management discipline which most associates itself with the term is in Human Resources that should be able to deal with the particularities of people and procedures that work in an environment of a high technology.
As the number of mergers and acquisitions continues to increase on a global basis, more leaders are called upon to develop their transition skills not only during but also after a Merger or acquisition. But what is the role of a leadership information system when the new company needs to adapt a new performance management strategy? How the performance management practices support the organizational change? What is the relationship between the initial level of expectations coming from these practices and the level of trust to new company’s employees?
The article aims to examine, the above questions after a major change, like a merger or an acquisition, in Greece. For this purpose this article is based on a theoretical research in the recent literature, the results of a qualitative analysis as these revealed from the interview of some executive members of Greek companies with experience in performance management practices and on the results of a quantitative analysis in three sectors, banking, industrial and commercial.
management discipline which most associates itself with the term is in Human Resources that should be able to deal with the particularities of people and procedures that work in an environment of a high technology.
As the number of mergers and acquisitions continues to increase on a global basis, more leaders are called upon to develop their transition skills not only during but also after a Merger or acquisition. But what is the role of a leadership information system when the new company needs to adapt a new performance management strategy? How the performance management practices support the organizational change? What is the relationship between the initial level of expectations coming from these practices and the level of trust to new company’s employees?
The article aims to examine, the above questions after a major change, like a merger or an acquisition, in Greece. For this purpose this article is based on a theoretical research in the recent literature, the results of a qualitative analysis as these revealed from the interview of some executive members of Greek companies with experience in performance management practices and on the results of a quantitative analysis in three sectors, banking, industrial and commercial.
การแปล กรุณารอสักครู่..
