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Homedco And Abbey Medical Group Merger Management Essay

The Apria merger ended up as a total disaster due to the fact the two merging entities: Homedco and Abbey Medical Group focused on gaining financial benefits and results alternatively than considering the main human resource conditions that could emerge from the merger. In most cases many large merging companies neglect the analysis of key individual tool issues as basic belief that merging learning resource is more important than understanding the distinctions in employee, organization cultures, management set ups etc.

It is the duty of the Human being Resource department to carry out a detailed analysis of the potential human resource issues that can emerge which subsequently will aid the most notable management in identifying the financial costs in terms of controlling likely human tool issues. In nutshell the impact of terribly managed human tool issues in the event if the Apria Medical care group merger has lead to ramifications of downsizing, staff stress, poor performance, troubles in staff retention, process issues, information system issues etc which in the end lead to merger failure. The following are reasons as to the reasons the research of human reference issues would be beneficial at the pre merger period,

Reduce turmoil in job assignments and responsibilities

A human reference audit should have been out carried to find out and predict the result the merger could have on the employees of both Homedco and Abbey Medical care Group. It is a generally accepted truth that a merger activity will probably cause performance issues of employees during the period of transition which lead the issues between the executive and professionals of the Apria group. A detailed analysis could have lead to evidently defined job jobs, responsibilities and obligations of worker of both companies. The performance of the employees is mainly affected through the existence of role conflict and ambiguity, doubt of environment, ethnical differences and distinctions in the management style.

Creation and implementation of ethnic fit

The cultural fit is possibly acknowledged as the main aspect of mergers and acquisitions. An organizational culture is set and created by employees and every culture is exclusive and different from the other. As stated in the event Abbey Medical Group and Homedco have significantly different cultures in which one follows organic structure and the other comes after a mechanistic structure. Prior to a merger is important that both companies examine their organizational cultures as organization procedures, managerial and management styles, composition of management, work break down in order to find a balance between your ethnicities. The merger would result in a creation of a whole new culture. The newly surfaced culture would include new principles, beliefs, targets, goals, perspective etc. However and thus the merging company should ensure that the culture works with and adoptable to employees in both companies. However, executing an evaluation of human tool issues could have enabled Apria to reduce the ethnical clash.

Research has demonstrated that non maintenances of your cultural fit can produce hostility, issue, misunderstanding, lower determination, motivation and co-operation that are negative to the outcome of a easy changeover. The Apria groupings' social clash resulted in the more dominant culture: that is Homedco having more electric power in the merger, leading to job slices and looses for Abbey employees.

Develop retention strategies to keep key employees

One of the vital areas of the HR division of each organization is to maintain key employees as much as possible. The case illustrates that very bare minimum attention has been given in keeping employees and limiting the likelihood of turnover. Following the merger, the best doing Abbey Sales staff quit the Apria group due to issues of ethnic differences, role misunderstanding and failing staff relationships. Key employees is an asset to any organization as they are responsible in operating firm operations smoothly and is an integral source of competitive advantage because of the skill, knowledge and experience of individuals.

Retaining key employees would also lead to the firm needing to identify and solve employee concerns, which would have been somewhat motivated if Apria undertook a real human resource analysis before the merger took place. The main element employees roles and responsibilities might have been clearly described, highlighter and communicated which would have indirectly illustrated Apria's top management commitment to maintain best performing staff. Retaining such employees would ensure that the company businesses would be completed smoothly after the merger.

Carrying out an analysis of HR would have empowered Apria to keep key employees by,

Identifying the key employees who maintain key positions and responsibilities in both companies

Evaluating market rates regarding compensation and benefits if the staff is to leave

Communicating the value of the staff during the pre-merger and post-merger

Communicating the new employees tasks, responsibilities and duties within the merged company (Apria group)

Consistent communication and employee relationship building by top management

Proper management of overcapacity

Implementing a merger option would lead for an overcapacity of employees. And thus, Apria has contended in eradicating excess staff with a view of creating a more effective corporation. This strategy is adopted in order to keep economies of range by reducing internal operational costs. The Apria Medical group should have ideally implemented an effective downsizing strategy along with propose payment, benefits and outplacement programmes implemented after and during the merger.

A effective evaluation of human tool issues may have bought in to light the correct process and approach to dealing with unwanted staff. As in the case mentions that more of Homedco professionals were not impacted by the job cuts, there by showing a certain level of discrepancy in managing downsizing which lead to even the best of employees resorting to give up the company.

