人力资源Essay参考案例：Pros and Cons of Organisational Mergers

本文是人力资源专业的Essay范例，题目是“Pros and Cons of Organisational Mergers（组织合并的利与弊）”，本文的目的是看一看我们选择的一个主题，并确定它如何与人力资源管理问题相关。决定讨论的主题是组织合并的利弊。我们还计划看看组织合并是如何影响组织的成功和参与组织的员工的。最后，我们继续看这个问题是与人力资源关系，还是更像是一个管理问题。

Abstract摘要

The purpose of this paper was to take a look at a topic of our choosing and determine how it relates to a human resource management issue. The topic that was decided to be discussed was the pros and cons of organizational mergers. We also planned on looking at how organizational mergers affect both the success of the organization and the employees within the organizations involved. Lastly, we went on to look at whether this issue has an HR relationship or is it more of a management issue.

Overview概述

So for my topic project I came up with a proposal to investigate what the pros and cons are of organizational mergers. I also planned on looking at how organizational mergers affect both the success of the organization and the employees within the organization involved in the organizational merger. Therefore, we will start by creating an outline of what we will be looking for followed by the research needed to answer the questions asked by the outline. Once we have completed this we will look at a Q & A from a human resource professional’s point of view. Lastly, we will conclude by determining whether the pros of organizational mergers outweigh the cons of organizational mergers and if there is any kind of success that comes from organizational mergers for the organization and the employees.

所以在我的主题项目中，我提出了一个建议，调查组织合并的利弊。我还计划研究组织合并如何影响组织的成功以及组织中参与组织合并的员工。因此，我们将开始创建一个大纲，我们将寻找接下来的研究，需要回答由大纲提出的问题。一旦我们完成了这个，我们将从人力资源专业人士的角度来看一个问答。最后，我们将决定组织合并的利与弊是否大于弊，以及是否有任何形式的成功来自组织和员工的组织合并。

Outline

Now to begin the following is the outline we will use to start our topic project.

WHAT ARE THE PROS AND CONS OF ORGANIZATION MERGERS (Moadhadi, 2015)?

What are the pros of organizational mergers (Moadhadi, 2015)?

The first pro of an organizational merger is a larger network of economies (Moadhadi, 2015).

The second pro of an organizational merger is an increase in research and development (Moadhadi, 2015).

The third pro of an organizational merger is all the other economies of scale (Moadhadi, 2015).

The fourth pro of an organizational merger is that it allows for the avoidance of duplication (Moadhadi, 2015).

The last pro of an organizational merger is that it helps with the regulation of monopoly for the industry (Moadhadi, 2015).

What are the cons of organizational mergers (Moadhadi, 2015)?

The first con of an organizational merger is that there can be higher prices (Moadhadi, 2015).

The second con of an organizational merger is that consumers now have less choice (Moadhadi, 2015).

The third con of an organizational merger is that there can be job losses (Moadhadi, 2015).

The last con of an organizational merger is that the larger organization can suffer diseconomies of scale (Moadhadi, 2015).

WHAT ARE THE TWO TYPES OF MERGERS THAT ORGANIZATIONS CAN GO THROUGH (Moadhadi, 2015)?

The first type of organizational merger is a horizontal merger (Moadhadi, 2015).

The second type of organizational merger is a vertical merger (Moadhadi, 2015).

WHAT ARE THE EFFECTS OF MERGERS ON THE ORGANIZATIONS (Moadhadi, 2015)?

A merger can cause employees to display a new attitude (Moadhadi, 2015).

Mergers may cause employees to disapprove of the new regulations (Moadhadi, 2015).

Mergers may cause concerns with whether the current benefits and compensations for each of the employees will stay the same (Moadhadi, 2015).

There may be employee resistance to the new integrations (Moadhadi, 2015).

WHAT KIND OF RESISTANCE TO ORGANIZATIONAL MERGERS CAN EMPLOYEES HAVE (Moadhadi, 2015)?

