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.[2]
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.[3] Eastman was also ranked 64th in CRO magazine's list of 100 Best Corporate Citizens for 2008.
Eastman Chemical Company (Eastman) is a global chemical company, which manufactures and sells a portfolio of chemicals, plastics, and fibers. The Company operates in five business segments: Coatings, Adhesives, Specialty Polymers, and Inks (CASPI) segment, the Fibers segment, the Performance Chemicals and Intermediates (PCI) segment, the Performance Polymers segment, and the Specialty Plastics segment
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. As a Responsible Care ® Company, Eastman is committed to achieving the highest standards of health, safety, environmental and security performance. At Eastman, we work with our customers to apply innovative approaches that lead to practical solutions and enable market success. Founded in 1920 and headquartered in Kingsport, TN. Eastman is a FORTUNE 500 company with 2008 sales of $6.7 billion and approximately 10,500 employees.
astman is a leading, global company of people who make a difference in everyday life. We offer extensive possibilities for talented and innovative people to enjoy career paths filled with success and personal growth.
Professionals in fields of engineering, business, information technology and chemistry are the core of our excellence. Our aim is to create a brighter future through discovery and technology. We draw on innovative approaches to achieve practical solutions, creating useful materials that serve our customers while caring for the communities in which we work and live.
astman is a leading, global company of people who make a difference in everyday life. We offer extensive possibilities for talented and innovative people to enjoy career paths filled with success and personal growth.
Professionals in fields of engineering, business, information technology and chemistry are the core of our excellence. Our aim is to create a brighter future through discovery and technology. We draw on innovative approaches to achieve practical solutions, creating useful materials that serve our customers while caring for the communities in which we work and live.
s the baby boomers retire, the US labor market is expected to tighten, as the new generation of workers is simply much smaller than the one it is replacing. Indeed, by 2010, the Bureau of Labor Statistics is projecting a shortfall of 10MM workers in the US. In such a tight labor market, employers will have to pull out all stops to continue to attract top talent. One way employers are learning to differentiate is to market their companies to employees and prospects as green.
Indeed, green may be a powerful recruitment and retention tool. According to an recent Ipsos Mori survey, 80% of respondents across 15 developed nations would prefer working for a company that "has a good reputation for environmental responsibility" - the figure was 81% in the US.
Most interestingly, it appears that more respondents - across all countries surveyed - were more concerned about working for an environmentally responsible company than purchasing from one. One potential reason: "employees feel a significant sense of responsibility and association with their employer's actions concerning the environment."
The study points out that German (and perhaps Japanese) workers have a seemingly low preference for working for an environmentally responsible company. This may be a bit deceiving, however, as green may not be a differentiator in markets where strict environmental regulations are simply a threshold to compete.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive. Based on one's inputs, such as effort, experience, education, and competence, one can compare outcomes such as pay, recognition and other factors. When people perceive an imbalance in their outcome-input ratio relative to others, tension is created. Equity theory rests upon three main assumptions (Carrell and Dittrich, 1978). First, the theory holds that people develop beliefs about what constitutes a fair and equitable return for their contributions of their jobs. Second, the theory assumes that people tend to compare what they perceive to be the exchange they have with their employers. The other assumption is that when people believe that their own treatment is not equitable relative to the exchange they perceive others to be making, they will be taking actions that they deem appropriate.
According to the goal-setting theory, if people are provided with a goal followed by a reward, then they will be motivated. The goals should be specific and measurable, challenging but attainable, relevant to the organization and must be accomplished within a specific period of time. It is usually considered as a powerful motivational tool.
Eastman Chemical Company has asked U.S. District Judge David Herndon to set a hearing date on a case filed by a Shanghai plaintiff who claims his wife died in Hong Kong from malaria on Jan. 19, 2005, after being evacuated from a hospital in Shanghai.
Russell Clevenger is an international employee of Eastman living in Shanghai, China, and claims he is a resident of Lake Villa, Ill. He filed suit in Madison County Circuit Court Jan. 19, seeking damages for his wife's death, but Eastman removed the case to federal court on Feb. 23 claiming diversity jurisdiction exists between the parties.
They also filed a motion to dismiss the suit entirely or to transfer the case to the Eastern District of Tennessee, where Eastman is based.
On April 2, Clevenger asked Herndon to send the case back to Madison County, but he has not issued a ruling or hearing date on that motion.
Clevenger claims the breaches of duty Eastman owed to his family contributed to his wife's death. He is represented by David Jones of Pratt & Tobin in East Alton and Edward Cook, Christopher Hall of Cook, Hall & Lampros of Atlanta.
