摘 要 近年来，为顺应国家发展战略的调整和市场经济的要求，国有企业并购逐渐成为了中国企业并购的主力军，而中石油燃气企业作为国有企业的典型代表，在并购过程中既有国有企业的一般性特征，也具备市场化和行政化管理两种模式下企业间并购的特点。众所周知，人力资源整合对企业并购的成败至关重要，在新时期的国有企业改革工作背景下，总结凝练出一个适用于国有企业并购的人力资源整合模型，对于国有企业探索建立市场化导向的人力资源整合机制具有重要的理论价值和实践意义。
中石油 KLNY 和 KLRQ 两家燃气企业，拥有着不同的组织架构、人力资源配置和人力资源管理思维方式。在两家企业并购过程中，人力资源整合的成败势必将影响未来企业在市场竞争环境中的发展，而两家企业市场化人力资源管理体系和国有行政职级管理体系的融合毫无疑问是人力资源整合的重点。在此背景下，人力资源整合工作除了采取传统的手段方法外，改革和创新人力资源整合理念及方法，是促进人力资源整合的关键。以中石油燃气企业为代表的国有企业在谋求并购重组发展的过程中，在人力资源整合方面也必然会面临与案例企业类似的问题。探讨建立国有企业并购中的人力资源整合模型，其核心价值在于不再拘泥于传统人力资源整合管理工作，而是以追求“效益”为工作理念，以新的更高的眼光和视角，更系统、全面地为企业并购提供合理的人力资源整合支撑。
关键词： 并购 人力资源整合 国有企业。
In recent years, in order to comply with the adjustment of the national development strategy and the demand of the market economy, state-owned enterprises has gradually become the main force of merger and acquisition among Chinese enterprises. As a typical representative of the state-owned enterprise, Gas Corporations of CNPC have the general characteristics of state-owned enterprises and special characteristics of market-oriented and administrative management inthe process of merger and acquisition. It is well known that the integration of human resources is the key concerning companies’ success or failure of merger and acquisition. Under the background of the reform of state-owned enterprises in the new period, summarizing and refining a model of human resources integration of state-owned enterprises in merger and acquisition have important theoretical value and practical significance to explore and establish a market-oriented system of human resources integration of state-owned enterprises.
Gas Corporations of CNPC, KLNY and KLRQ, have different ideas and ways about human resource management including organizational structure, human resource allocation and other things. During the period of merger and acquisition,the success or failure of the integration of human resources will certainly affect the development of enterprises in the market competition environment in the future.Studying the case of two enterprises, there is no doubt that the integration of market-oriented human resource management system and state-owned administrative management system are the key points of integration of human resources. Under this background, besides traditional methods, enterprises should reform and innovate human resources integration concepts and methods, the key to promote human resources integration. In the process of development in merger and acquisition, state-owned enterprises, represented by Gas Corporations of CNPC,will be inevitably exposed to similar problems of the case company in the integration of human resources. The core value of building a model of human resources integration of state-owned enterprises is not confined to management of traditional human resources integration, but to pursue efficiency as a working concept, providing a reasonable and comprehensive support about human resources integration for enterprises in the process of merger and acquisition in a new and higher perspective.
Based on literature review, case study, qualitative research and modeling analysis, this thesis analyzes the status quo of human resources integration of case during the earlier and later period of merger and acquisition. It is pointed out that after taking a series of traditional human resources integration measures including setting up a project team of human resources integration, drawing up human resources integration scheme, maintaining the original human resourcemanagement, reinforcing communication with employees and adjusting corporation structure, there are still a series of problems of human resources integration in the aspects of organization, psychology, layoffs and so on, such asincomplete integration of organization, difficult selection and allocation of leaders,low staff morale, excessive human resources, internal institutional barriers and restricted selection and employment. Based on relevant literature and with the support of merger and acquisition and human resources integration theory,combining with practical work experience, the corresponding suggestions about improvement of human resources integration in case enterprises are put forward.From the perspective of benefit, reform of post management and innovative selection of leaders are introduced in this essay. Finally, it refines a modern model of human resources integration in the merger and acquisition of state-owned enterprises, which do provide advice and references for similar state-owned enterprises to improve human resources integration under the same period, which also helps government and administrative departments to improve the internal and external conditions and advice methods of human resources integration in the merger and acquisition of state-owned enterprises.
Keywords: Merger and Acquisition；Human Resources Integration；State-owned Enterprises。