Downsizings, mergers, and acquisitions: Perspectives of human resource development practitioners

Abstract

Purpose – This paper seeks to provide perspectives of HR practitioners based on their experiences with mergers, acquisitions, and/or downsizings.Design/methodology/approach – This qualitative study utilized interviews with 13 HR practitioners. Data were analyzed using a constant comparative method.Findings – HR practitioners were not involved in planning decisions related to downsizings, mergers, and/or acquisition. Neither the practitioners in this study nor other members of the HR team in their organizations had an upfront due diligence role in these change initiatives.Research limitations/implications – Additional research is needed to guide HRD practitioners in repositioning their roles so that they are more central to an organization's strategic decisions. Given the method of this study, the findings are not intended for generalization to larger populations. Future research should address the needs of HRD practitioners who are affected by downsizings, mergers, and/or acquisitions.Practical implicatio...