Eastman manufactures and markets chemicals, fibers and plastics worldwide. Founded in 1920 and headquartered in Kingsport, Tenn., Eastman is a Fortune 500 company with approximately 12,000 employees.
The company produces more than 1,200 products used in making everything from packaging for food, drinks and personal care products, to fabrics in clothing and home furnishings, as well as paints plastics for bicycle helmets and golf clubs.
Clevenger claims that in 2002, Eastman transferred his family to China from Illinois.
According to the complaint, Clevenger started his career with Eastman in 1986 in Longview, Texas and over the next 20 years was transferred all over the country before being moved to China.
Clevenger claims from the first moment his boss mentioned an international assignment, he responded that he and his family would go anywhere in the world except China.
According to Clevenger, before he accepted the position in China, his family insisted and received assurances that if he took the assignment, he and his family would receive medical care equivalent to the medical care they would receive in the Chicago area where they lived.
Clevenger claims after working in China for two years without a medical emergency his family planned a trip to Africa to celebrate Carolyn's 40th birthday. After researching options, Carolyn selected a safari company in the United States and decided to focus their trip on Tanzania.
According to Clevenger, from Dec. 16, 2004, to Dec. 29, 2004, while traveling they took anti-malarial medications as prescribed.
He claims they did not see mosquitoes on the trip and in the African Serengeti, the resort staff told them that there were no mosquitoes during that time of year.
Clevenger claims that in addition to the anti-malarial medication they took basic precautions by using mosquito repellant and wearing long-sleeved clothing.
He claims that after returning from the trip and seeing no mosquito bite marks, Carolyn stopped taking her anti-malarial medication, just like other friends and family who had taken trips to Africa.
Clevenger claims 12 days after returning on Jan. 9, 2005, Carolyn began to experience flu-like symptoms and three days later began feeling worse
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.[3] Eastman was also ranked 64th in CRO magazine's list of 100 Best Corporate Citizens for 2008.
Eastman Chemical Company (Eastman) is a global chemical company, which manufactures and sells a portfolio of chemicals, plastics, and fibers. The Company operates in five business segments: Coatings, Adhesives, Specialty Polymers, and Inks (CASPI) segment, the Fibers segment, the Performance Chemicals and Intermediates (PCI) segment, the Performance Polymers segment, and the Specialty Plastics segment
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. As a Responsible Care ® Company, Eastman is committed to achieving the highest standards of health, safety, environmental and security performance. At Eastman, we work with our customers to apply innovative approaches that lead to practical solutions and enable market success. Founded in 1920 and headquartered in Kingsport, TN. Eastman is a FORTUNE 500 company with 2008 sales of $6.7 billion and approximately 10,500 employees.
astman is a leading, global company of people who make a difference in everyday life. We offer extensive possibilities for talented and innovative people to enjoy career paths filled with success and personal growth.
Professionals in fields of engineering, business, information technology and chemistry are the core of our excellence. Our aim is to create a brighter future through discovery and technology. We draw on innovative approaches to achieve practical solutions, creating useful materials that serve our customers while caring for the communities in which we work and live.
astman is a leading, global company of people who make a difference in everyday life. We offer extensive possibilities for talented and innovative people to enjoy career paths filled with success and personal growth.
Professionals in fields of engineering, business, information technology and chemistry are the core of our excellence. Our aim is to create a brighter future through discovery and technology. We draw on innovative approaches to achieve practical solutions, creating useful materials that serve our customers while caring for the communities in which we work and live.
s the baby boomers retire, the US labor market is expected to tighten, as the new generation of workers is simply much smaller than the one it is replacing. Indeed, by 2010, the Bureau of Labor Statistics is projecting a shortfall of 10MM workers in the US. In such a tight labor market, employers will have to pull out all stops to continue to attract top talent. One way employers are learning to differentiate is to market their companies to employees and prospects as green.
Indeed, green may be a powerful recruitment and retention tool. According to an recent Ipsos Mori survey, 80% of respondents across 15 developed nations would prefer working for a company that "has a good reputation for environmental responsibility" - the figure was 81% in the US.
Most interestingly, it appears that more respondents - across all countries surveyed - were more concerned about working for an environmentally responsible company than purchasing from one. One potential reason: "employees feel a significant sense of responsibility and association with their employer's actions concerning the environment."