Saving pointless costs

The targets of merging is to combine resources to be able to achieve economies of scales by minimizing costs of processors, systems, human resources etc to be able to earn higher margins. The non conformity to an effective analysis of recruiting has lead to Apria Medical care Group spending a surplus amount of selecting new employees, excess costs on training and development, loosing of customer platform and market talk about anticipated to increasing complaints and drop in service levels, lack of revenues and profits due to reduction of performance available on the market. Conducting a detailed evaluation of human resource issues would lead to the People resource department being able to calculate financial costs pertaining to laying off employees and leave allowance to potential leavers. Projected costs include costs of great benefit and severance plans of terminated and other employees; cost regarding outplacement programs for terminated employees etc.

Identifying proper training and development programs for employees

Prior to the merger Apria must have conducted an in depth skilled evaluation of employees of both companies. This research would have uncovered the gaps in skill by assessing existing skill versus expected skills and thus would comply with the merging companies' aims. This is further justified in the case where it was brought up that Apria Health group used the Abbey Professional medical system billing cpu which was new to the employees of Homedco. Essentially, prior to the merger if the management decided to use a particular system, the employees of Homedco should have initially be trained in using Abbey Professional medical system prior to the merger occurred. The overlooking of implementing a structured and timely training and development programme caused drop in service quality and customer dissatisfaction due to mistakes in the billing system.

Employee morale and commitment

It is clear recognizes that there was a lack staff moral and commitment during the Apria Health care Merger. That is better explained through the levels that the employee goes through when adopting to change.

Shock - Employees would be puzzled on the new job assignments, dependence on jon security, changing lifestyle and the general fear of unknown in moving to a fresh culture.

Denial and misunderstanding - Most employees would be doubtful about how the merging would have an effect on their employment position.

Anger and resistance - Anger and level of resistance would be portrayed by internal issues, sticks, turnover, ineffective job performance etc.

Reluctant popularity - Enough time used by the employees to get use to the new culture, value/belief system, management and processors.

Understanding - At this stage the employees are prepared to recognize the new changes resulted by the merger

It is evident that Apria group has not understood this periods and issues properly prior to going through with the merger. The staff desire, morale and dedication is the main element source which makes a merger successful. As encouraged employees would be eager to simply accept change and become effective and successful when carrying out their jobs. The conflicting marriage between your Apria group employees effected team work, interdepartmental coordination, customer orientation, distorted communication, non conformity to code of techniques etc. This example could have been completely avoided or handled if Apria gave ear to the troubles and difficulties encountered by employees through the change process and it could have been a better approach for company to encourage employee participation in developing HR strategies for the merging company on order to bypass avoidable conflicts.

4) Strategic need for producing organizational culture

Organizational culture is a subject which includes been examined and described by numerous creators. The importance of assessing a organizations organizational culture emerged due to globalization, upsurge in number of mergers and acquisitions, companies implementing market orientation etc.

Brown (1954), was the first to take the effort in defining "organization culture". The author stated that "The culture of an industrial group derived from many sources, roots, occupations and complex options; the atmosphere of the manufacturing plant that sorts their background; and finally, from the specific experiences of the small casual group itself. A number of the important signs of culture will be a collection of misconceptions, beliefs, prices and rituals"

However, the most appropriate definition was proposed by Torrington and Hall (1995), where they defined organizational culture as "the characteristic, spirit and idea of a business demonstrated in conditions of norms and prices that are generally upheld about how precisely people should behave and treat one another, the type of working human relationships that should be developed and attitudes to change". The writers also critically argued these norms are profound, taken for granted and tend to be known by employees without having to be properly understood.

Development of an sound organizational culture requires the business to align its culture using its strategies, goals and aims. Following are some factors that demonstrate the strategic need for expanding organizational culture,

Having an aligned and designed culture is essential in achieving a high level of productivity.

An effective corporation culture would include employees who have shared vision, goal, worth goals and commitment that is vital in maintaining strong culture. Dennison (1984), reveled if an organization owns "strong culture "by exhibiting a well-integrated and effective group of specific values, beliefs, and behavior patterns, then it'll perform at a higher level of output.

The performance of a worker would rely upon the encouragement, support and way and the working marriage he/she builds up with colleague and peers. Therefore results in the staff being determined and committed to contribute to the organization when you are performance oriented, which leads to performance and efficiency in fulfilling tasks, responsibilities and duties. Productivity would be an outcome of worker performance and may be performed through the organizational employees working as a team to improve productivity.

An effective approach to keeping employees aligned with the beliefs and the goals of the organization is by creating a culture which encourages employees to give attention to higher purpose for his or her work.

For a good example: Toyota has developed its organizational culture in which employees are cured as a part of one big family. Their shared values, perspective, goals and targets are reflected through their group and also have been fundamental in the success and business performance Toyota has regained in the past decade.