The first reaction is because they have a fear of control loss (Moadhadi, 2015).

The second reaction is because there can be excess uncertainty (Moadhadi, 2015).

The third reaction is because it may have been a surprise for them (Moadhadi, 2015).

The fourth reaction is because the work environment is becoming different (Moadhadi, 2015).

The fifth reaction is because there are changes in the way the work is completed (Moadhadi, 2015).

The sixth reaction is because they may have competency concerns (Moadhadi, 2015).

The seventh reaction is because there may be added responsibilities (Moadhadi, 2015).

The eighth reaction is because the employee may have new risks on their company investments (Moadhadi, 2015).

The ninth reaction is because the current work may be affect by unsettled matters prior to the merger (Moadhadi, 2015).

The tenth reaction is because there may be a risk of the company downsizing due to economic losses (Moadhadi, 2015).

Research

Before we discuss what the pros and cons are of organizational merger we have to know what a merger is first. So what is a merger? A merger is a chosen fusion of two or more organizations with approximately equivalent stipulations into a single organization (Merger. 2015). Now that we know what a merger is so we can now begin to look at what are the pros and cons of organization mergers.

We can begin by looking at what the pros of organizational mergers. There are five major pros to an organizational merger. The first pro to an organizational merger is a larger network of economies (Pettinger, 2012). Basically, this means that by merging the new company now has a much broader network to cater to. The second pro to an organizational merger is there is an increase in research and development (Pettinger, 2012). This basically means that the new company is able to come up with better top of the line inventions or designs. The third pro to an organizational merger is all the other economies of scale (Pettinger, 2012). This is basically dependent on what type of merger has taken place. If it is a horizontal merger it will be much larger than if it was a vertical merger which will still expand, but it will be less than that of a horizontal merger. The fourth pro to an organizational merger is that tit allows for the avoidance of duplication (Pettinger, 2012). This basically means that the market is no longer over populated and that the market is now only influenced by one company instead of two. The last pro to an organizational merger is that it helps with the regulation of monopoly for the industry (Pettinger, 2012). This basically means that the government limits the new company’s pricing so that the consumers do not get hurt.

我们可以从组织合并的好处开始。有五个主要的优点支持组织合并。第一个支持组织合并的因素是更大的经济网络(Pettinger, 2012)。基本上，这意味着通过合并，新公司现在有一个更广泛的网络来迎合。第二个支持组织合并的因素是研究和开发的增加(Pettinger, 2012)。这基本上意味着新公司能够提出更好的顶级发明或设计。第三个支持组织合并的因素是所有其他的规模经济(Pettinger, 2012)。这基本上取决于发生了什么类型的合并。如果是横向合并，规模会比纵向合并大得多，纵向合并仍会扩大，但规模会小于横向合并。组织合并的第四个优点是它可以避免重复(Pettinger, 2012)。这基本上意味着市场不再过于拥挤，市场现在只受一家公司而不是两家公司的影响。组织合并的最后一个好处是，它有助于行业垄断的监管(Pettinger, 2012)。这基本上意味着政府限制了新公司的定价，这样消费者就不会受到伤害。

The pros of an organizational merger do so much for the new organization so what do the cons of an organizational merger limit the new organization too? There are four major cons of an organizational merger. The first con to an organizational merger is that there are higher prices (Pettinger, 2012). This basically means that now that there is only one choice in the market that they can make their prices less competitive which will make the new prices of the company become a little bit more expensive. The second con to an organizational merger is that consumers now have less choice (Pettinger, 2012). This is really straightforward in the sense that the consumer can no longer chose between the two rivaling companies now they can only chose the one company. The third con to an organizational merger is that there can be job losses (Pettinger, 2012). This is also straightforward in the sense that if the new company is considered as an aggressively merged take over than the employees may have to fear the loss of their jobs in under preforming departments. The last con to an organizational merger is that the larger organization can suffer diseconomies of scale (Pettinger, 2012). This basically means that with the merger that the new company may not be able to maintain control and with such problem may lose the ability to motivate their employees.

