The human resource side of mergers

Article Abstract:

Two problems in mergers and acquisitions are the loss of key management and technical personnel, and corporate culture shock. These problems are manifested in reduced productivity, stress, and ill-feelings toward the merged companies among remaining employees. The nature of the takeover that occurs heavily influences this personnel situation. The four types of takeover, in increasing severity of personnel disruption, are: rescue, collaboration, contested, and raid. Less than half of current acquisitions and mergers succeed, so it is wise to take a pre-consolidation assessment of personnel in both parties' companies to determine the potential impact of the consolidation. Once the consolidation is effected, it is wise to take another attitudes assessment of the remaining employees.

Acquisitions and mergers

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Making supervisors part of the management team

Article Abstract:

Although many supervisors and employees consider supervision to be a management function, Supervisors are seldom considered to be part of management from upper management's perspective. In addition, a recent survey of over 8,000 supervisors in 564 corporate organizations located in 37 states indicated that 40 percent of the responding supervisors did not consider themselves to be management team members. Eight methods for making supervisors identify themselves with the management team are offered; among these are: changing supervisors' job titles, train supervisors to make decisions, encourage supervisors to join management associations, and recognizing supervisors as managers.

Production management

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Making performance appraisals meaningful and fair

Article Abstract:

The multiple-rater team evaluation approach is one way to increase the accuracy, predictive validity, and fairness of job performance evaluations. A specific multiple-rater approach is the Team Evaluation and Management System (TEAMS). The advantages of this approach include: enhanced quality of information generated through peer review and decreased time usage by supervisors and management. The TEAMS approach also provides strong motivation, accuracy, fairness, and improves the credibility of employee feedback.

Evaluation, Performance standards, Job performance standards

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