Value Added Analysis Generated by Human Resources Management in Processes of Mergers and Acquisitions of Companies
Value Added Analysis Generated by Human Resources Management in Processes of Mergers and Acquisitions of Companies

Summary/Abstract: This paper presents the financial and economic coordonates of mergers and acquisitions practices applied in developed countries and the role of human resources management in the post merger integration process. Mergers and acquisitions are not performant by chance. Performance is based on financial management principles, value adding objectives, and advantage and synergy arguments. Each company has its own values and activities, facts making post merger integration (PMI) complex and sensitive. Most mergers fail to meet expectations. It's not about finance, technology or too ambitious strategy but the unsatisfying way in which companies involved are effectively combined. The failure of mergers is usually caused by problems related to human resources management: loss of key employees, different organizational cultures, the factor fear-uncertainty-doubt and poor communication and interaction between the employees of the merging companies. The objective of this research is to highlight the importance of HR management strategy as a key element in determining the success of a M&A process as well as the impact on added value.

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