Strategic HRM: Managing the KISS OFF Merger Effectively

This report provides suggestions for restructuring the management positions of the newly formed KISS OFF company, a merger between Kincade Industrial Sanitary Seating (KISS) and Occupational Fixtures and Fasteners (OFF). It discusses identifying the best managers from both organizations and addresses the impact of potential employee terminations from OFF on the operational efficiency and morale of remaining workers. The report evaluates the differing working environments and policies of KISS and OFF, highlighting the need for a balanced approach to retain OFF's workforce. Key considerations include communication, leadership capabilities, inclusivity, and productivity of managers. The report emphasizes the importance of redesigning employee policies to mitigate the negative impacts of the merger on OFF employees, ensuring a smoother transition and maintaining operational efficiency. Desklib provides past papers and solved assignments for students.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
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Executive Summary
The purpose of the report is to offer suggestions on reconstruction of management position of a
new company formed as a merger of two companies, Kincade Industrial Sanitary Seating (KISS)
and Occupational Fixtures and Fasteners (OFF). The report discusses the process of
identification of best managers of both the organizations and the effect of legal termination of
most of the employees of OFF on the operational efficiency of the other workers. After
evaluation of the same, certain suggestions are provided that will help in smooth operation of the
new organization KISS OFF under the supervision of Mr. Whey.

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Table of Contents
1. Introduction......................................................................................................................3
2. Restructuring the Organization of Management Positions..............................................3
2.1. Determination of Best Managers at KISS and OFF.................................................3
2.2. Effects on Morale and Operational efficiency of OFF’s workers............................4
References............................................................................................................................6

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1. Introduction
The merger of the two companies, KISS and OFF, although proves to be a large
achievement of KISS in terms of business, the merger opens up certain major challenges in terms
of human resource management. The report aims in discussing those challenges and providing
solutions to Mr. Whey, the president of KISS OFF to manage the issues that might arise due to
the proposed termination of some employees of OFF. The report will evaluate the process of
determining the best managers of KISS and OFF and the effect of termination of other managers
on the operational efficiency of the retained workers of OFF.
2. Restructuring the Organization of Management Positions
This section of the report will suggest the process by which the management positions of
the new company KISS OFF can be reconstructed so that the acquisition of OFF by KISS is
termed successful. The main problem associated with this merger is that, the working
environment and process of both the companies differ to a great extent (Paillé et al. 2014). The
management team of Kincade is quite traditional with inefficient communication, cost cutting,
minimum superannuation and nominal vacation policy. One the other hand, the management
team of OFF is extremely flexible with liberal vacation policies, good superannuation and
continuous communication. Although KISS is in superior position than OFF, the new company
cannot survive without the cooperation of half of the employees of OFF. Therefore, selection of
the management team should be planned in an effective manner in order to retain the
manufacturing workforce of OFF in KISS OFF.
2.1. Determination of Best Managers at KISS and OFF

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Determination of the best managers at KISS and OFF, especially of OFF is essential in
order to choose which managers are to be retained in KISS OFF. The process of determination of
the best managers should be subjected to examination of certain major behavioral and
operational aspects of the managers in their professional career (Bratton and Gold 2017). It is
needed to verify whether the manager is a good coach or has efficient leadership capabilities to
lead the team towards success (Purce 2014). A good manager generally tends to create an
inclusive team environment. This is true for most of the managers at OFF. The productivity of
the managers is needed to be checked as well. A good communication capability will be a basic
criterion for determining the best managers at KISS and OFF.
2.2. Effects on Morale and Operational efficiency of OFF’s workers
As per the decision of the new president of the company only the best managers of OFF
will be retained in management team of KISS OFF, while the others will be terminated. This step
can largely affect the morale of the workers of OFF as they will have to face a drastic change in
working environment if the management team is headed by the managers of KISS. Since OFF
used to follow a liberal working environment, a drastic switch to traditional working
environment can de-motivate the employees leading to a reduction in their production.
Termination of most of the managers at OFF indicates that the process of working will
see a major change especially for the employees of OFF. Since the employees and the workers of
OFF are used to work in flexible shift hours, the fixed shift hours of KISS OFF can affect their
operational efficiency in a negative manner. Apart from that, the policy of minimum
superannuation and nominal vacation policy can be a subject of de-motivation of the employees
(Jackson, Schuler and Jiang 2014). Therefore, in order to retain at least half of the workforce of

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OFF, the KISS OFF needs to redesign their employee policy so that the acquisition does not
prove to a drastic change of the employees of OFF in terms of working environment.

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References
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource
management. Oxford University Press.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals, 8(1), pp.1-56.
Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on
environmental performance: An employee-level study. Journal of Business Ethics, 121(3),
pp.451-466.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals), 67.