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Human Resource Management of Eastman Chemical Company
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netrashetty
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Bangalore, Karnataka
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Human Resource Management of Eastman Chemical Company - January 25th, 2011

Eastman Chemical Company is a United States based chemical company, engaged in the manufacture and sale of chemicals, fibers, and plastics. Eastman has 11 manufacturing sites in seven countries, supplying its products throughout the world. Founded in 1920 and based in Kingsport, Tennessee, Eastman is a Fortune 500 company with 2008 sales of $6.7 billion, and approximately 10,000 employees.[1]

Eastman manufactures and markets chemicals, fibers and plastics worldwide. It provides key differentiated coatings, adhesives and specialty plastics products, is a major supplier of cellulose acetate fibers, and produces PET polymers for packaging.

Eastman is a member of Responsible Care, a global voluntary initiative developed autonomously by the chemical industry to improve health, safety, and environmental performance. In January 2008, Corporate Responsibility Officer Magazine (CRO) named Eastman one of the five best corporate citizens among chemical companies in the U.S.[2] Eastman was also ranked 64th in CRO magazine's list of 100 Best Corporate Citizens for 2008.


Human resources alignment means integrating decisions about people with decisions about the
results an organization is trying to obtain. By integrating human resources management (HRM)
into the agency planning process, emphasizing human resources (HR) activities that support broad
agency mission goals, and building a strong relationship between HR and management, agencies
are able to ensure that the management of human resources contributes to mission
accomplishment and that managers are held accountable for their HRM decisions. This is
especially important in light of the Government Performance and Results Act’s (GPRA) push to
align all agency activities, including HRM, toward achieving defined agency strategic goals and
measuring progress toward those goals.

In fiscal year 1999, the U.S. Office of Personnel Management (OPM) embarked on a special study
to determine how much progress Federal agencies have made toward aligning HRM with agency
strategic goals in support of HRM accountability and agency mission accomplishment. Our key
findings and conclusions are summarized as follows.

C Many more agencies than expected include HR representatives in the agency planning process
and integrate human resources management goals, objectives, and strategies into agency
strategic plans. However, most agencies are still struggling in this area. Therefore, agency
executives and HR leaders need to work together to fully integrate HRM into the planning
process so that it will become a fundamental, contributing factor to agency planning and
success.

C Although some agency HR offices have begun focusing on organizational activities that assist
agency decision-making, most are still emphasizing internal HR office efficiency efforts. While
internal issues are important to the success of any HR program, HR offices also need to
examine the “big picture” and find ways to impact the success of the agency as a whole.

C Most agencies are in some way measuring the efficiency and/or effectiveness of the HR
function. These measures, however, are generally output-oriented, focus on internal HR
processes and activities, and are used to make improvements to HR-specific policies and
procedures. As HR refocuses its activities to broader organizational issues, HRM measures
also need to be expanded to gauge the impact HRM has on agency goals and mission. Then,
the measurement data can be used to inform agency-level decisions.
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Last edited by netrashetty; January 25th, 2011 at 02:37 PM..
   
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