Compensation Policy, Human Resource Management Practices and Takeovers
This paper uses a unique linked employer-employee data (LEED) set to examine thedeterminants of mergers and acquisitions and to study post-takeover employment. It findthat firms involved in takeovers are qualitatively different from non-takeover firms andthat post-takeover employment probabilities are highly dependent on individualcharacteristics (human resource management policies) and the firm’s pre-takeovercompensation policy. It also discusses the value of LEED for such an analysis and drawsconclusions for industrial and labor policy based on combining these results with resultsfrom the literature on displaced workers.
|Date of creation:||2005|
|Date of revision:|
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