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Asiana Airlines executive Mr. A recently confessed to a reporter: “Getting a good night’s sleep is hard enough.” It was then that Hanjin Group, which managed its 30-year rival Daehan Hankook, decided to take over Asiana Airlines. It means I was so worried about the seat.
On the 20th, Korean Air President Ki-Hong Woo told reporters that “Asiana Airlines and its subsidiaries will not restructure their workforce after integration”, but Mr. A’s anxiety is not abating. Mr. A said: “The ‘human power’ that Hanjin talks about are not employees who are in employee status?” He said: “The executive who is like a contract worker lives in Paris.” He said: “The Hanjin side obviously knows who the executives are who have been actively trying to beat Korean Air so far, both internally and externally,” he said. “There is already talk that they will be the top priority for restructuring.”
As it was revealed (on the 12th) that the Korea Development Bank was pushing to sell Asiana Airlines to the Hanjin Group, the employees were overwhelmed by their worries at work. ▶ International competitiveness in the aviation market ▶ Controversy over preferential treatment for President Won-tae Cho, Hanjin ▶ The debate on monopoly concerns is a reality that does not affect them.
Although Mr. B, an intermediate manager who is in the position of a worker under the law, feels uncomfortable. Mr. B said: “If Korean Air people take control of the company’s high-ranking people in the future, I can’t help but worry that Asiana people will be pushed out of competition for job evaluation or promotion. “. He added: “I’m thinking of moving into another business instead of eating my eyes while working in a company,” he added. “Even if similar employees get together and talk to each other, we simply sigh because there is no suitable alternative.”
Wontae Cho, president of the Hanjin group. News 1
Asiana isn’t the only place where the staff vibe is so upset. The situation is similar for Doosan Infracore, which Hyundai Heavy Industries, GS E&C and Eugene Group are looking to acquire. Doosan Infra is expected to bid on the 24th to select a preferred bidder for the acquisition.
“What if I became a ‘second class employee'”
The concern of C, a Doosan Infra employee, is adapting to a new organizational culture when the company owner changes. Mr. C said: “There is a unique culture in Doosan, a company that is over 120 years old, and I too am learning this and am attending the company. It will change overnight and it would be sad to become a ‘second class employee’ in the company “. “I think overall normalization is the best scenario for employees.”
Like Mr. C’s heart, there is news from inside and outside the Doosan Group that there is no reason to forcefully sell Doosan Infra if you fail to get the correct price. This is the most anticipated scenario for the employees of this company. The atmosphere in which Doosan Heavy Industries & Construction, which owns a 36.1% stake in Doosan Infrastructure, announced its plan for a 1.3 trillion won capital increase in September is raising that expectation. .
No one will buy it, but another company that feels anxious about the sale is Yogiyo, a delivery service. German Delivery Hero, which runs Yogiyo, is currently in the process of taking over the People of Delivery (Elegant Brothers), and the Fair Trade Commission recently stated, “ To acquire Baedal Peoples, you have to sell Yogiyo ” due of possible side effects such as market monopoly. This is because they submitted the audit report of
In front of the Yogiyo Plus Yongsan hub, Seongdong-gu, Seoul. News 1
Mr. C, Yogiyo, who is at the level of manager by other company standards, said: “These days, the encouraging greetings that seniors give to employees like us, with half joke and half, is ‘You will not be left out.’ . Situation. “He added:” It would not be a good thing to see that even in the position of an employee with short experience, the organizational culture could change rapidly due to a change in the company’s main shareholder.
“It looks like he’s been trying to change organizational culture for 7-10 years”
As a result, Yogiyo is reading the staff thoroughly, pointing out that the FTC’s final decision has not been made. Yogiyo, an official of Delivery Hero, a Korean operating subsidiary, said, “We will convince the FTC by arguing that the original acquisition plan will benefit Korean consumers and overall industrial competitiveness.”
Experts analyze that new major shareholders will respond with gradual and long-term changes to such employee fluctuations. Labor Manager Kim Seong-joong (Labor Law Firm You &) said: “While there is the possibility of changing senior executives, the new major shareholders have renewed the long-term organizational atmosphere by waiting 7-10 years. after the acquisition, when new employees joining the company play a vital role, rather than trying to hastily change the organizational culture. I expect to plan this. “Professor Kim Dong-bae of the Department of Business Administration (Human Resources and Organization ) of the University of Incheon said, “After mergers and acquisitions (M&A), the integrated functioning of the management system comes first and the integration of organizational culture becomes a long-term task.” It’s a textbook story in the academia that the risk of failing a merger and acquisition could be greater. ”
Reporters Sunwook Choi and Jaemin Kwak [email protected]
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