【作者】 徐琳；

【导师】 韩玉兰；

【作者基本信息】 上海财经大学 ， 工商管理（专业学位）， 2020， 硕士

【摘要】 经济全球化的背景下,企业经营已经不再是一个封闭的状态,企业间的竞争愈发激烈,争夺资源、抢夺人才在企业中已经上升到非常重要的高度。企业并购是帮助公司快速获取核心竞争资源的有效途径,是企业寻求业务扩展和规模扩张的有效利器。然而并购重组并不仅仅是财务上的合并,还涉及管理制度、经营方式、企业文化等方面的融合。此过程受到各方面的因素影响,企业并购能否真正成功还得看并购后的整体效果,也即“系统效应”。其中人力资本因素成为企业并购能否成功的最为关键的因素之一,并购后的人力资源整合对并购重组工作起着至关重要的作用。QB项目是集团的金服板块主体公司收购支付公司后,共同协作完成的第一个项目。QB项目的初衷是在拥有T支付公司的网络支付牌照后,能够开展互联网钱包业务。将原来金服板块的小额贷款、保理、P2P等金融业务由QB项目串联起来,再嫁接FX集团下属的电商购物、旅游、保险等业务,打造一款涵盖生活场景、理财、购物、消费为一体的第三方支付手机软件。并计划在项目上线一年内,达到电子钱包类软件前十的地位。但是历经三年多的事实证明,QB项目并没有达到预期的目标,各方优势没有高效地结合在一起,项目三年均为亏损状态。不仅如此,项目并购后的整合并不顺利,尽管已经合并,但双方仍然沿用各自的职级体系;并购之初,集团给项目订的目标是一年内行业前十,但并没有就具体目标和规划;关键技术岗位上的员工离职,给留下的员工带来了压力与不安;两家公司迥然不同的企业文化也给员工工作带来了很多不愉快。项目还要继续,那就一定得改变现状,对两家公司的各个部门进行合理整合,尤其是人力资源的整合。于是,本文就以QB项目现状为例,整理了学者对并购后整合、并购后人力资源整合的相关文献,结合经典理论,分析项目存在的问题,并给出并购后人力资源整合的方案。本文通过整理企业并购重组理论知识和并购后整合的相关文献,应用人力资源整合的理论知识以及心理契约论、社会网络理论、社会认同理论和组织社会化理论,基于项目下两家公司兼并后的现状,通过现场观察、文献综述、问卷调查、深度访谈等研究方法,总结归纳出该项目所面临的问题:并购后缺乏组织结构的整合、岗位职责模糊,指标无法落地、并购后缺乏企业文化的整合、未营造稳定积极地工作氛围。最后根据前文所述内容分析并结合项目实际进展,提出相对应的项目人力资源整合方案,主要分为四个方面:调整组织结构、明确岗位职责、整合企业文化,打造稳定积极地工作氛围。本研究能够为现有的并购后整合理论提供实证支持,丰富现有研究。更多还原

【Abstract】 Under the background of economic globalization,enterprise management is no longer a closed state,and the competition among enterprises is increasingly fierce.The competition for resources and talents has risen to a very important height in enterprises.Merger & Acquisition is an effective way to help companies quickly acquire core competitive resources and an effective tool for enterprises to seek business expansion and scale expansion.However,mergers and acquisitions are not only financial mergers,but also the integration of management system,business mode,corporate culture and other aspects.This process is affected by various factors,the enterprise M&A can truly success also depends on the overall effect of the merger,which is "system effect",in which human capital factors become one of the most key factor of the success of mergers and acquisitions,human resource integration after the merger of merger,acquisition and reorganization of work plays an important role.QB project is the first project jointly completed by FX group’s financial service sector after it acquired payment company T.The original intention of QB project is to develop Internet wallet business after having payment company T’s network payment license.Connect the financial services,such as small loan,factoring and P2 P,etc.in the original financial service sector with wallet,and then combine the e-commerce businesses,such as shopping,travel and insurance,etc.under FX group to create a third-party payment mobile phone software that covers life scene,financial management,shopping and consumption.And it plans to reach the top ten of e-wallet software within one year after the launch of the project.But after two years of truth,QB projects did not achieve the desired goal,the advantages of no efficient together,project for the two years of huge losses state.In addition,the integration after the project merger is not smooth,although the merger has been,but the two sides still use their own hierarchy;At the beginning of the merger,the group set the target for the project to be one year’s top ten in the industry,but did not make a plan for the specific target;The turnover of employees in key technical positions brings pressure and anxiety to the remaining employees.The two companies’ vastly different corporate cultures have also led to a lot of unhappiness at work.As the project continues,we must change the status quo and integrate the various departments of the two companies,especially the human resources.Therefore,this paper took the status quo of QB project as an example,sorted out relevant literatures of scholars on post-merger integration and post-merger human resources integration,combined with classical theories,analyzed the existing problems of QB project,and proposed the plan of post-merger human resources integration.The essay summarizes the problems faced by the QB project that lack of cultural integration after M&A,lack of organizational structure integration after M&A,frequent changes of executives,and lack of clear target planning after M&A by sorting out the theoretical knowledge of enterprise mergers and acquisitions and reorganization and the relevant literature of post-merger integration,and using the theoretical knowledge of human resources integration other classic theories: Psychological Contract Theory,Social Organization Theory,Social Identity Theory,and Organization Socialization Theory,and basing on the status quo of the merger of the two companies under the QB project,through field observation,literature review questionnaire survey,in-depth interviews and other research methods.Finally,according to the content analysis described in the previous article and combined with the actual progress of the project,a corresponding QB project human resources integration plan is proposed,which can be divided into four aspects: Adjust organizational structure,clear job responsibilities,integrate corporate culture,and create a stable and positive working atmosphere.And it provides empirical support for existing post-merger integration theories and enriches existing research.更多还原