SPECIFICS OF HUMAN RESOURCE MANAGEMENT AFTER MERGERS AND ACQUISITIONS OF ENTERPRISES. RESEARCH RESULTS

This book analyzes the specifics of human resource management in the context of mergers and acquisitions of enterprises, processes that are characterized by a high degree of complexity and require coordinated actions in many areas. This publication is a valuable source of knowledge for managers, HR specialists, and all those interested in the topics of organizational change and human resource management in a turbulent business environment.

• In-depth analysis of integration processes after mergers and acquisitions.
• Practical guidance on human resource management during times of change.
• Research results illustrating the specifics of personnel management.
• Case studies presenting real challenges and successes in the HR area.
• Recommendations for management on minimizing the negative effects of mergers and acquisitions.
• Support in building employee engagement in the new organization.
• Methods to improve internal communication during times of change.

Mergers and acquisitions are complex undertakings based on the precise coordination of diverse economic, legal, technical, and social activities. The success factor of such a merger initiative is therefore a well-planned and implemented procedure. Research shows that the planned goals of mergers and acquisitions are usually only partially achieved. The sources of this fact can be found in all phases of the concentration process.

The most frequently mentioned causes of failure are the lack of an action strategy, poorly defined goals, an incorrect assessment of the market potential of the merging entities, an overestimation of the benefits from the expected synergy effect, too high a price for the acquired entity, cultural mismatch, disruptions in relations with internal and external clients, and the loss of key employees. Some of the mentioned causes of failure are related to the initial phase of the merger or acquisition, while others are related to the final phase – i.e., the integration phase, in which the alignment of the human resources of the organization often determines the speed of completion of the entire process and its success.

This work contributes to filling the knowledge gap in the field of human resource management in the context of mergers and acquisitions, offering practical guidance and recommendations for managers and HR specialists. Thanks to the analyses and case studies contained in it, the reader can better understand the specifics of this complex process and more effectively manage human resources in a dynamically changing business environment. This publication is particularly valuable for those who want to deepen their knowledge of strategic human resource management and use it in practice, contributing to the success of the organization after mergers and acquisitions.