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Research Paper | Management | India | Volume 12 Issue 10, October 2023
Employees' Attitude towards Merger and Acquisition
Maya Sharma | Dr. Mahesh Singh Rajput | Dr. Veni Nair
Abstract: Despite the fact that businesses consider mergers and acquisitions as successful strategies, the majority of employees see such an approach as a threat to their ability to advance their careers. Mergers are a huge, speculative enterprise that never succeeds. In mergers and acquisitions (M&A), the cultures of the acquired enterprises typically serve as a counterculture for the acquiring firm. This paper examines the literature on controlling speculation in human resource management during mergers and acquisitions. This review paper's main focus is on the differences between mergers and acquisitions and the conflicts that arise within the workforce as a result of organizational mergers. The human aspect that exists in the organization, as well as the resentment and unhappiness among employees as a result of M&A, is also discussed in the study. The study also discusses constructive merger and acquisition management, which broadens the range of potential solutions. The focus is also on how employees feel about mergers and acquisitions, how they affect the new company, and what steps the management team should take to ensure that employees stay with the company. One of the humiliating responsibilities that the top management must complete is keeping the personnel that they want to keep in the company. A review of the body of literature was conducted, and various publications from scholarly journals both inside and outside of the Indian context were carefully examined to determine the challenges faced by the employees and what role HR plays in these challenges. In M&A. Despite much research being done and the majority of M&A deals failing, HR is consistently ignored in mergers and acquisitions. It is necessary to estimate the degree of resistance and support already present in the company in order to increase the success of the venture and forge alliances. Different components linked to maintaining workforce stability are seen as critical features in managing HRM risk. According to the study, poor communication, a culture of conflict, incompatible management leadership, an unbalanced structure, shoddy change management, a lack of a shared vision, and depressed motivation are obstacles to keeping employees after mergers and acquisitions. The paper offers the surviving merged organizations, organizations dealing with M&A, or organizations getting ready to do so, vision, and direction.
Keywords: Merger, acquisition, attitude, employee, behavior, take over
Edition: Volume 12 Issue 10, October 2023,
Pages: 479 - 483