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한국은 외환위기 이후 시장개방에 따른 많은 기업이 인수합병을 추진하였다. 본 연구는 이러한 기업들 중에서 (구)한일은행과 (구)상업은행을 합병한 우리은행의 합병 후 통합 (PMI)에 관한 성과를 분석하였다. 분석방법은 합병 후 통합인사관리 정책에 관한 두 집단 간의 인식차이를 조사하였다. 분석결과는 합병 후 통합과정에서 나타난 통합인사관리 정책 에서 대부분 두 집단 간에 의견차이가 크지 않았다. 이러한 결과로 볼 때 적어도 인적관리 영역에서 합병 후 통합의 성과는 높은 것으로 평 가 할 수 있다. 다만, 기존의 두 집단 간의 문화적 차이에서 발생하는 성별에 따른 업무능 력과 교육훈련에 대한 이견을 적절히 조절함으로써 이로 인한 갈등을 해소하는 전략이 모 색 되야 할 것이다.


Korea many corporations are going ahead with M&A for open market after foreign exchange crisis. Out of these corporations, This study analysis an outcome about PMI(Post Merger Integration) of WooRi bank that mergered with past-HanIl bank and past-SangUp bank. Analysis methods is research for a difference of opinion about post merger integration personnel management after had mergered. As a result, the majority of PMI personnel management policy haven’t a difference of opinion between two past-bank. Because of this result, to say the least that PMI personnel management policy is successful. But that WooRi bank need diversity strategy to solve the conflict from a difference of cultural opinion about woman and man work capablity, and training program.


Korea many corporations are going ahead with M&A for open market after foreign exchange crisis. Out of these corporations, This study analysis an outcome about PMI(Post Merger Integration) of WooRi bank that mergered with past-HanIl bank and past-SangUp bank. Analysis methods is research for a difference of opinion about post merger integration personnel management after had mergered. As a result, the majority of PMI personnel management policy haven’t a difference of opinion between two past-bank. Because of this result, to say the least that PMI personnel management policy is successful. But that WooRi bank need diversity strategy to solve the conflict from a difference of cultural opinion about woman and man work capablity, and training program.