Acquisition, downsizing, and integration: Lessons learned by human resources in a learning organization.

摘要

The purpose of this study is to describe and understand the impact of an acquisition with downsizing in Human Resources employees in a learning organization and the perceived effectiveness of their corporate and divisional initiatives. These questions are addressed: (1) How did an acquisition with subsequent downsizing impact the physical, psychological, and emotional health of Human Resources management at the time of these events and presently? (2) How did an acquisition with subsequent downsizing impact the physical, psychological, and emotional health of Human Resources staff at the time of the events and presently? (3) What integration initiatives were put into place by Human Resources management for the company and within the Human Resources division? (4) What integration initiatives were put into place by Human Resources staff for the company and within the Human Resources division? (5) How does Human Resources management perceive the effectiveness of these initiatives, both for the company and within the Human Resources division? (6) How does Human Resources staff perceive the effectiveness of these initiatives, both for the company and within the Human Resources Division?; This descriptive case study uses four sources of evidence: documents, a guide for management interviews and staff focus groups, and the researcher as participant observer. The physical, psychological, and emotional impacts on Human Resources management and staff at the time of the acquisition and presently as well as the initiatives Human Resources personnel implemented for the corporation and their division are examined and illustrated in tables. The perceived effectiveness of these initiatives is documented. The events, demographical perspectives, and survival tactics used by Human Resources personnel is documented.; Findings indicate: (1) an adverse impact to the physical, psychological, and emotional health of managers and staff alike, (2) adverse health effects have continued, (3) personnel changed how they feel, think and perform their work, (4) corporate initiatives were successful, but little was done internally, (5) for future business success, the company must relearn commitment for trust and partnership.; Recommendations generated by this study provide insight as future acquisition decisions are made, initiatives are developed, and as Human Resource professionals move the culture toward trust and partnership.