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Human Resource Management of Eastman Kodak

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Netra Shetty
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Human Resource Management of Eastman Kodak - January 25th, 2011

astman Kodak Company (NYSE: EK) is a multinational US corporation which produces imaging and photographic materials and equipment. Long known for its wide range of photographic film products, Kodak is re-focusing[2] on two major markets: digital photography and digital printing.

Human Resource in British American Tobacco aims to attract, develop and retain the
most talented people around the world. The purpose of HR is to help shape the culture of
this dynamic business, creating an environment that emphasizes and reward performance,
whilst supporting learning and development.
HR arena includes exposure and training in the areas of:
Managing Performance:
Measuring and aligning performance, rewarding performance, managing and
administrating benefits.
Managing Organizational Learning and Development:
Managing change, designing and development the organization, managing organizational
climate, learning in the organization.
Resourcing:
Recruiting, selecting and assessing, HR planning.
Managing Careers and Development:
Assessing competencies and potential, career development systems, coaching and
mentoring, training and development.

Managing Employee Relations:
Managing employment legislation, managing work place relations, managing HR
customer service.
HR is essentially about managing people and their expectations. Attracting and recruiting
the very best people is of major importance to the company. this has involved
coordinating presentations at leading universities, assessing application forms,
interviewing potential recruits, organizing assessment centers, training assessors and
facilitating the selection decision making process.

Strategic human resources management...strategic alignment...alignment with mission accom-
plishment. These are just a few of the terms being used to describe the new, evolving role of
Federal human resources management (HRM). What do these terms really mean? If you were to
ask agency personnelists, managers, or employees, you would probably get a wide range of
answers. So, it’s important to establish from the beginning what we are really talking about.

Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain. Our research indicates that
agencies that successfully align human resources management with agency mission
accomplishment do so by integrating HRM into the agency planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.1

In addition to being a vital contributor to
agency mission accomplishment, HRM
alignment is the ultimate level of HRM
accountability, as demonstrated in the
Hierarchy of Accountability. While HRM
accountability must begin with basic legal
compliance, it ultimately encompasses all four
levels of the pyramid, including demonstrating
how HRM supports achievement of the
agency strategic goals.

The National Performance Review (NPR)2 took on the task of reinventing government to make it
work better, cost less, and get results. NPR mandated many initiatives that changed the focus of
HR from just compliance toward results, including downsizing the HR function, delegating HR
authorities to line managers, calling for HR to demonstrate its business value, and enhancing
customer service. Through these initiatives, management of human resources would become
more responsive to mission-related needs because it would take place at the line level, and the HR
staff would be able to expend more of its energy on broader organizational issues.

The Government Performance and Results Act (GPRA) of 1993 has also played a large part in
focusing agencies on results. The purpose of GPRA is to improve Federal program effective-
ness, accountability, service delivery, decision-making, and internal management, thereby
improving confidence in the Federal Government. This is achieved by demonstrating organiza-
tional results through strategic planning and performance measures. Although the primary focus
of GPRA is on programmatic functions, agencies are also required to describe how administra-
tive resources, such as HR, are being used to achieve strategic goals. Further, the General
Accounting Office (GAO) and the Office of Management and Budget (OMB) have evaluated
many of these efforts, and are calling for agencies to improve their discussions of HRM alignment
in strategic and annual plans. Therefore, the human resources function is increasingly being
aligned to the agency strategic plan, which requires HR to show how it is supporting mission
accomplishment.
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Re: Human Resource Management of Eastman Kodak
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James Cord
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Re: Human Resource Management of Eastman Kodak - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
astman Kodak Company (NYSE: EK) is a multinational US corporation which produces imaging and photographic materials and equipment. Long known for its wide range of photographic film products, Kodak is re-focusing[2] on two major markets: digital photography and digital printing.

Human Resource in British American Tobacco aims to attract, develop and retain the
most talented people around the world. The purpose of HR is to help shape the culture of
this dynamic business, creating an environment that emphasizes and reward performance,
whilst supporting learning and development.
HR arena includes exposure and training in the areas of:
Managing Performance:
Measuring and aligning performance, rewarding performance, managing and
administrating benefits.
Managing Organizational Learning and Development:
Managing change, designing and development the organization, managing organizational
climate, learning in the organization.
Resourcing:
Recruiting, selecting and assessing, HR planning.
Managing Careers and Development:
Assessing competencies and potential, career development systems, coaching and
mentoring, training and development.

Managing Employee Relations:
Managing employment legislation, managing work place relations, managing HR
customer service.
HR is essentially about managing people and their expectations. Attracting and recruiting
the very best people is of major importance to the company. this has involved
coordinating presentations at leading universities, assessing application forms,
interviewing potential recruits, organizing assessment centers, training assessors and
facilitating the selection decision making process.

Strategic human resources management...strategic alignment...alignment with mission accom-
plishment. These are just a few of the terms being used to describe the new, evolving role of
Federal human resources management (HRM). What do these terms really mean? If you were to
ask agency personnelists, managers, or employees, you would probably get a wide range of
answers. So, its important to establish from the beginning what we are really talking about.

Human resources management alignment means to integrate decisions about people with
decisions about the results an organization is trying to obtain. Our research indicates that
agencies that successfully align human resources management with agency mission
accomplishment do so by integrating HRM into the agency planning process, emphasizing HR
activities that support mission goals, and building strong HR/management relationships.1

In addition to being a vital contributor to
agency mission accomplishment, HRM
alignment is the ultimate level of HRM
accountability, as demonstrated in the
Hierarchy of Accountability. While HRM
accountability must begin with basic legal
compliance, it ultimately encompasses all four
levels of the pyramid, including demonstrating
how HRM supports achievement of the
agency strategic goals.

The National Performance Review (NPR)2 took on the task of reinventing government to make it
work better, cost less, and get results. NPR mandated many initiatives that changed the focus of
HR from just compliance toward results, including downsizing the HR function, delegating HR
authorities to line managers, calling for HR to demonstrate its business value, and enhancing
customer service. Through these initiatives, management of human resources would become
more responsive to mission-related needs because it would take place at the line level, and the HR
staff would be able to expend more of its energy on broader organizational issues.

The Government Performance and Results Act (GPRA) of 1993 has also played a large part in
focusing agencies on results. The purpose of GPRA is to improve Federal program effective-
ness, accountability, service delivery, decision-making, and internal management, thereby
improving confidence in the Federal Government. This is achieved by demonstrating organiza-
tional results through strategic planning and performance measures. Although the primary focus
of GPRA is on programmatic functions, agencies are also required to describe how administra-
tive resources, such as HR, are being used to achieve strategic goals. Further, the General
Accounting Office (GAO) and the Office of Management and Budget (OMB) have evaluated
many of these efforts, and are calling for agencies to improve their discussions of HRM alignment
in strategic and annual plans. Therefore, the human resources function is increasingly being
aligned to the agency strategic plan, which requires HR to show how it is supporting mission
accomplishment.
hey dear,

Please check attachment for Financial Struggles - Eastman Kodak, so please download and check it.
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File Type: pdf Financial Struggles - Eastman Kodak.pdf (939.4 KB, 1 views)
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