併購協同效應影響因素之研究:以A公司為例

併購是企業想要快速成長、獲得商業競爭優勢的一種主要手段；而員工的去留，經常是併購交易案件中最棘手也是最重要的環節。企業想要留才，必須能留住員工對組織的向心力與認同感，進而獲致併購整合想要達到的協同綜效。基於此，本研究旨在探討併購的協同效應對被併購員工留任因素的影響。研究過程主要採用個案研究的深度訪談法，以個案A公司的留任主管為研究對象，透過不同部門分層取樣方式，選取四位主管，利用文獻探討歸納發展出的半結構式題綱，進行個別的深度訪談、蒐集資料。依據資料分析結果，本研究獲得的主要結論，包括；員工對併購公司處理併購公告持負面觀感；被併購員工留任決定，取決於策略性人力資源整合的勞動條件；策略性人力資源整合對被併購員工的培訓規畫缺乏明確性；建議員工併購後宜積極溝通與規劃措施。最後，本研究也根據研究發現，提出相關建議，以供未來有意進行併購企業的人力資源整合決策參考。

關鍵字

人力資源整合；併購；留任意願；協同效應

並列摘要

Mergers and acquisitions are a major strategy for companies to achieve rapid growth and gain a competitive advantage. Retaining employees is crucial in M&A transactions. Therefore, this study aims to explore the impact of the synergistic effects of mergers on factors influencing the retention of acquired employees. The research process primarily employs a semi-structure interview method through a case study. The retention four supervisors of Company A are selected as the research subject. Based on the analysis of the data, the study obtains several key findings, including: employees have a negative perception of how the acquiring company handles merger announcements; the decision of acquired employees to stay is dependent on the labor conditions of strategic human resource integration; there is a lack of clarity in the training planning for acquired employees in strategic human resource integration. It is recommended that employees actively communicate and plan measures after Mergers and acquisitions. Finally, based on the research findings, this study provides relevant recommendations for future reference in the decision-making process of human resource integration for companies intending to engage in Mergers and acquisitions.