Performance Management in the Toyota India Company
In the recent past, most of the organizations have shifted their focus to the use of performance management as a method of ensuring their productivity and improved performance. Performance management has enabled the organization’s management understand their work and employees expectations, goals, identify development and learning issues, evaluate performance outcomes and provide the management with feedback on operations efficiencies. Some of the benefits associated with performance management to the organization include enhancement of continued improvement, adaptation of ...view middle of the document...
Background and Description of Toyota India and Human Resource Management Approach
Toyota India is one of the world’s most known companies associated with vehicle manufacturing and provision of vehicle parts. The company is a subsidiary of the Toyota Motor Corporation of Japan. The organization’s heightened visibility is attributed to its quality products and first class customer care services. Some of the organization’s quality and luxurious products include Etios Liva, Etios, Innova, Fortuner, Prius, and Camry among other products. Other services provided by this organization alongside vehicles production include motor racing, vehicles sales, service network, and sales performance services.
Toyota India Company success is highly attributed to its system of human resource management approach used. The organization has adopted the skill-based approach of managing human resource. This approach is based on the principle of rewarding employees depending on the skills they have mastered and not their current job position. From this approach, the organization’s employees have been motivated to demonstrate wide skills in their operations increasing productivity, quality and promoting innovation (Armstrong, 2003). Additionally, the organization uses the universal model to ensure its productivity and increased performance is maintained. This model enables the organization operate on the principle of the presence of the best method of achieving excellence performance irrespective of the organization’s circumstances (Hartson et al, 2001).
The organization also uses the principles of the contingency model as a method of managing its human resources. The model links the organization’s specific aspects of production and marketing environment to the policies of human resources management adopted (Guest, 1997). Moreover, the organization’s success is attributed to its ability to adopt the HRM assessment approach. This approach has enabled the organization’s policy makers, human resource practitioners and management understand HRM challenges facing their organization are possible solution to the challenges (Youndt et al, 1996).
Toyota India history, structure and strategic goals
the company was started in India in the year 1997. The company is a subsidiary of the Toyota Motor corporation in Japan. The organization has grown in the recent past to increase its products export to a total of more than 70 countries in the year 2011 as compared to less than 45 countries in the year 2005. The organization’s structure is highly inked to its customer attraction and the quality of services and products provided by the company. The company has established an organizational structure that accommodates all of their consumer needs. Toyota India adopts two major types of structures that directly contribute to its ability to provide quality products. These structures include the bureaucratic structure, and functional structure (Delery & Doty, 1996).