企業併購的人力資源規劃策略-以T銀行為例

林閔慧

doi:10.6846/TKU.2017.00567

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企业并购的人力资源规划策略-以T银行为例

Human Resource Planning Strategy for Mergers and Acquisitions - An Example From T Bank

林闵慧 , 硕士　　导师：蔡政言　　

繁体中文 DOI： 10.6846/TKU.2017.00567

并购；人力资源；员工权益； M&A ； Human Resources ； Employee rights and interests

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摘要 │ 参考文献 (61) │ 国际计量

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After the 1990s, corporate mergers and acquisitions have become an international trend，global and domestic enterprises are all hope that by virtue of mergers and acquisitions between enterprises，to establish a more competitive and dominant than the original organizational structure of the enterprise , and look forward to creating a higher surplus and performance。 
However, in the mergers and acquisitions, enterprises may reach a number of measures to achieve their goals, such as employee dispatch, improve corporate profits and staff performance goals or incentives, hope that employees can be satisfied and then contribute to knowledge, But often overlooked in the enterprise after the implementation of the various measures sometimes not necessarily meet the appetite of employees, the impact of not only part of the work input, and even affect the input of employee willingness, when employees find the organization of the system, and personal work values do not meet, often resulting in work burnout and reduce investment, and finally lead to the tendency to leave the job will rise。
     Enterprise mergers and acquisitions is a very complex issue, in the process of mergers and acquisitions, in addition to produce corporate ownership or the right to change the legal issues, but also whether the relationship between employers and employees should continue to maintain the personnel management issues, and employee rights protection issues.
 After the merger of enterprises, regardless of whether the corporate personality or the disappearance of mergers and acquisitions after the organization, are likely to lead to employees of the original labor contract affected, which is worried about the staff, a company composed of different ranks of employees, each person's career planning, 
work years, age, work content and other factors affect its view of mergers and acquisitions, high-year-old, high age employees, the merger will face the loss of work rights, middle-aged unemployment and job difficulties, some people think that after the merger You can accept the change and try to improve the self-competitiveness, but no matter what type of employee, have shown a relationship between the labor relations。
 Employees of the economic weakness, unless there is a strong trade union organizations and employers to compete, and improve the laws and regulations to protect the rights and interests of employees, or employees after the merger arrangements can only passively accepted.

参考文献 ( 61 ) 〈TOP〉

20.张丽翠（2008），企业并购後人员留任议题之探讨-以元大金控集团为例，淡江大学管理科学研究所企业经营硕士在职专班。
连结：
27.詹文凯 (2003)，企业并购对劳动契约的影响，劳资关系论文集(一)，行政院劳工委员会劳资关系处，页295。
连结：
29.谢金裕 (2016)，金融并购对被并购机构员工思维之研究-以A银行为例，淡江大学国际企业学系国际企业硕士在职专班。
连结：
of Affective, Continuance and Normative Commitment to the Organization,
连结：
“Journal of Occupational Psychology, Leicester, 63（1）, 1-18.
连结：

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引用含有DOI的文献

DOI可强化引用精确性、增强学术圈连结，并给予使用者跨平台的良好使用经验，目前在全世界已有超过五千万个对象申请DOI。 如想对DOI的使用与概念有进一步了解，请参考 （ ） 。

DOI可强化引用精确性、增强学术圈连结，并给予使用者跨平台的良好使用经验，目前在全世界已有超过五千万个对象申请DOI。如想对DOI的使用与概念有进一步了解，请参考（）。