Foreign business bank for pursue growth their and survive, adopt outside grow up strategy - make transnational merger agitation sweep across the whole world from American-European countries; Local banks and financial institution are amalgamated successively since 2007 in Taiwan, make this research M&A the discussion of the strategy of human resources management about the transnational financial group, plan to probe into together to the component of relevant human resources strategy while M&A.
M&A in different stages of the local bank through foreign business bank, the role and adopting the human resources strategy that human resource department acts, make a analysis and make a self-criticism, M&A abroad as financial circles of our country or financial circles of our country of merger and acquisition of other foreign business banks, the human resources strategy of getting on the transnational merger and acquisition of financial services industry are correlated with the normal reference that adjust, in order to offer my humble opinion of several improvement for transnational merger of the financial services industry. Sincere as described above, originally research and propose the main research purpose: 1. Foreign business bank consider what it will be factor while being managerial while being other to human resources management in transnational merger and acquisition¡F2.Before M&A, the human resources management strategy which both sides adopt in management¡F3.While M&A the human resources management strategy which both sides adopt in management¡F4.After M&A, the human resources management strategy which both sides adopt in management. In this research, go on by way of interview of case mainly, it is two foreign business banks altogether and accept interview, hope in can have more scholars go on to study field this while being in the future too.
This result of study points out, should be participated in M&A trade activity in the whole journey soon in the previous administrative department of human resources of merger and acquisition, act strategy plan role, because human resources management strategy can reduce merger and acquisition problem of course take place effectively; Cooperate with the capital of human in advance to check information at the time of merger and acquisition, can find that hide the factor that destroys merger and acquisition and succeeds ahead of time, sketch the contours of company's development plan and wish the scene in the future, in order to consider the policy which organizes adjustment completely, can increase key personnel's commitment; Cooperate with the implementation of the score card of the equilibrium to grasp the execution effect planned in merger and acquisition and feedback chasing after merger and acquisition? Revitalize management strategy and direction of new organization, enable all efforts in human resource department to connect to the milestone, guarantee the procedure can focus on and accomplishes the task of M&A in right time continuously.
So this research proposes, support human resource department to give play to the strategy partner role in initial stage for merger and acquisition, participate in M&A the course in the whole journey, can give play to the productivity of organizing effectively, reach and M&A the comprehensive result.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0618109-150828 |
| Date | 18 June 2009 |
| Creators | Chiu, Husan-fu |
| Contributors | Jin Feng Uen, Liang-Chih Huang, Shyh-Jer Chen, Su-Lin Wu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0618109-150828 |
| Rights | off_campus_withheld, Copyright information available at source archive |
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