Employee Relations in Mergers and Acquisitions

The human aspects of mergers and acquisitions receive less emphasis than the more easily controlled financial aspects. A review of the existing literature and research suggests that mergers and acquisitions often fail or are sub‐optimal due to the neglect of these human aspects. Outlines factors which lead to success. Recommends alternatives which may minimize the behavioural problems, but this is unlikely to include the joint venture, since it is quite similar to the full‐blooded merger in many respects. Human and environmental issues will increasingly be on the corporate charter.