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Downsizings, mergers, and acquisitions Perspectives of human resource development practitioners

Downsizings, mergers, and acquisitions Perspectives of human resource development practitioners Purpose – This paper seeks to provide perspectives of HR practitioners based on their experiences with mergers, acquisitions, and/or downsizings. Design/methodology/approach – This qualitative study utilized interviews with 13 HR practitioners. Data were analyzed using a constant comparative method. Findings – HR practitioners were not involved in planning decisions related to downsizings, mergers, and/or acquisition. Neither the practitioners in this study nor other members of the HR team in their organizations had an upfront due diligence role in these change initiatives. Research limitations/implications – Additional research is needed to guide HRD practitioners in repositioning their roles so that they are more central to an organization's strategic decisions. Given the method of this study, the findings are not intended for generalization to larger populations. Future research should address the needs of HRD practitioners who are affected by downsizings, mergers, and/or acquisitions. Practical implications – The primary role of HR practitioners need to be more than transitional activities after these change events are announced. Rather, these practitioners need opportunities during the planning stages to ensure that training and development supports the financial goals of these change events. After these change events occur, HRD practitioners need support for interventions to counter the impact of dismissed cultural artifacts and broken human links. Originality/value – Study participants explained that failure to identify employee issues in the pre‐downsizing due diligence phase creates a chaotic workplace atmosphere and increases employee fears and stress levels. Participants explained how these change events affect career uncertainty, fear, and stress in employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

Downsizings, mergers, and acquisitions Perspectives of human resource development practitioners

LaVerne Shook; Gene Roth
Journal of European Industrial Training , Volume 35 (2): 19 – Mar 1, 2011
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References (60)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0590
DOI
10.1108/03090591111109343
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper seeks to provide perspectives of HR practitioners based on their experiences with mergers, acquisitions, and/or downsizings. Design/methodology/approach – This qualitative study utilized interviews with 13 HR practitioners. Data were analyzed using a constant comparative method. Findings – HR practitioners were not involved in planning decisions related to downsizings, mergers, and/or acquisition. Neither the practitioners in this study nor other members of the HR team in their organizations had an upfront due diligence role in these change initiatives. Research limitations/implications – Additional research is needed to guide HRD practitioners in repositioning their roles so that they are more central to an organization's strategic decisions. Given the method of this study, the findings are not intended for generalization to larger populations. Future research should address the needs of HRD practitioners who are affected by downsizings, mergers, and/or acquisitions. Practical implications – The primary role of HR practitioners need to be more than transitional activities after these change events are announced. Rather, these practitioners need opportunities during the planning stages to ensure that training and development supports the financial goals of these change events. After these change events occur, HRD practitioners need support for interventions to counter the impact of dismissed cultural artifacts and broken human links. Originality/value – Study participants explained that failure to identify employee issues in the pre‐downsizing due diligence phase creates a chaotic workplace atmosphere and increases employee fears and stress levels. Participants explained how these change events affect career uncertainty, fear, and stress in employees.

Journal

Journal of European Industrial Training – Emerald Publishing

Published: Mar 1, 2011

Keywords: Human resource development; Downsizing; Organizational change; Acquisitions and mergers; Human resource strategies; Employees

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