组织合并的优点对新组织有很大的帮助那么组织合并的缺点也会限制新组织吗?组织合并有四个主要缺点。组织合并的第一个缺点是有更高的价格(Pettinger, 2012)。这意味着现在市场上只有一种选择他们可以降低价格的竞争力这将使公司的新价格变得更贵一些。组织合并的第二个缺点是，消费者现在有更少的选择(Pettinger, 2012)。这是非常直接的，因为消费者不再能够在两个竞争的公司之间进行选择，现在他们只能选择一家公司。组织合并的第三个缺点是可能会有失业(Pettinger, 2012)。这也很直接，因为如果新公司被认为是一个激进的合并接管，那么员工可能会担心在不完善的部门失去工作。组织合并的最后一个缺点是，更大的组织可能遭受规模不经济(Pettinger, 2012)。这基本上意味着，随着合并，新公司可能无法保持控制，这样的问题可能会失去激励员工的能力。

Now these are just a few of the pros and cons of organizational mergers. We will also look into two types of mergers that organizations can go through (Merger. 2015). Earlier I mentioned two types of mergers which we will now explain. The first type of mergers is an organization to organization merger known as a horizontal merger. The second type of mergers is an organization to supplier merger known as vertical merger (Merger. 2015).

Now the last things we will look into is how these types of organizational mergers affect the individuals that work within these organizations. With a merger of organizations the employees may begin to show some new attitudes (Kokemuller, 2015). Another issue that may occur is that the employees may not approve of the new regulations (Kokemuller, 2015). There may be concerns with whether the current benefits and compensations for each of the employees will stay the same (Kokemuller, 2015). Lastly, there may be resistance with the integrations of each of the organization’s employees. These are just a few issues that could arise within a newly merged organization (Kokemuller, 2015). With more research we can understand this so much better.

现在我们要研究的最后一件事是这些类型的组织合并如何影响在这些组织中工作的个人。随着组织的合并，员工可能会开始表现出一些新的态度(Kokemuller, 2015)。另一个可能发生的问题是，员工可能不同意新的规定(Kokemuller, 2015)。可能存在的问题是，当前的福利和补偿的每个员工将保持不变(Kokemuller, 2015)。最后，组织中每个员工的整合可能会遇到阻力。这些只是新合并组织中可能出现的一些问题(Kokemuller, 2015)。通过更多的研究，我们可以更好地理解这一点。

Now the last issue is slightly inevitable but there are ways to make the resistance to these changes a little bit more manageable (Bolognese, 2002). By keeping in mind these top ten reasons why the organization’s employees are resistant the organization can limit the amount and length of their employee’s resistance to the new merger (Kanter, 2012). The first reason an organization’s employees might be resistant to the merger is because they feel they have loss control (Kanter, 2012). The second reason an organization’s employees might be resistant to the merger is because there is a new excess uncertainty (Kanter, 2012). The third reason an organization’s employees might be resistant to the merger is because it may have been a surprise for them (Kanter, 2012). The fourth reason an organization’s employees might be resistant to the merger is because everything seems to becoming different (Kanter, 2012). The fifth reason an organization’s employees might be resistant to the merger is because the way things used to be done are gone (Kanter, 2012). The sixth reason an organization’s employees might be resistant to the merger is because they have concerns about their competence (Kanter, 2012). The seventh reason an organization’s employees might be resistant to the merger is because there may be more responsibilities (Kanter, 2012). The eighth reason an organization’s employees might be resistant to the merger is because it may affect their organizational investments (Kanter, 2012). The ninth reason an organization’s employees might be resistant to the merger is because not everything from before the merger was settle appropriately and may cause issue for everyday work (Kanter, 2012). The final reason an organization’s employees might be resistant to the merger is because the new organization might be downsizing due to a loss of funding instead of expanding (Kanter, 2012). With this in mind we can better understand how mergers impact the organization and their employees (Kanter, 2012). Now that we know what the pros and cons are of organizational mergers and how they can affect the newly established organization and their employees let us look at how a human recourse professional is made.

