企业并购中的中层人员流失的案例研究
A Case Study on the Loss of Middle Level Employee During
Merger and Acquisition
Abstract
Under the influence of Sino-US trade war, the weakness industry of local domestic
semiconductor has attracted more and more attention. Subsequently, Chinese government
initiates many policies to encourage the development of the domestic semiconductor industry.
Benefit from policies, many fabs and IC design houses come out, so that engineer employees
needed in demand. In order to attract talents, domestic semiconductor companies, especially
those supported by policies, offer a good package with high salary and perfect welfare for
engineer candidates. In October 2020, a South Korea's semiconductor S group reached a
merger and acquisition agreement with the American semiconductor I group to acquire a
business unit of I group by $9 billion. The North Branch of I group, located in Binhai City,
Northeast China, in the scope of this M&A case. Since the announcement of the M&A, the
turnover rate of middle-level employees in North Branch increased rapidly.
Based on above background, through the description of three typical cases, study on the
loss of middle-level personnel during M & A. Through the questionnaire survey and case
analysis of the resigned middle-level employees, to find the factors of the resignation. Author
summary the factors from three dimensions: internal, external and individual employees.
Finally, according to these factors to propose the solution to reduce the turnover rate of
middle-level personnel.
In the part of solutions, this thesis puts forward that the north branch should carry out all-
round communication with employees, to help employees understand the company culture of
S group. And eliminate the negative emotions caused by M & A. Secondly, actively carry out
career planning for employees, help employees establish a correct career path and help
employees broaden their promotion channels. Finally, by improving the salary and welfare
system and fully satisfy the self-realization of middle-level employees, so that company can
deal with the external poaching behavior. Through these specific measures, improve
employee satisfaction and organizational commitment, so as to reduce the turnover rate of
middle-level personnel, ensure the stability of middle-level personnel, and ensure the
operation and smooth transition.
Key Words： Merger and acquisition; Resign; Middle level employee;
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大连理工大学专业学位硕士学位论文
目录
摘
要............................................................................................................................I
Abstract ............................................................................................................................. II
1绪论.............................................................................................................................. 1
1.1研究背景与研究对象......................................................................................... 1
1.1.1研究背景.................................................................................................. 1
1.1.2研究对象.................................................................................................. 3
1.2研究的目的和意义............................................................................................. 3
1.2.1研究的目的.............................................................................................. 3
1.2.2研究的意义.............................................................................................. 4
1.3研究方法和内容................................................................................................. 4
1.3.1研究方法.................................................................................................. 4
1.3.2研究内容.................................................................................................. 5
2案例正文...................................................................................................................... 7
2.1并购双方公司介绍............................................................................................. 7
2.1.1 I集团公司及北方分公司介绍................................................................ 7
2.1.2 S集团公司介绍....................................................................................... 8
2.2行业背景............................................................................................................. 9
2.3并购过程介绍................................................................................................... 11
2.4典型案例描述................................................................................................... 12
2.4.1洋洋因追求职业发展而离职................................................................ 12
2.4.2晓磊因担忧企业文化不适而离职........................................................ 13
2.4.3修平因优厚的薪酬福利而离职............................................................ 14
3案例分析.................................................................................................................... 17
3.1理论依据........................................................................................................... 17
3.1.1组织变革过程模型................................................................................ 17
3.1.2薪酬管理理论........................................................................................ 19
3.1.3职业生涯管理理论................................................................................ 20
3.1.4 Price-Muller（2000）模型 ................................................................... 21
3.2问卷调查........................................................................................................... 23
3.3北方分公司中层员工特点............................................................................... 25
3.4影响公司中层员工离职的因素分析............................................................... 26
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企业并购中的中层人员流失的案例研究
3.4.1 组织内部导致员工离职的因素............................................................ 26
3.4.2 组织外部导致员工离职的因素............................................................ 28
3.4.3 员工个人内心情绪相关的离职的因素................................................ 29
4 降低北方分公司中层员工离职率的方案设计........................................................ 31
4.1 全方位沟通重建心理契约............................................................................... 31
4.1.1 并购公司的文化宣导............................................................................ 31
4.1.2 重建心理契约........................................................................................ 32
4.2 助力员工职位晋升与长期发展....................................................................... 33
4.2.1 健全员工沟通渠道与职业生涯辅导.................................................... 34
4.2.2 拓宽晋升通道与重新修订职务等级.................................................... 34
4.3 调整薪酬体系提升员工满意度....................................................................... 35
4.3.1 制定有竞争力的工资体系.................................................................... 35
4.3.2 完善福利配套........................................................................................ 38
4.4 保障措施........................................................................................................... 39
4.4.1 领导团队的重视.................................................................................... 39
4.4.2 制度保障................................................................................................ 39