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本帖产生 1 个翻译EPI ，点击这里进行查看

che123

铁虫 (小有名气)

应助: 0 (幼儿园)
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虫号: 339344

[交流] 求帮忙翻译论文摘要（汉译英）

越来越多的企业把并购作为扩大企业规模、建立持续竞争优势的一个重要手段,许多大企业通过一次又一次的并购达到了扩张和赢利的目的。作为企业发展到一定阶段进行快速扩张的有效途径，克服了通过自身积累实现渐进式发展的局限，为企业实现跳跃式发展提供了可能。人力资源是企业并购中非常重要的因素。在并购过程中，被并购的企业人力资源本身就是企业并购的战略目标，所以，并购企业在被并购企业中带来的任何变化都必须考虑它对人的影响。很多企业并购失败，都是源于人力资源的因素。企业并购后产生的沟通困难，人才流失、文化冲突、都会造成企业知识资本的流失，员工心理的动荡，影响并购后企业经营活动的正常开展，甚至给企业形成新的竞争威胁，最终导致并购的失败。上述已被大量的国内外并购实践所证明。
论文立足于我国企业并购的人力资源整合问题，借鉴国内外的优秀人力资源整合经验来提出一些可操作性的对策。核心思想是怎么样整合好企业中最重要的资源--人，识别关键员工，留人、用人、激励人、企业文化整合。本文分为五个部分，第一部分主要是说明选题的背景、依据和意义，对主要的概念进行界定，对有关文献综述。第二部分并购在人力资源整合方面的问题及原因分析。第三部分讨论问题的解决对策。第四部分是案例分析，以宏达股份并购案例的人力资源整合的特征、模式、对策建议。第五部分是结论。
本文试图根据本人的工作经历，在并购整合相关理论和人力资本理论中寻找企业并购中人力资源整合的理论渊源。并对企业并购中产生的人力资源问题做出具体的分析基础之上，为企业寻找一套具体可行的人力资源整合策略。针对国内企业处在体制转轨这个特殊的并购外部环境，指出人力资源整合工作的外部障碍，并提出一些现实的建议。

关键词：并购，人力资源整合，整合，

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1楼 2010-11-10 10:35:36

已阅回复此楼关注TA 给TA发消息送TA红花 TA的回帖

孙燕姿

至尊木虫 (正式写手)

翻译EPI: 2
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金币: 13658.5
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che123(金币+30, 翻译EPI+1):非常感谢 2010-11-11 13:28:05

More and more enterprises to expand business scale M & As, the establishment of sustainable competitive advantage is an important tool, many large enterprises through mergers and acquisitions and over again to achieve the purpose of expansion and profitability. As to a certain stage of business development for rapid expansion of the effective way to overcome the accumulated through its own limitations to achieve progressive development, for enterprises to achieve leapfrog development possible. M & A in human resources is a very important factor. In the acquisition process, the acquired business of human resources is in itself the strategic goal of M & A, so M & A business in the enterprise to bring about any change in the need to consider the impact of its people. Failure of many mergers and acquisitions, are derived from human resources factors. M & A resulting from communication difficulties, brain drain, cultural conflict, will result in the loss of intellectual capital, employee psychological turmoil of post-merger conduct normal business activities, even to the enterprise to form a new competitive threat, leading to mergers and acquisitions failed. The large number of domestic and foreign mergers and acquisitions has been proven by practice. Paper based on our M & A integration of human resources issues, learn from the experience of the excellent integration of human resources to put forward some feasible countermeasures. How to integrate the core idea is a good business in the most important resource - people, identify key staff, to keep people, employment, incentives, corporate culture integration. This article is divided into five parts, the first is to specify the topics of the background, basis and significance of the main concepts are defined, the relevant literature review. The second part of the merger integration of human resources issues and Analysis. The third section discusses the problem of countermeasures. The fourth part is the case analysis, M & A cases to HTC shares the characteristics of the human resource integration, models, countermeasures. The fifth part is the conclusion. This article attempts to work according to my experience in merger integration theory and the theory of human capital in M & A to find the theoretical origin of human resource integration. Mergers and acquisitions and human resources issues arising in the analysis of a concrete foundation for enterprises looking for a specific and feasible strategy for human resource integration. For domestic enterprises in this particular acquisition system transition external environment, integration of human resources that the external obstacles, and make some practical suggestions.

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