Raise a glass to HR at Wolverhampton and Dudley Breweries Team wins award for best contribution to merger and acquisition integration

Raise a glass to HR at Wolverhampton and Dudley Breweries Team wins award for best contribution... Purpose – The aim of the paper is to highlight the award‐winning turn‐around achieved by human resource (HR) managers at Wolverhampton and Dudley Breweries following a spate of merger and bid activity. Design/methodology/approach – The paper draws on the comments of the company's group HR director, who was himself a member of the senior steering group that was set up to plan and oversee the acquisition processes. Findings – The paper describes how the company “turned around” the prevailing view among employees that it was traditional, hierarchical and remote, and ended the “winner/loser” mentality among workers, while still achieving reductions in employee numbers and evening out differences in terms and conditions of employment. Practical implications – The paper shows that real change in organizational culture can be achieved over a fairly short period of time, if HR matters are handled sensitively and lessons are learned at the appropriate times. It highlights the successes that can result from real HR input into company strategy. Originality/value – The paper reveals, through “before and after” employee attitude surveys, that real improvements in employee satisfaction, commitment and motivation were achieved. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Raise a glass to HR at Wolverhampton and Dudley Breweries Team wins award for best contribution to merger and acquisition integration

Human Resource Management International Digest, Volume 14 (1): 4 – Jan 1, 2006

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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670730610643909
Publisher site
See Article on Publisher Site

Abstract

Purpose – The aim of the paper is to highlight the award‐winning turn‐around achieved by human resource (HR) managers at Wolverhampton and Dudley Breweries following a spate of merger and bid activity. Design/methodology/approach – The paper draws on the comments of the company's group HR director, who was himself a member of the senior steering group that was set up to plan and oversee the acquisition processes. Findings – The paper describes how the company “turned around” the prevailing view among employees that it was traditional, hierarchical and remote, and ended the “winner/loser” mentality among workers, while still achieving reductions in employee numbers and evening out differences in terms and conditions of employment. Practical implications – The paper shows that real change in organizational culture can be achieved over a fairly short period of time, if HR matters are handled sensitively and lessons are learned at the appropriate times. It highlights the successes that can result from real HR input into company strategy. Originality/value – The paper reveals, through “before and after” employee attitude surveys, that real improvements in employee satisfaction, commitment and motivation were achieved.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Jan 1, 2006

Keywords: Organizational change; Human resource management; Quality awards; Brewing

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