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Working Paper Regarding The Human Oriented Post- Merger Strategies In Terms Of Csr

Listed author(s):
  • MIRONESCU, Alexandra
  • RUSNAC, Svetlana
  • MICU, Marieta
  • CRINTEA, Mariana
Registered author(s):

    The society evolved and with it also the humans professional needs. Employees want and need to be acknowledged for their valuable and extra contributions. Rewards and recognition are powerful tools for demonstrating appreciation and reinforcing those behaviors that lead to superior products, outstanding support, strong supplier relationships, and lifelong customers. Digitalized societies primary tool for providing spot rewards is new total rewards process, a resource for global compensation, benefits, variable pay, equity and rewards plus recognition program information as well as job architecture valuable information. Regarding new tendencies, in order to grow profit or survive, more and more companies are merging, but, also in terms of successful post-merger integration the key to generating sustainable added value for companies stand for CSR. Every merger is unique and requires a customized solution, so the expected synergies can be generated and additional growth achieved is the CSR variable is also taken into consideration. Also, the center of all, human resource, is without a doubt, the most important resource in every company. The efficient usage of human resources, the evaluation opportunities of the employees, the proper selection methods, special programs for personal training, are just a few examples for obtaining success of companys activities. The human resource management represents the main area to improve in order to have a competitive market position. Regarding this, the implementation and development of informatics systems is considered to be a must in the human resources department.

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    Article provided by Holistic Marketing Management in its journal Holistic Marketing Management.

    Volume (Year): 2 (2012)
    Issue (Month): 1 (May)
    Pages: 34-39

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    Handle: RePEc:hmm:journl:v:2:y:2012:i:1:p:34-39
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