GPH - International Journal of Business Management (IJBM) http://gphjournal.org/index.php/bm <p style="font-family: Helvetica;">The scopes of the journal include, but are not limited to, the following fields: Accounting, Advertising Management, Business &amp; Economics, Business Ethics, Business Intelligence, Business Law, Business Performance Management, Business Statistics, Change Management, Communications Management, Comparative Economic Systems,&nbsp; Corporate Finance and Governance,&nbsp; Development Planning and Policy, Organizational Communication, Business Fluctuations, and Cycles, Product Management, Production and Organizations, Production/Operations Management,Time Management, Total Quality Management, Travel/Transportation/Tourism, Welfare Economics.</p> en-US <p>Author(s) and co-author(s)&nbsp;jointly&nbsp;and severally represent and warrant that the Article is original with the author(s) and does not infringe any&nbsp;copyright or violate any other right of any third parties and that the Article has not been published&nbsp;elsewhere.&nbsp;Author(s) agree to the terms that the <strong>GPH Journal</strong> will have the full right to remove the published article on any misconduct found in the published article.</p> editor@gphjournal.org (Dinh Tran Ngoc Huy) info@gphjournal.org (NWINYOKPUGI, NKIINEBARI PATRICK) Wed, 31 Mar 2021 09:00:15 +0000 OJS 3.1.1.2 http://blogs.law.harvard.edu/tech/rss 60 Mergers and Acquisition: Conceptualisation, Motives, and Implications for Human Resource Management http://gphjournal.org/index.php/bm/article/view/386 <p>Mergers and acquisitions have consistently remained stable as a management fad that has transcended several decades. This paper is desk research designed to explore extant literature to gain an insight into the meaning, motives, and human resource implications of the twin concepts that have often been used interchangeably. The outcome of the review revealed that even though the concepts of mergers and acquisition have been interchangeably used in the extant literature, there is a sharp difference between them. In addition, it was observed that the human resource function has often been relegated in cases of business takeovers globally. And the relegation may have been responsible for the several cases of takeover failures. It is recommended that top-level management should be proactive in developing an all-inclusive plan from conception to the actual decision on any business takeover since the outcome of the process is a function of what managers and employees make out of the whole process. In addition, it is also recommended that the dynamics of the takeover-human resource should be rescued from the domain of theorizing by instituting hardcore empirical consideration of the human resource implications of mergers and acquisitions.</p> Rachael Konyefa Dickson ##submission.copyrightStatement## http://creativecommons.org/licenses/by-nc-nd/4.0 http://gphjournal.org/index.php/bm/article/view/386 Wed, 31 Mar 2021 08:57:59 +0000