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Using Performance Measurement to Evaluate Strategic Human Resource Management Decisions: Kodak's Experience With Profit Sharing

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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.

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1992-04-01

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performance; measurement; human resource; management; Kodak; profit; profit sharing; employee; labor; profitability; organization; product; improvement; involvement

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Government Document

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preprint

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