Introduction and Organizational Structure
The Toyota Motor Corporation is one of the largest and most famous car manufacturers in the world. Toyota is a worldwide firm with over seventy distribution hubs and fifty production units. The worldwide firm’s goods and services include specialty steel, auto parts, ship engines, medicines, property investment, finance, electrical devices, and household appliances (Toyota Annual Report, 2019). The Toyota Motor Corporation was chosen for this research due to its adoption of many HR functions. The importance of line managers in carrying out HRM obligations is emphasized.
The Toyota approach is based on two main principles: continual development and respect for people. Toyota’s organizational structure is divided into divisions, with company activities focusing on market, product, and regional groupings. Toyota’s organizational structure was built on a conventional Japanese company hierarchy for many years, with only the most senior executives having decision-making authority. Toyota’s success is built on two pillars: technological innovation and competent people resources.
Critical Evaluation
Line managers compared to HR managers show a high level of approach to working with foreign employees. Unfortunately, the company is more focused on hiring Japanese, which is not the best solution, because the society should be diversified. However, line managers show a high level of qualification and approach to new foreign employees, providing them with all kinds of development within the country. Toyota Human Resource Management is an organizational activity related to staffing and unit management. This group is tasked with solving problems related to individuals within the company. Toyota’s objective is to get the best out of everyone, whether team members on the shop floor or executives (Toledo et al., 2018). Everyone is a consumer, and the corporation is attempting to run a profitable business, requiring everyone to work to their full potential.
Line managers of Toyota Motors Corp. were well trained to support the company’s business by ensuring progressive dedication, long-term creativity, and formulating and executing the right choices and job requirements. Because managers and supervisors have a close relationship with employees, they can quickly resolve their concerns and ensure they have the right equipment, experience, training, and desire to improve performance. However, several fundamental constraints, such as overwork, short-term goals, and a tendency to ignore administrative rules, have been shown to interfere with employees’ full participation in their work. Moreover, managers and leaders play a critical role in managing employee values and perspectives. Comparing various trends within an organization, it is believed that staff training is essential to achieve the company’s goals of sound research, design, production, and marketing of safe vehicles.
The organization was obliged to modify its HRM policies to accept the responsibility of teams and provide ways for the company to be more flexible as a result of unrelenting criticism. The development of multi-skilling among staff has increased the car organization’s flexibility. Workers may now transfer from one sector to the next using a rotating schedule that is dependent on the duties at hand. In the Toyota Motors Corp., flexibility has also been connected with the development of new methods. By assuring collective authority rather than personalized energy monitoring, the organization has been able to preserve flexibility and responsiveness.
HRM Strategic Examination
There is a significant strategic difference in Human Resources at Toyota, although perhaps not in the manner they believe. Toyota’s strategic vision is that, in comparison to a mass-production system, lean management necessitates more highly developed employees with more fundamental convictions. People show to be the most critical component of the system, and their ability to notice and resolve problems is what propels continual progress. As a result, Human Resources is perhaps the most crucial role in every company (Boon et al., 2019). At Toyota, Human Resources’ accounting tasks are minor in comparison to their positions in improving the performance of individuals and creating a fair environment based on mutual trust.
Toyota’s human resource manager has a far broader duty than interacting with customers as a stream of resources. Toyota considers the development of team members to be the company’s primary competitive advantage (Toma & Naruo, 2017). Moreover, developing excellent people is the company’s most important task; the institution’s emotional connection to that obligation has improved tremendously. It is easy to see that something is different at Toyota by looking at the folks who pass through HR as managers. Directors of organizations, vice presidents of production, and a number of notable specialists in Toyota’s production plans have all worked in HR.
HRM Practices
Many firms try to emulate Toyota’s culture; procedures are implemented to establish and sustain a lean culture. One issue is that not everyone succeeds in a toxic workplace. Blended examinations are now more readily used thanks to advancements in the application of specific procedures, which assist in establishing a pleasant applicant experience by drastically reducing the time between preliminary tests and ultimate decisions, backed up by a straightforward and accurate feedback procedure.
The creation of the on-the-job-training (OJT) education program is key to the industry’s HRM strategy. This method has been judged critical to the growth and transmission of the existing tech-savvy production to future generations. Several actions that constitute the foundation of the HRM concept are supported by the OJT program. Initially, the corporation aims to establish trust in its employees by providing steady jobs and a pleasant working atmosphere. Worker health and safety risks are also recommended to be prioritized by HR departments in all corporate divisions to create and maintain a safe workplace. In addition, the corporation is focused on the physical and psychological requirements of its employees in order to enhance their living conditions.
Recommendations
Many factors influence HRM decisions: for example, the preferences of internal management and Japanese cultural norms can influence recruitment, which is not the best aspect for the development of the company. As for the external factor, the decisions made by HR leaders can be affected by general trends in the field of personnel management. There are several recommendations for improving HRM delivery at Toyota Motor Corp. An organization needs to rethink how it delivers HRM to practice robust collaboration management in a globalized world before the system is truly global.
The company promotes its employees within the company rather than offering opportunities for external experiences. This strategy is considered appropriate for the growth of the organization’s workforce, as well as for the preservation of its aspirations and values. However, automotive multinationals are strongly encouraged to look for talent outside the organization. This allows the development of an external factor, namely the attraction of foreign specialists. Toyota Motor Corporation should not just hire people from the Japanese community for leadership positions (Grădinaru et al., 2020). The vast majority of the company’s senior managers are Japanese. This combination of circumstances means that the company’s views are mainly focused on the domestic market, which cannot be presented as an evil aspect because the company supports the domestic market and develops the economy of its country.
References
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of Management, 45(6), 2498-2537.
Grădinaru, C., Toma, S. G., & Zainea, L. (2020). Japanese versus German Supremacy in the Global Automotive Sector. “Ovidius” University Annals, Economic Sciences Series, 20(1), 78-83.
Toyota Annual Report (2019, November 5). Toyota Motor Corporation Official Global Website. Web.
Toma, S. G., & Naruo, S. (2017). Total quality management and business excellence: the best practices at Toyota Motor Corporation. Amfiteatru Economic Journal, 19(45), 566-580.
Toledo, J. C., Gonzalez, R. V. D., Lizarelli, F. L., & Pelegrino, R. A. (2018). Lean production system development through leadership practices. Management Decision.