The role of human resource management in Malaysia's merger and acquisition : bankers' perspectives
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(Published version)
Date
2006
Authors
Sharif, Mohmad Yazam
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thesis
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Abstract
The study was motivated by the author's passionate interest in the Malaysian banking industry. The period between 1998 and 2002 was a turbulent time for the local banks as they were persuaded by the Central Bank of Malaysia (COM), the Malaysian government monetary authority, to consolidate themselves through a merger and acquisition exercise. This was part of COM's Financial Sector Master Plan. COM felt that there were too many small size local banks and finance companies operating in Malaysia to be competitive. COM then appointed ten banking groups (Maybank, Bumiputra-Commerce, Public Bank, RHB Bank, AmBank, Alliance Bank, Affin Bank, Southern bank, Hong Leong Bank and EON Bank) to act as anchor banks. From 1998 to 2002, the Malaysian local banks and finance companies went through the three merger and acquisition (M&A) phases - pre merger, the merger and post merger. The concern was that had the human resource management (HRM) (comprising the HR professionals and HR departments) played any important role in the M&A process involving the local Malaysian banks? Were they marginalized? The Malaysian literature on M&A was scarce. Whatever few studies that were available took the usual legal, economics and financial perspective. The HR perspective on M&A was almost non-existent. Thus a survey was conducted as an exploratory investigation on the role of HR professionals of the ten anchor banks. 111 respondents (56 per cent response rate) participated in this study. Some of the important findings showed that the HR professionals were involved since the beginning of the M&A process either as the advisor, project manager or project coordinator to the top, line management or external consultant. Most HR professionals in the survey claimed that they had played important and proactive roles (such as shaper of change, internal consultant and process monitor) throughout the three M&A phases and at three levels - strategic, managerial and operational.
School/Discipline
International Graduate School of Management
Dissertation Note
Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.
Provenance
Copyright 2006 Mohmad Yazam Sharif
Description
1 v. (various pagings) : ill
Includes bibliographical references.
Includes bibliographical references.
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