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dc.contributor.authorBoudreau, John W.
dc.contributor.authorBerman, Robert
dc.date.accessioned2020-11-25T14:52:22Z
dc.date.available2020-11-25T14:52:22Z
dc.date.issued1992-04-01
dc.identifier.other157903
dc.identifier.urihttps://hdl.handle.net/1813/77169
dc.description.abstract[Excerpt] Profit-sharing is frequently used to link employee performance and labor costs to the profitability of organizations. It represents a significant investment. Yet, 'managers' decisions regarding such human resource investments frequently do not use the same financial planning frameworks typical of other investments. This article presents a case study describing how one division at Eastman Kodak company used a strategic investment approach to plan and evaluate a profit-sharing program, and the role of performance measurement information in that approach.
dc.language.isoen_US
dc.subjectperformance
dc.subjectmeasurement
dc.subjecthuman resource
dc.subjectmanagement
dc.subjectKodak
dc.subjectprofit
dc.subjectprofit sharing
dc.subjectemployee
dc.subjectlabor
dc.subjectprofitability
dc.subjectorganization
dc.subjectproduct
dc.subjectimprovement
dc.subjectinvolvement
dc.titleUsing Performance Measurement to Evaluate Strategic Human Resource Management Decisions: Kodak's Experience With Profit Sharing
dc.typepreprint
dc.description.legacydownloadsUsing_Performance_Management_92_14pdf.pdf: 6552 downloads, before Oct. 1, 2020.
local.authorAffiliationBoudreau, John W.: Cornell University
local.authorAffiliationBerman, Robert: Eastman Kodak Company


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