M&A transactions impose specific requirements on employees. These must be well understood to enable management to proactively enhance their fulfillment. Daniela Peterhoff develops a concept for Human Resource Due Diligence in M&A that addresses the context-specific human resource requirements.
Mergers & Acquisitions (M&A) has almost become an emotive phrase in academic research and business practice in recent years, especially due to the large number of studies that report on their failure. One of the most prominent reasons for the low success rate of M&A transactions is the insufficient involvement of employees in such transactions. Although in recent years human resource issues have increasingly been addressed in M&A due diligence, the specific employee competence requirements that ensue from M&A transactions have to date hardly been investigated in academic research and business practice. Daniela Peterhoff develops a concept for Human Resource Due Diligence (HRDD) in M&A that addresses the context-specific employee competence requirements resulting from such transactions. In developing her concept, the author presents a three step HRDD process. In step one she develops focus areas for HRDD based on the objectives underlying an M&A transaction. The second step shows how the HRDD information identified as relevant in step one can be generated. The author develops indicators to break down employee competences, and identifies valuation tools through which these indicators can be assessed. In the third and final step, she compiles the HRDD information generated in step two based on controlling ratios and human resource portfolios.
Inhaltsverzeichnis
1 Introduction. - 1. 1 Problem Definition and Purpose of Study. - 1. 2 Philosophical Positioning of Study. - 1. 3 Research Method. - 1. 4 Terminology of Study. - 1. 5 Human Resource Due Diligence Concept. - 1. 6 Layout of the Thesis. - 2 Determination of Focus Areas for Human Resource Due Diligence. - 2. 1 Possible Focus Areas for Human Resource Due Diligence. - 2. 2 Focus Areas in line with Merger & Acquisition Management Objectives. - 3 Generation of Human Resource Due Diligence Information. - 3. 1 Indicators for Human Resource Due Diligence. - 3. 2 Evaluation Tools for Human Resource Due Diligence. - 4 Compilation of the generated Human Resource Due Diligence Information. - 4. 1 Possible Types of Controlling Ratios for Human Resource Due Diligence. - 4. 2 Types of Controlling Ratios Selected for the Human Resource Due Diligence Concept. - 4. 3 Examples of Controlling Ratios for the Human Resource Due Diligence Concept. - 5 Complement of the Human Resource Due Diligence Concept with Insights from an Expert Enquiry. - 5. 1 Research Strategy for the Expert Enquiry. - 5. 2 Insights from the Expert Enquiry. - 5. 3 Final Remarks on the Expert Enquiry. - 6 Illustration of the Application of the Human Resource Due Diligence Concept based on Case Studies. - 6. 1 Research Strategy for the Case Studies. - 6. 2 First Case Study. - 6. 3 Second Case Study. - 6. 4. Final Statement about both Case Studies. - 7 Résumé and Discussion of Research Results, and Recommendations for Future Research. - 7. 1 Résumé and Discussion of Research Results. - 7. 2 Recommendations for Future Research.
