Human resource management in merger and acquisition planning

Abstract

Purpose Many of the papers that analyse human resource management (HRM) in merger and acquisition (M&A) processes focus on the last two stages (integration and implementation). Then, the purpose of this paper is to propose an HRM model for the first stage of the process (planning) with four key factors: the due diligence process, the integration plan, the communication plan and the learning plan. Design/methodology/approach From the theoretical model, the authors analyse a case study of a multinational company that operates in the mechanical engineering sector. Findings The results show the special importance of HRM in the success of the M&A process. And, the main actions implemented in human resources (HRs) contributing to the success of this process are identified. Research limitations/implications Subsequent investigations could conduct similar analyses for the rest of the stages of the M&A process (integration and implementation), with the objective of presenting a complete HRM model in M&A processes. Practical implications The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes. Originality/value The main contribution of this study has been to observe how HRs are managed in the planning stage of M&As.

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