组织战略实现所需的人力资源整合涵盖定岗定编定员，通过创建适合新
组织战略的组织结构、部门及岗位、人员配置，高效地衔接人员规划、招聘
配置、薪酬福利、员工关系等人力资源板块，以提高组织运转效率、降低管
理成本，提高员工质量和满意度，推动组织战略转型期的平稳过渡，达成组
织战略目标

本文选取超市连锁行业中具有代表性及并购背景的 MH 公司作为研究对
象，对并购及定岗定编定员的文献进行归纳整理，选取了有利于研究方案制
定的研究方法，简要介绍企业并购及定岗定编定员的知识，强调企业经营战
略及定岗定编定员协同的重要性，阐明相关定义、原则、方法及影响因素

结合对 MH 公司并购背景、经营管理及定岗定编定员现状的梳理，通过资
料分析、人员调研及访谈、实地考察等方法，重点归纳并购后由于组织战略
转型引发的组织机构臃肿、部门职权定位不清且与战略不匹配、岗位层级设
置过多、人员冗余、人员结构及用工形式不合理、人员综合素质参差不齐、
岗位胜任度及环境变化适应力不足、核心骨干流失严重、劳资冲突比率上升
等诸多问题，并进一步突出问题形成的原因为并购后 MH 公司人力资源整合意
识及能力不到位、缺乏人力资源管理规划及企业文化的融合，使得 MH 公司持
续缺乏科学的人才招聘、考评及培养机制，缺少系统的工作分析及规范可操
作的岗位说明书，岗位任职资格模糊，导致员工岗位胜任度低、员工对企业
信心不足

针对以上问题，本文根据方案达成目标及设计原则，通过对 MH 公司战略
分析，在战略匹配的前提下，进行组织架构的重新设计及部门职能定位。在并购后基于战略匹配的 MH 公司定岗定编定员研究此基础上，节选出具有代表性的 MH 公司旗下宜宾店收银客服模块作为研究样
本，基于战略匹配视角，进行定岗定编定员方法及思路的探讨。通过资料分
析、人员访谈及实地考察研究，运用组织分析法、工作职责及流程分析法、
工作量定编法、效率定编法、设备定编法、数据分析法、预算控制法等多种
定岗定编定员方法，综合阐述定岗定编定员方案设计具体的操作流程，得出
最终定岗定编定员结果，同步制订岗位说明书及用工形式建议

本文期望能通过本研究促进并购后 DS 集团与 MH 公司间经营战略及人力
资源战略的融合，对经营战略目标落地、业务流程的有效衔接、企业文化氛
围的营造起到重要的纽带作用。使企业建立“以人为本”的管理模式，提升
公司人力资源管理水平，规范并购后组织结构及部门设置，减少中层管理层
级，重新明确岗位分工与协作，精简审批流程，提供岗位任职资格，提升战
略目标及业务流程的执行效率，给人力资源管理其它模块的提升打下基础，
形成良性循环。推进并购后员工对 DS 集团企业文化的融合进程，降低员工的
不安全感，降低核心骨干人才的流失率及员工劳资纠纷比率。实现用工结构、
用工形式及用工人数合理化，提高劳动效率，充分发挥员工的才能，达到人
力资本与企业经营的高度契合，为并购后超市连锁行业定岗定编定员问题的
解决提供参考及解决思路

关键词：并购 战略 定岗定编定员 MH 公司AbstractAbstract
As the competition in the supermarket chain industry intensifies, in order to
survive and develop, an increasing number of enterprises choose mergers and
acquisitions (M & A) for resource integration and layout expansion, and the
matching degree between the strategy and human resources is decisive to the
outcome of the M & A.
The human resources integration needs an organizational strategy includes
posts fixing and personnel quota and number defining, which requires establishing
organizational structure, departments and positions as well as staffs to adapt to the
new organizational strategy, and efficiently combining the modules of personnel
planning, recruitment configuration, salary and welfare system, and employee
relations as to improve the operating efficiency of the organization, reduce
management costs, improve staff quality and satisfaction, promote smooth
transition of the organizational strategic transformation and finally achieve
organizational strategic objectives.
This paper chose MH, a typical company in the supermarket chain industry
with a M & A background, as the research object, and chooses research methods
that is conduciveto the establishment of the research program after sorting out the
literature about the M & A , posts fixing, personnel quota and number defining,
offers a brief introduction to the knowledge of M & A, posts fixing and personnel
quota and number defining, emphasizes the importance of the coordination
between corporate business strategy and posts fixing and personnel quota and
number defining, and clarifies relevant definitions, principles, methods and
influencing factors.
By summing up the M & A background, the current situation of business
management , posts fixing, personnel quota and number defining of MH, this
paper, may go through data analysis, personnel research and interviews as well as
on-the-spot inspection to focus on sorting out problems after the M & A resultingResearch on MH Company’s Posts Fixing, Personnel Quota and Number Defining Based on Strategic Match
after the M & Afrom the organizational strategic transformation such as overstaffing in
organizations, unclear positioning of office authority and its mismatching with the
strategy, superfluous post levels, staff redundancy, unreasonable staff structure and
employment forms, uneven overall quality of staff, inadequate capacity to qualify
the job and adaptation to the changing environment, brain drain of core backbone
talents and the rising ratio of disputes between capital and labor. It further
highlights the reasons of the problems: after the M & A, MH’s awareness and
ability to integrate the human resources is inadequate. Lacking plans on human
resources management and the integration of corporate cultures, MH confronts a
persistent deficiency of scientific talent recruitment, evaluation and training
mechanism, lacking systematic work analysis and standard, and doable job
description, which results in vague job qualifications, low job competency of staff
and their lack of confidence in the enterprise.
Considering the previous problems, according to the program objectives and
design principles by analyzing MH Company’s strategy, we may redesign the
organizational structure and repositions and the departmental functions on the
premise of strategic match. Based on this, the paper selects a typical module of
cashier customer service at Yibin shop by taking MH Company as the research
sample, and discusses the methods and thoughts of posts fixing and personnel
quota and number defining from the perspective of strategic match. This paper,
through data analysis, personnel interviews and on-the-spot inspection and
research, applying methods like organizational analysis, job responsibilities and
process analysis, fixing personnel quota by workload, efficiency and equipment,
data analysis, and budget control to fix posts and define personnel quota and
number, offers a comprehensive description about the specific procedures to
design the program of posts fixing and personnel quota and number defining, and
finally reaches an outcome of fixing posts and defining personnel quota and
number, combining with job descriptions and suggestions of employment forms.
The expectation of this paper is able to promote the integration of business
strategy and human resources strategy between DS Group and MH Company after
the M & A, making it play an important role in putting the business strategic
objectives into practice, posting an effective connection between the business
procedures and creating the environment of corporate culture. This paper hopes toAbstractmake the enterprise establish a people-oriented management model to enhance
the level of human resources management, standardize the organizational structure
and departmental arrangements after the M & A, reduce the middle management
level, re-clarify the division and collaboration of work, streamline the approval
process, provide job qualifications, enhance strategic objectives and the execution
efficiency of business