Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

HR aspects of a take‐over: part 2; running it into the ground

HR aspects of a take‐over: part 2; running it into the ground The second in a series of three articles dealing with the human resources aspects of mergers and acquisitions, with reference to a particular transaction in the international financial services sector ‐ the purchase of most of the businesses of Royal Trustco by the Royal Bank of Canada. Describes the human resources challenges which emerged in a business which was not wanted by the acquiring organization and was therefore left out of the deal and wound down. Also describes key responses to these challenges: open communication of the business plan (including the manpower plan), innovative performance management and reward systems and unconventional approaches to redundancy planning. Considers that the learning points summarized in the article can be applied in other wind‐down situations where stakeholders’ investment is at risk. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Career Development International Emerald Publishing

HR aspects of a take‐over: part 2; running it into the ground

Career Development International , Volume 2 (4): 3 – Jul 1, 1997

Loading next page...
 
/lp/emerald-publishing/hr-aspects-of-a-take-over-part-2-running-it-into-the-ground-VfoVryj8rA

References

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1362-0436
DOI
10.1108/13620439710173643
Publisher site
See Article on Publisher Site

Abstract

The second in a series of three articles dealing with the human resources aspects of mergers and acquisitions, with reference to a particular transaction in the international financial services sector ‐ the purchase of most of the businesses of Royal Trustco by the Royal Bank of Canada. Describes the human resources challenges which emerged in a business which was not wanted by the acquiring organization and was therefore left out of the deal and wound down. Also describes key responses to these challenges: open communication of the business plan (including the manpower plan), innovative performance management and reward systems and unconventional approaches to redundancy planning. Considers that the learning points summarized in the article can be applied in other wind‐down situations where stakeholders’ investment is at risk.

Journal

Career Development InternationalEmerald Publishing

Published: Jul 1, 1997

Keywords: Mergers and acquisitions; Performance appraisal; Redundancy; Rewards

There are no references for this article.