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Article
Publication date: 11 April 2008

Elina M. Antila and Anne Kakkonen

The purpose of this paper is to explore the reasons behind human resource (HR) managers' participation in the international mergers and acquisitions (IM&A) process building on the…

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Abstract

Purpose

The purpose of this paper is to explore the reasons behind human resource (HR) managers' participation in the international mergers and acquisitions (IM&A) process building on the general discussion of the factors explaining the roles of HR in organisations.

Design/methodology/approach

Six sets of factors can be found to affect the roles of HR managers in general: the orientation of top management to people management; the skills, abilities and competencies of HR managers themselves; the HR function and its characteristics; the expectations that line managers have of HR; external factors; and internal factors. This review forms the basis for subsequent data analysis in the context of IM&As. The factors that contribute to HR managers' participation are studied from HR and other management's perspectives. Based on interviews with 12 corporate level managers in three Finnish international industrial companies.

Findings

The results show that top management sees the participation of HR managers as being very important and agree that it should be a common policy. The factors explaining the roles in the case organisations focused on certain factor groups and were similar across the cases. Based on empirical analysis, this study finds that the most important contributing factors to HR managers' participation are HR managers' own capability and activity throughout the IM&A process.

Originality/value

This study has analysed the reasons related to the roles of HR managers in an IM&A context in general, not just the strategic role within. Based on the case studies it seems, however, that a seat on the management team and HR managers' business competencies as well as personal skills contribute to the strategic role.

Details

Personnel Review, vol. 37 no. 3
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 13 February 2009

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

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Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer, who adds their own, impartial, comments and places the articles in context.

Findings

Despite the recent boom in international mergers and acquisitions (IM&As) driven by globalization, technological change and deregulation, statistics show that the outcome of mergers and acquisitions (M&As) is mostly disappointing. It has been argued that the challenge of M&As is the management of people and the human resource (HR) function

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 25 no. 3
Type: Research Article
ISSN: 0258-0543

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Article
Publication date: 24 July 2007

Lauri Kokkinen, Anne Konu and Elina Viitanen

The purpose of this study is to examine components of good personnel management and how they come true in accounts of social and health care managers.

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Abstract

Purpose

The purpose of this study is to examine components of good personnel management and how they come true in accounts of social and health care managers.

Design/methodology/approach

The data were obtained by means of a postal survey sent to middle‐line managers in positions above the first‐line management level in the responsibility area of Tampere University Hospital. The questionnaire was sent to 703 managers; 433 sent in responses indicating a response rate of 62 percent.

Findings

Middle‐line managers considered themselves as interactive, responsibility‐sharing and understanding leaders, but found shortcomings in the leadership style of their superiors. Only 18 percent of the middle‐line managers received feedback and only 42 percent received support from their superiors when needed. There were significant differences between genders, activity sectors and professional backgrounds in the responders' accounts concerning personnel management practices.

Research implications/limitations

The results of this study reliably describe how middle‐line managers consider things to be, not necessarily how things are in reality.

Practical implications

The findings confirm the assumption that the importance of personnel management is still not perfectly understood in the upper management levels of the social and health care sector. At the same time the self‐evaluations of middle‐line managers implied an ambition towards better personnel management.

Originality/value

This study identifies components of good personnel management from literature and uses them as the basis for analysing the data.

Details

Leadership in Health Services, vol. 20 no. 3
Type: Research Article
ISSN: 1751-1879

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