Management of Toyota's human resources includes staffing and operations of a unit. Individuals within the company are the focus of this group's efforts. These programs take care of employee benefits, payroll management, and day-to-day operations. This HR department can play a more active role in hiring the right talent, taking care of the workplace needs, hearing the voice of employees, promoting teamwork, and mediating conflicts that would maximize efficiency, productivity, and competitiveness in manufacturing companies because of the comparatively complex organizations and processes that connect to levels of employees.
The Toyota Motor Corp. is a global enterprise with 50 manufacturing plants and over 170 distribution centres.
It was established in Toyota, Japan, in 1937. A variety of products and services, such as speciality steel, automobile parts, marine vessel engines, biotechnology, real estate and finance, electrical components, and household appliances, are offered by the multinational, according to the company's Annual Report (2014). (Liker &Hoseus 2008).
Auto and accessory manufacturer is ranked second in the industry behind General Motors (GM). However, according to a variety of sources, the secret to its success in the automobile business lies in its ability to pick the right employees.
When it comes to HRM, Toyota uses a variety of models. This includes remuneration and benefits, employee relations, and the company's health and safety.
Toyota is well-known in the automotive industry for the timely release of new models and a strong focus on human resources development. Lean manufacturing's implementation ushered in new HR duties
For Toyota, not having to lay off workers is a longstanding tradition. They achieve this through a process known as Lean management, which entails hiring only the finest candidates, asking them to work more in good times but not forcing them to do so in bad ones.
A worker who was injured on the assembly line was given an office job instead of being fired by Toyota, according to Besser (1995, p. 1). A company's trust in its personnel would rise due to this strategy.
Lean manufacturing has become the norm in the selection process. Employees should have additional skills beyond the standard set to cut down on waste throughout the production phase.
The company is looking for people who can go above and beyond the responsibilities of their position.
Toyota employs a multi-tiered approach to recruiting that includes a stringent application process. It necessitates the use of a predetermined protocol. Judges at Toyota, for example, look at a candidate's aptitude as well as their technical skills and personal attributes. When it comes to assessing an employee's potential and aptitude, interpersonal interaction plays a vital role in the decision-making process of the assessors.
To succeed, Toyota looks for people that have a strong work ethic. Those that are chosen should have a history of perseverance and a strong desire to learn and perform well.
"We don't just manufacture vehicles, we build people," is a familiar refrain at Toyota.
Every step in creating a new program, every kaizen event, and every flaw in the product are chances to. Toyota's training and development concept is based on this. Its first aim is to train the best personnel possible. This is a core tenet of the Toyota Way, and it has spread throughout the firm.
By constructing three Global Production Centers (GPCs) in Thailand, England, and Kentucky, Toyota boosts its focus on training and ensures that all North American facilities have access to the same resources. In addition, every factory has a satellite centre being built around the world. Jeffrey K. Liker and David P. Meier, 2007, p. 22, write: When implementing official training programs for new employees, Toyota discovered that there were not enough trainers with the necessary skills to teach the influx of new employees.
Toyota prioritizes total system efficiency above individual efficiency. During the evaluation of standardised work, it is critical to go beyond the individual's performance and examine the overall image in the workplace. (Jeffrey K. Liker and David P. Meier, P141, 2007)
Toyota promotes the separation of variation within labour processes. It has a system in place to ensure that the value-adding team associates are not distracted by other difficulties while working on their respective jobs. (Jeffrey K. Liker and David P. Meier, P141, 2007) And this is very important in judging performance.
Toyota's success is now ascribed to the fact that it only hires the top employees. Toyota can provide greater salary and benefits due to other mitigating conditions, attracting and retaining exceptional employees. Again, there is some truth to this justification. Toyota does pay a good wage, but it is not the top in the country's business. (Jeffrey K. Liker and David P. Meier, 2007, pp. 12–13)
According to the study's findings, HRM positions play an important part in Toyota's growth. However, diverse stakeholders all over the world are concerned about a number of concerns related to the process of hiring new staff.
The organization must focus its management on critical areas such as staff training, recognition, leadership development, and retention in order to get full-fledged results from its goal execution methods.
Besser, T. (1995, May). Rewards and Organizational Goal Achievement: A Case Study of Toyota Motor Manufacturing in Kentucky. Journal of Management Studies, p. 383-399.
Liker, J. K., & Meier, D. P. (2007). Toyota Talent – Developing Your People The Toyota Way. Chicago, United States of America: McGraw-Hill. DOI: 10.1036/0071477454
Liker, J &Ballé, M 2013, Lean managers must be teachers, Journal of Enterprise Transformation, vol. 3 no. 1, pp. 16-32.
Liker, J &Hoseus, M 2008, Toyota culture: The heart and soul of the Toyota way: McGraw-Hill, New York, NY.
Author: Dwayne Smith
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