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Human Relations and Organizational Behavior.

Extracts from this document...

Introduction

Merging HR Policies MBA All Stars University of Phoenix ORG 502 Human Relations and Organizational Behavior Dr. Sara E. Stevenson, PhD. & Dr. Herbert Moore October 14, 2003 Table of Contents ABSTRACT 3 KEY POINTS 3 MERGING HR POLICIES 4 PURPOSE 4 SIGNIFICANCE 5 REVIEW OF LITERATURE 5 HR POLICY PROJECT PLAN 5 Phase I- Discovery 5 Phase II- Transitional 5 Phase III- Implementation 6 Conflict Resolution Policy. 6 Speak Easy Process 7 Phase 1 7 Phase 2 7 Phase 3 8 Flextime and Telecommuting. 8 Code of Conduct. 11 Workplace Responsibilities 11 Customer Relationship Responsibilities 12 Supplier Relationship Responsibilities 12 Shareholder's Investment 13 Arising Conflicts 13 Benefits. 14 CONCLUSION 15 RECOMMENDATIONS 15 IMPLICATIONS 16 REFERENCES 17 APPENDIX A: HR DUE DILIGENCE CHECKLIST 18 APPENDIX B: PROJECT PLAN 20 Abstract Many organizations still do not view human resources as critical to their merger strategy, particularly in the early stages of the process. This is especially ironic since more often than not, there is cultural incompatibility, poor communication, and loss of key employees is cited as the biggest obstacles to a successful merger transition. These are the very activities that Human Resource departments can influence the most. A successful merger strategy needs to take account of certain factors. Key Points Human Resource specialists are left with the difficult role of: * Developing communication strategies. * Aligning payroll, benefits, and compensation systems. * Combining different and possibly incompatible processes and cultures. Merging HR Policies The new company must emerge with a unified approach to human resource issues. Policies should be reviewed, created, implemented and communicated companywide to ensure understanding. Compensation and benefits packages must be reviewed, merged, shopped, and communicated. Staffing and work force planning must be completed for current and future openings; training and development programs must be merged and communicated; and employee-relations programs must be communicated and implemented. In spite of assurances that nothing will change, they will. ...read more.

Middle

Company B's former management was not initially sold on the advantages of flextime and telecommuting as an acceptable way to run a business. The advantages and disadvantages were discussed between the former members of the old companies who now are the newly company C and they were listed. I will present these differences and discuss the commonly asked questions. Advantages- Improves employee morale; accommodates the needs of employees of employees with children and other personal demands. The number of employee trips to work is reduced; employees have longer blocks of personal time, usually a 3-day weekend every other week. Reduce employer costs; often-improved productivity because of uninterrupted work time; flexibility for employee to attend to family or other needs. Flexibility in work hours; retaining trained and productive employees; improved recruitment; increased commitment by employee. Retains valued and skilled employees; higher productivity using creative scheduling; allow employee to address other needs outside work (New Ways to work, 1991, p6). Disadvantages- There is a lack of supervision during some work hours most commonly seen during compressed workweeks exhibited in the four ten hour days. Employees can have a hard time adjusting to 10 to 12 hour shifts; supervisor not on premises during some hours. This situation seems to affect telecommuters. Potential communication problems keeping telecommunications employee informed; scheduling ad hoc team meetings; supervisor is not present. Increase benefit costs; less chance of advance for employee. Potential for increased benefit costs; raises head-count; demands on supervisor for increased communication and alternative scheduling (New Ways to work, 1991, p6). Due to company B's culture and many other companies there is a lack of understanding of the diverse world around them. Even today, many senior leaders have strong beliefs in the traditional family structure where the man works and the woman stays at home to raise the children. Kofodimos (1995) wrote that of the 76 CEOs who responded to a Wall Street Journal survey on family issues, 95% of them had wives who had never worked outside the home. ...read more.

Conclusion

Having a healthy workplace environment will create the growth productivity of each company involved. Conclusion Recommendations Once the structure is in place, communication is key in any successful acquisition. It is the first step in assimilating employees into a new organization and represents the best chance to make them feel good about the company. Both individual and group meetings are appropriate to communicate individual employment status as well as the impact on the overall organization. There should also be extensive planning around logistics for those exiting the organization on the day of the deal. Implications The implications of life after the merger are particularly relevant to the employees being retained. An early indication to these employees of their role in the new organization and the new organization structure removes uncertainty and ensures retention. These individuals have a significant role to play in achieving the vision for the new entity and as such must be informed of the planned direction for the company. This will mean for them in terms of their current responsibilities, developmental aims, and remuneration as soon as this information is known. This avoids the circulation of rumors based on incomplete information and the loss of key personnel to a premature search for safer employment opportunities. The employees who are displaced must be treated fairly and with compassion, not only for their sake but also for the sake of their peers who remain. Some of those displaced employees may also be the key to the integration process and sufficient incentive has to be provided to retain them for the period of the integration. If the above steps are taken in a professional, timely manner, you can greatly minimize potential employee-related problems that can occur during a merger or acquisition. Every person reacts differently when his or her job is threatened, but a consistent, equitable approach will minimize the possibility of litigation and reassure the new work force that the new company is a good place to work. ...read more.

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