Performance Analysis of M&A in UK banking sector (2nd STAGE) Essay

Performance Analysis of M&A in UK banking sector (2nd STAGE) - Essay Example As a matter of fact, the studies with regards to mergers and acquisition activities in the UK banking sector offers assorted conclusions. Altunabas and Ibanez describe about the bank mergers between the years 1992 and 2001 to lead on average in order to improvise the accounting profitability (Altunaz and Ibanez, 2004). Many empirical evidences have been provided which are evocative of the restrained opportunities for cost savings from bulk mergers in the banking commerce. Moreover, a little improvisation in the profit efficiency is also reported, but not in terms of cost efficaciousness with position to cross-border deals only. According to Cooke, most of the research analyses on mergers and acquisitions have been focused on the organizations which have been undergo a merger and many studies have seen a common condition marking the post-merger period (Cooke, 1986). Therefore, this paper targets the investigation of the influences of the M & A operations on accounting profitability me asures with reference to the UK banking sector over the period 2003-2007 by with the help of examining several performance gauges, thereby, distinguishing the part of transformation in presentation due to the M & A itself. According to Heffernan, banking can be construed to a wide range of financial institutions and organizations to the large money-centralized commercial banks and this paper describes about it in detail (Heffernan, 2005). The UK banking sector witnesses itself to be the third largest in the world after the United States and Japan, and is also a major international hub for investment and private banking (DeltaQuest, 2009). The banking sector of UK has an authoritative international recognition which is

Human resource Essay Example | Topics and Well Written Essays - 3000 words - 1

Human resource - Essay Example The limitations of this report would be the non-availability of the minute details of Google’s HR policies on account of sensitivity of the information. Our research, thus, would purely be based on available information. Let us begin by gathering a basic understanding about Human Resource Management (HRM). â€Å"The field of HRM is not one that exists in isolation. Rather, its part of a larger field of management. Reinforcing many new philosophies like that of work force diversity, downsizing, reengineering, total quality management (TQM), outsourcing and supporting this effort has made HRM an even more vital component of the management team. Similarly, the strategic nature of HRM continues to gain acceptance as more organizations look to ensure that they have the right number of the right people at the right time and in the right place.† (Sadarrudin, 2001) â€Å"The review of the HRM models emphasizes a number of differences between the ‘new’ HRM and traditional personnel management. These include: strategic planning, focus on the psychological contract, importance of learning in the workplace, focus on the individual (unitarism), importance of leadership and proactiveness, a focus on line managers and an attention to measuring HR performance outcomes.† (Bratton and Gold, 2003) â€Å"Co-founders Larry Page, president of Products, and Sergey Brin, president of Technology, brought Google to life in September 1998. Since then, the company has grown to more than 10,000 employees worldwide, with a management team that represents some of the most experienced technology professionals in the industry. Eric Schmidt joined Google as chairman and chief executive officer in 2001.† (Google, 2009) Founders Larry Page and Sergey Brin named the search engine they built "Google," a play on the word "googol," the mathematical term for a 1 followed by 100 zeros. (Page and Brin, 1998). The name reflects the immense volume of