Abstract
Recent evidence indicates that mergers of United States industrial corporations are now proceeding at a rate equal to, or possibly greater than, the merger boom of the twenties. In many instances, mergers may result in a consolidation of plant, equipment, and work forces under a single management. Seniority units, on the other hand, usually are limited to a single establishment. The problem of integrating two employee groups in terms of the requirements of the merged unit while, at the same time, preserving equitable interests in seniority is often difficult, indeed. In this article, Mark L. Kahn discusses the problems and some recent experiences in integrating seniority units and evaluates alternative methods of seniority unit integration under the circumstances of a business merger. (Author's abstract courtesy EBSCO.)
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