Interview of an HR Professional

The follow Q & A is of my interview with Judy Whimmer an HR professional of 15 years. With CSL Plasma

1) How did you meet the requirements for a human resource administrator’s status?

Answer: The function of a human resource administrator requires somebody that is able to relate with others on a private level and aids them in meeting their goals, while at the same time obeying the company’s guidelines (Whimmer, 2015). With that said, I believe that with my 15 years of skills I am more equipped to interact with both employees and consumers (Whimmer, 2015). Since my previous job allowed me to understand what the guidelines of a human resource administrator are (Whimmer, 2015). I now know that human resource administrators have to remain aware of these guidelines while operating (Whimmer, 2015).

答:人力资源管理者的职能要求某人能够与他人在私人层面上联系，并帮助他们实现他们的目标，同时遵守公司的指导方针(Whimmer, 2015)。也就是说，我相信我有15年的技能，我更有能力与员工和消费者互动(Whimmer, 2015)。因为我之前的工作让我明白了什么是人力资源管理员的指导方针(Whimmer, 2015)。我现在知道，人力资源管理员必须在操作时保持这些指导方针的意识(Whimmer, 2015)。

2) What are your strong suits and weak points as a human resource professional?

Answer: As I deal with an employee’s dilemmas I have a tendency to get overly involved in their problems (Whimmer, 2015). Yet, I believe that this aspect has allowed me to understand their dilemmas better (Whimmer, 2015). After understanding their problems I am able to suggest to them possible solutions while remaining within the company’s limits (Whimmer, 2015). I have come to understand that experiences like this have helped shaped my attitude towards problems that my staff has had in the past and has allowed me to help them while remaining loyal to this company (Whimmer, 2015).

3) According to you, what are the qualities that a human resource administrator must have?

Answer: I feel that an administrator has to have understanding, instinct, adaptability, elasticity, concentration, and above all an employee needs to be in touch with what has to be done on a daily bases (Whimmer, 2015).

4) Why did you choose a human resource career?你为什么选择人力资源行业?

Answer: It was because I enjoyed being involved when new employees are hired (Whimmer, 2015). The reason I enjoy this because human resource administrator are able to help recognize the right people and how they will fit in the company (Whimmer, 2015). It was as a recruitment officer that I found that I enjoyed the human resources field and adopted a human resource profession (Whimmer, 2015).

答:这是因为我喜欢参与新员工的聘用(Whimmer, 2015)。我喜欢这一点的原因是，人力资源管理员能够帮助识别合适的人，以及他们将如何适合公司(Whimmer, 2015)。正是作为一名招聘官，我发现自己喜欢人力资源领域，并选择了人力资源专业(Whimmer, 2015)。

5) What are the major roles and responsibilities of a human resource administrator?

Answer: The role of a human resource administrator is to care for the strategic and functional responsibilities of all of the human resource disciplines they work with (Whimmer, 2015).

6) What are the responsibilities of a human resource administrator?人力资源管理员的职责是什么?

Answer: The responsibilities of a human resource administrator can include, but are not limited to staffing, education, structural progress, interaction, operation progress and administration, income and benefits, crew development, developing staff relationships, forming directions, motivational trainings, evolving company rules and processes, and handling health care programs for employees (Whimmer, 2015).

答:人力资源管理人员的职责包括但不限于人员配备、教育、结构进展、互动、运营进展和管理、收入和福利、船员发展、发展员工关系、形成方向、激励培训、演变公司规则和流程，以及为员工处理医疗保健项目(Whimmer, 2015)。

7) Why did you decide to get into HR after you graduated?