The study points out that German (and perhaps Japanese) workers have a seemingly low preference for working for an environmentally responsible company. This may be a bit deceiving, however, as green may not be a differentiator in markets where strict environmental regulations are simply a threshold to compete.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
organization does not possess the ability to motivate its employees, the knowledge within the organization is not practically used to a maximum. Therefore, it becomes the aim of every learning organization to find the factors that enable it to motivate its employees to continuous learning and to take advantage of this knowledge to ensure its living (Osteraker, 1999). In today's business environment, the future belongs to those managers who can best manage change. To manage change, organizations must have employees committed to the demand of rapid change and as such committed employees are the source of competitive advantage (Dessler, 1993).
It is unlikely that employees will be committed if they are not sufficiently motivated. During the last 70 years, many psychologists and management gurus have conducted extensive research on various aspects of employees' motivation. For completeness of the paper, here we provide a brief account of the pioneering works.
Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive. Based on one's inputs, such as effort, experience, education, and competence, one can compare outcomes such as pay, recognition and other factors. When people perceive an imbalance in their outcome-input ratio relative to others, tension is created. Equity theory rests upon three main assumptions (Carrell and Dittrich, 1978). First, the theory holds that people develop beliefs about what constitutes a fair and equitable return for their contributions of their jobs. Second, the theory assumes that people tend to compare what they perceive to be the exchange they have with their employers. The other assumption is that when people believe that their own treatment is not equitable relative to the exchange they perceive others to be making, they will be taking actions that they deem appropriate.
According to the goal-setting theory, if people are provided with a goal followed by a reward, then they will be motivated. The goals should be specific and measurable, challenging but attainable, relevant to the organization and must be accomplished within a specific period of time. It is usually considered as a powerful motivational tool.
Eastman Chemical Company has asked U.S. District Judge David Herndon to set a hearing date on a case filed by a Shanghai plaintiff who claims his wife died in Hong Kong from malaria on Jan. 19, 2005, after being evacuated from a hospital in Shanghai.
Russell Clevenger is an international employee of Eastman living in Shanghai, China, and claims he is a resident of Lake Villa, Ill. He filed suit in Madison County Circuit Court Jan. 19, seeking damages for his wife's death, but Eastman removed the case to federal court on Feb. 23 claiming diversity jurisdiction exists between the parties.
They also filed a motion to dismiss the suit entirely or to transfer the case to the Eastern District of Tennessee, where Eastman is based.
On April 2, Clevenger asked Herndon to send the case back to Madison County, but he has not issued a ruling or hearing date on that motion.
Clevenger claims the breaches of duty Eastman owed to his family contributed to his wife's death. He is represented by David Jones of Pratt & Tobin in East Alton and Edward Cook, Christopher Hall of Cook, Hall & Lampros of Atlanta.
Eastman manufactures and markets chemicals, fibers and plastics worldwide. Founded in 1920 and headquartered in Kingsport, Tenn., Eastman is a Fortune 500 company with approximately 12,000 employees.
The company produces more than 1,200 products used in making everything from packaging for food, drinks and personal care products, to fabrics in clothing and home furnishings, as well as paints plastics for bicycle helmets and golf clubs.
Clevenger claims that in 2002, Eastman transferred his family to China from Illinois.
According to the complaint, Clevenger started his career with Eastman in 1986 in Longview, Texas and over the next 20 years was transferred all over the country before being moved to China.
Clevenger claims from the first moment his boss mentioned an international assignment, he responded that he and his family would go anywhere in the world except China.
According to Clevenger, before he accepted the position in China, his family insisted and received assurances that if he took the assignment, he and his family would receive medical care equivalent to the medical care they would receive in the Chicago area where they lived.
Clevenger claims after working in China for two years without a medical emergency his family planned a trip to Africa to celebrate Carolyn's 40th birthday. After researching options, Carolyn selected a safari company in the United States and decided to focus their trip on Tanzania.
According to Clevenger, from Dec. 16, 2004, to Dec. 29, 2004, while traveling they took anti-malarial medications as prescribed.
He claims they did not see mosquitoes on the trip and in the African Serengeti, the resort staff told them that there were no mosquitoes during that time of year.
Clevenger claims that in addition to the anti-malarial medication they took basic precautions by using mosquito repellant and wearing long-sleeved clothing.
He claims that after returning from the trip and seeing no mosquito bite marks, Carolyn stopped taking her anti-malarial medication, just like other friends and family who had taken trips to Africa.
Clevenger claims 12 days after returning on Jan. 9, 2005, Carolyn began to experience flu-like symptoms and three days later began feeling worse
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