Improved business performance

Worker behaviour and goals

Organizational performance

Organizational climate

Task organization

Organizational values

Organization composition and purposeThe development of a proper structured organizational culture is of main importance in improving overall business performance. As mentioned earlier enhanced efficiency through development of organizational culture is merely one of the factors that affect business performance. Marcoulides and Heck (1993), proposed a framework that could be by organizations when determining components of a businesses culture that lead to overall business performance.

Organizational composition - Creating a strong administrative hierarchy and sound processors would reveal what sort of company is able to maximize effective tool usage which impact the performance of product and service result. The Apria merger failed as the management didn't pay emphasis of experiencing an integrated structure which effected the overall performance of the company. Mergers such as Hewlett-Packard emerged as successful as the business was able to create a common structure which clearly described the organizational goal.

Organizational Worth - The principles of a firm will determine the way in which the firm designs strategies to serve its customers and boost customer satisfaction. The performance of the business through understanding businesses value will represent how the emphasis is positioned on risk taking, output and efficiency and ability to improve new outputs and increasing excising products and services which enables them to accomplish competitive setting and market positioning. As outlined in the platform organizational principles has direct effect on climate, task corporation and employee attitudes which lead to the attainment of overall performance. The principles of the business is changing that effects managerial decisions as the framework, strategies to improve organization responsibilities and processors, strategies to improve work place would be analyzed and put in place by factor of organizational principles.

Task corporation - Task organization involves inspecting the types of methods used to recruit and choose new employees, the quality and methods used to evaluate staff performance and the conditions to determine earnings and benefits are tightly related to to organizational performance. This also illustrates the management dedication towards enhancing organizational performance by producing effective ways of recruit, examine and compensate employees.

Organization climate - The organizational climate is identified by the perceptions of its employees in conditions if the working conditions. The perception of quality of connections and success of communications across organizational levels and the level of authority given to employee would be indicators that determine a firm's culture. The organization climate also operates as a source of motivation for staff performance which results in upgraded performance.

Worker behaviour and goals - Research carried out by Marcoulides and Heck (1993), mentioned that behaviour, perceptions and individual goals is based the ideals and weather of the business. This adjustable will perceive the way in which employees perform at a person level which contributes to overall organizational performance.

The Merger between your Time-Warner companies can be studied as a genuine life scenario where employees took up on a huge protesting marketing campaign with goal of halting the merger. This was mirrored by the earnings and performance.

Ability to maintain lasting competitive advantage

The culture of a firm is definitely the most critical element of a companies changeover from good to great. Mergers are produced between similar commercial players with an objective to be more competitive in a worldwide scale to reduce the impact of threat created by competition. Various strategies and practices are taken to develop competitive benefits and positioning of the market place. However, research has mentioned that cultural development and nurturing is the primary strategy that can ensure lasting results in the long run.

Barney (1986), cited that a organizations culture can be a source of sustainable competitive benefit if that culture is valuable, uncommon and imperfectly imitable". The writer proposed the next factors that need be looked at when producing culture under these three criteria's,

Culture must be valuable and it should assist the firm in developing strategies and forming conducts that improve employee productivity, resulting in superior financial performance. Organization culture must enable companies to build up strategies that add monetary and monetary firm

Culture must be created as exceptional and distinctive insurance agencies traits and characteristics that are not common to the ethnicities of large numbers of other organizations. A companies culture is one of the number of qualities that differentiate firms form one another.

Culture must be imperfectly imitable and without this the company cannot gain competitive benefit as setting them as unique.

Firms are able to maintain a higher amount of adoptability

In order to survive firms need to be flexible in implementing and attentive to the environmental changes which could create opportunities and dangers for the business. Dennison and Mishra (1995) argue that a successful company must be able to detect and predict environmental changes to be able to maximize benefits occurring consequently of an highly volatile environment.

However, the degree of adoptability would rely upon the way the employees of a specific firm are able to change their tendencies in order to reply and take proactive action when going head on with these changes.

By creating a culture which includes knowledge and information showing, participative management

. These

companies are therefore more ready to try ground breaking techniques in better meeting

their employees' needs. HR practices that emphasize company information showing,

participative management and formal grievance steps will help to facilitate the

needed interior change initiatives (France and Bell, 1990; Robbins, 1998).

Furthermore, to be really adaptive, skill development becomes critical to adapt to

changing business demand. While appraisal systems have to be applied consistently

to attain effective business performance, the context of appraisal needs to be

adaptive. Appraisal systems that impose rigid performance goals can turn into

a hurdle to aligned expectation and delivery of performance. Perceived overall flexibility and

fairness in performance management systems will result in better-motivated

employees and improved business effects.

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