (see Chapter16). Some guidelines for HR professionals in a merger or acquisition are given in Table 2.5. The HR goal in a merger or acquisition is to establish the new organization in the minds of employees as a reliable employer with a clear corporate mission-one that will provide a sense of permanence and security to workers. Thus, it is essential to establish leadership and employee succession plans, merger reward (compensation and benefit) system, clarify style and cultural issues, redefine career paths, and resolve other HR issues. For example, Merck must successfully blend its proud culture with that of Medco, the alien upstart. The goal, according to Merck’s CEO, is to create a new kind of zebra, a dramatically different organization that does not exist in either company today. Time, Inc., faced a similar challenge when it acquired Warner Brothers to form Time Warner Corp. Often a year or more is required to achieve these goals, even in organizations that are focused and proactive in their HR strategy. Realizing that HR issues are critical to the success of the new organization, leading firms are involving HR managers in all stages of merge and acquisition activities.