人力资源整合毕业论文

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1、 I 摘 要 在全球化日益壮大的当下，跨国并购已经成为各大企业在激烈竞争化的经济市场环境下扩大企业规模，获得竞争优势的一个主流方式。在过去的二十年里众多企业都在积极参与跨国并购活动，但是它们当中相当一部分由于采用错误的决策而使企业不得不遭受到后续众多问题的接连打击。虽然企业跨国并购总体失败率近年有明显下降趋势，但仍徘徊在 50左右。在不断的探寻研究后，研究者们越来越了解到人力资源整合在整个跨国并购过程中的重要性。因此，保证人力资源整合的成功就成了保证企业跨国并购成功的关键因素。 传统人力资源规划是基于未来与 过去一样的假设为基础，用定量的方法看人才。在 20 世纪 70 年代麦克里兰提出胜任力

2、这个概念以来，传统的人力资源管理也逐渐向着一种新的模式 基于胜任力的人力资源规划转变，它能够同组织不同时期的不同目标相结合，用一种定性的方法看人才。 本文通过逐层分析提出了企业在跨国并购过程中人力资源整合遇到的 问题 ， 然后从理论上结合胜任力模型对问题进行了进一步的研究，以根据问题的特征提出改良优化的策略。 最后，根据前文的研究结果，从四个方面提出了在跨国并购过程中解决人力资源整合问题的对策，以期各企业能有所借鉴。 关键词 ： 胜任力模型； 跨国并购； 人力资源整合 II Abstract Along with the accelerating extension of globalizat

3、ion， cross-border mergers and acquisitions have become the dominant mode for firms expanding and seeking competitive advantage in the intensely competitive economy environment. A number of firms have been active participants of cross-border M&As in the past two decades. However， a significant number

4、 of them are under continuous attack caused by various issues because of their poor performance. Even though the failure rate of cross-border M&As has been decreasing obviously those years ， its still about 50 percent. After consistently studying and researching， theres been a growing recognition th

5、at human resource integration is playing an important role in M&As. Therefore， to guarantee the success of HRI is to guarantee the success of cross-border M&As. Traditional human resource planning was based on a hypothesis that disregards changes of time. Since McClelland put forward the concept of

6、competency in 1970s， the traditional side tended to transform to a brand new mode， a competency-based human resource planning which combines firms different targets in different phases and treats the workforce in a qualitative way. This paper proposes several HRI issues in the process of cross-borde

7、r M&As stage by stage. Then theoretically knit competency model and those issues together for further research so as to put forward improvable strategy. In the end， based on the research result，it draws the suggestions to perfect the solutions to HRI issues in four aspects， in the hope of being used for reference for other firms. Key words： Competency Model； Cross-border M&As； Human Resource Integration