When asked to write this assignment I first needed to know more about what companies go through as they merge together. I looked online and what I found was very interesting. All mergers seem to be very messy. It is not something that can be done overnight because there are too many variables. Traditional integration practices have been built around consolidating key resources, financial and physical assets, brand names, and tradable endowments. The most forward thinking integration strategies also capture key pieces of elusive core competencies; such as an organization’s best practices, skills, knowledge bases, and routines. Typically excluded are critical root strategic assets, which can make or break a union. These root strategic assets include collaborative leadership, cultural cohesion and talent retention.
Mergers and acquisitions immediately impact organizations with changes in ownership, in ideology, and eventually, in practice. Cultural cohesion is most often the critical asset in a successful merger. Deciding a company’s cultural cohesion is based on identifying the organization’s bedrock cultural components. The success of the merged firm may well depend on whether or not steps have been taken to identify and retain the organization’s primary cultural underpinnings that support and maintain those valuable resources.
The general purpose of job analysis is to document the requirements of a job and the work performed. Job and task analysis is performed as a basis for later improvements, including: definition of a job domain; describing a job; developing performance appraisals, selection systems, promotion criteria, training needs assessment, and compensation plans. In HR job analysis is often used to gather information for personnel selection, training, classification and compensation.
A newly merged company needs to use job analysis because they are putting together two different groups of people to work in one newly formed company. They need to...