Compensation Policy, Human Resource Management Practices and Takeovers

David Margolis

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Abstract: This paper uses a unique linked employer-employee data (LEED) set to examine the determinants of mergers and acquisitions and to study post-takeover employment. It find that firms involved in takeovers are qualitatively different from non-takeover firms and that post-takeover employment probabilities are highly dependent on individual characteristics (human resource management policies) and the firm's pre-takeovercompensation policy. It also discusses the value of LEED for such an analysis and draws conclusions for industrial and labor policy based on combining these results with results from the literature on displaced workers.

Keywords: Mergers and Acquisitions; Takeovers; Employment; Linked Employer-Employee Data (LEED) (search for similar items in EconPapers)
Date: 2006-04
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Published in Alex Bryson, John Forth, Catherine Barber. Making Linked Employer-Employee Data Relevant to Policy Analysts, Department of Trade and Industry - London, pp.28-44, 2006, DTI Economics Papers n°4

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Related works:
Working Paper: Compensation Policy, Human Resource Management Practices and Takeovers (2006)
Working Paper: Compensation Policy, Human Resource Management Practices and Takeovers (2005)
Working Paper: Compensation Policy, Human Resource Management Practices and Takeovers (2004)
Working Paper: Compensation Policy, Human Resource Management Practices and Takeovers (2004)
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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:halshs-00354367

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