HRD Competency Used during the Mergers

This study raises questions and creates greater awareness of the uses of HRD programs and competencies in the four stages of the merger and acquisition process. The purpose of this study was to investigate the perceptions of human resource professionals in five Thai banks about the HRD competencies and programs used during the merger and acquisition process. There were significant findings regarding the contributions of HRD programs in the four stages of the merger and acquisition process. The emerging two components found in factor analysis, the change management process and competence building, confirm the congruence of the theory of HRD programs and the four stages of the merger and acquisition process and the actual experience of the human resource professionals. The implication for human resource development theory is included, along with a recommendation for future research and practice.

Autorentext

Dr.Joseph Nantawut Leeamornsiri,a fulltime faculty of School of Business Management at Kasetsart University. He received his Ph.D. in the area of Workforce Development & Business Policy at the Ohio State University. He is also provide consultant service to both private and government sectors in the area of HR,OD,Competency, &Compensation