Answer: I was looking for a job when I got my first opportunity as a human resource administrator (Whimmer, 2015). I picked it up and gradually realized that I had a liking for it (Whimmer, 2015). I improved my skills by remaining up to date on any new advances in the field (Whimmer, 2015). I also went and acquired a professional degree in the human resource field. It was one of the best choices in my life (Whimmer, 2015).

Conclusion结论

So now we have looked at an outline of what we will be researching, we have conducted our research, and we have even chatted with a real life HR professional we will now take the time to determine whether the pros of organizational mergers outweigh the cons of organizational mergers and if there is any kind of success that comes from organizational mergers for the organization and the employees. To begin the amount of pros to an organizational merger are much more significant than the amount of cons an organization merger has. I also feel that what an organization gains from a merger is much more rational than what may potentially occur to both the consumers and the employees. I also feel that the pros to an organizational merger are better than the minimal issues that may come from the cons of an organizational merger. Now with this said we also have to look at if there is any kind of success that comes from organizational mergers for the organization and the employees. To answer this it solely depends on a few things. The first thing is to determine what kind of merger we have on our hands. For example if the merger is horizontal than the success of the merger is dependent on whether the merger takes well by the employees and the consumers. So let us say we have two hospitals that merger this is a great example of a horizontal merger and can have some major recourse in the sense that the doctors may now fear the loss of their jobs and may even resent the new changes or even management and their decision to merger in the first place. We will now look at the other side. For example if the merger is vertical than the success of the merger is dependent on whether the merger takes well by the consumers. So let us say we have a retailer and a third party soda vendor that decide to merger. The retailer now has to make sure that the inventory of their newly merger supplier takes well versus that of the sodas of other non-merged vendors. With all of this said the success of a merger is really dependent on a handful of situations and if they are not the right situations than the successfulness of an organizational merger tanks rapidly. Therefore, I have to conclude that the pros of organizational mergers do outweigh the cons of organizational mergers and the any kind of success that comes from organizational mergers for the organization and the employees is dependent on situational factors and depend on how well the merger is taken by all the parties involved. I also feel that the effects of organizational merger can be controlled by HR Professionals such as the one we interviewed.

现在我们已经看了我们将要研究的内容的大纲，我们已经进行了我们的研究，甚至我们聊天一个现实生活中人力资源专业现在我们将花时间决定是否组织合并的优点大于缺点的组织合并和如果有任何类型的成功来自组织合并的组织和员工。首先，组织合并的优点要比缺点重要得多。我还觉得，一个组织从合并中获得的东西，比可能发生在消费者和员工身上的东西要理性得多。我还认为，组织合并的好处比组织合并的坏处可能产生的最小问题要好。说到这里，我们还必须看看是否有任何形式的成功来自于组织和员工的组织合并。要回答这个问题，仅仅取决于几个方面。第一件事是确定我们手头上有什么样的合并。例如，如果合并是水平的，那么合并的成功取决于合并是否被员工和消费者接受。让我们说我们有两个医院的横向兼并合并这是一个很好的例子,可以有一些主要的追索权,医生们现在可能害怕失去他们的工作,甚至可能对新变化,甚至管理和决定合并放在第一位。现在我们来看看另一面。例如，如果合并是垂直的，那么合并的成功取决于合并是否被消费者接受。假设我们有一个零售商和一个第三方汽水供应商决定合并。零售商现在必须确保他们新合并供应商的库存与其他未合并供应商的苏打水的库存相比较。综上所述，成功的合并真的取决于一些情况，如果他们不是正确的情况比成功的组织合并坦克迅速。因此,我不得不得出这样的结论:组织合并的优点大于缺点的组织合并和来自组织合并成功的任何组织和员工依赖于情境因素,取决于合并是由各方参与。我也觉得组织合并的效果是可以由HR专业人员控制的，比如我们采访的那个人。

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