Human Resource Management Practices in Workplace of Toyota Motors Corp (Research Paper Sample)

Human Resource Management Practices in the Workplace of Toyota Motors Corporation
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Abstract
HRM is a technique used to strive to make the best use of human capital, nurture personal growth, and adhere to government demands in practice. HRM is often found in larger firms, and its primary goal is to align corporate goals with staff objectives. To demonstrate the importance of HRM in organizations, this report concentrated on HRM practices in Toyota Motor Corporation, a Japanese multinational corporation based in Toyota, Japan, that makes automobiles. The report established that Toyota prioritizes the value of its workforce to a company, and its HRM philosophy facilitates appreciation for its employees. Toyota strives to become efficient in cost, performance, workmanship, safety, and enthusiasm by constantly improving its staff through a unique HRM system. The firm’s HRM practices include recruitments, appraisal, and selection of the best qualified. This report recommended a three-cluster reward system for Toyota to strengthen its reward structure.
Introduction
Human Resource Management (HRM) is a systematic business approach to employment, growth, development, and the overall well-being of individuals working in a business. HRM entails all corporate decisions and activities that impact the connection between a business and its personnel. As such, HRM is the management of all people-related choices made within a company. It focuses on maximizing the firm's human resources and improving staff performance to meet corporate goals. HRM provides that systems and procedures are implemented consistently and effectively throughout the organization. HRM exists to balance work requirements and fulfillment and a company's profitability and capacity to achieve its goals (Diaz‐Carrion 2020, 1749). Personnel who will assist a corporation in achieving its objectives are required. An effective Human resource management system enables a firm's staff to accomplish the corporate goals efficiently.
Corporate behaviors, industrial relations, and labor legislation are all becoming more important in HRM. People management, which originated as a distinct field in the United States in the 1920s, concentrated on the technical elements of employee recruiting, appraisal, development, and compensation and was an essential component of most organizations' personnel functions (Collings, Wood and Szamosi 2018, 1).  The correlation between unfair hiring practices and general firm performance, and the profound connection between such practices, were not typically addressed in this area. In this sector, there was no coherent framework to define HRM conclusively.
Emergence of HRM
Human Resource Management is a more current term. It has primarily been used in its present connotation since the 1980s. Production of commodities mainly was performed out by experienced and competent craftspeople throughout antiquity and for a long time during the Middle Ages. Craftspeople possessed the instruments, manufactured the goods, and marketed goods on the market. Due to causes including globalization, liberalization, and changing technology, HRM emerged due to the significantly increased competitiveness that American corporations started to experience in the late 1970s (Collings, Wood and Szamosi 2018, 23). Businesses have been progressively hesitant to engage in strategy development, a process that forecasts future environmental parameters (type and amount of market) and adjusts the efficacy of the firm's numerous components.
The HRM unit of a corporation emphasis on the human side of the organization. In the pre-employment stage with planning procedures, these are procedures that enable the companies to effectively handle personnel in the different stages of the employment process, namely pre-employment, manning, and post-employment. The organization needs to consider what types of jobs would be available in the future and the qualification requirements to fulfill such positions. The firm chooses its personnel throughout the hiring stage (Diaz‐Carrion 2020, 1760). The recruiting of applicants, the appraisal of the qualified, and eventually selecting those determined to be the best qualified are all part of the selection methods.
Objectives
This report aims to assess Toyota Motors Corporation's HRM delivery and the role of top management in carrying out human resources management obligations. The essay will also examine distinctive HRM practices in Toyota Motors, with an overview of the current advancements, HRM framework, and programs. Finally, the report will discuss the advantages of HRM as it pertains to management duties in the performance of human resource management functions at Toyota Motor Corporation.
Literature Review
Toyota Motor Corporation was selected as the subject of this study. Toyota is a Japanese multinational corporation based in Toyota, Japan, making automobiles (Kishita 2019, 193). As an international corporation, it employed around 360,000 people as of October 2017. As per the Fortune Global 500, Toyota was the second-largest global automaker and the fifth-largest corporation by revenue in 2017. The automaker has routinely manufactured over 10 million care units per year since 2012. It is active in several parts of the continent, with plants in each.
Toyota prioritizes the value of its workforce to a company, and its HRM philosophy facilitates appreciation for its employees. Toyota strives to become efficient in cost, performance, artistry, safety, and enthusiasm by constantly improving its staff through a unique HRM system. Its goal is to give the workforce tools they need to become creative and fully exploit their skills and the chance to advance self-actualization with their professions (Liker and Hoseus, 2010, 34). Toyota has a reputation for treating its staff as more than just laborers, but as workers who have accumulated a wealth of experience. As such, the following is an illustration of Toyota’s HRM practices.
Employee Recruitment and Talent selection in HRM
Recruitment is an assessment of the primary management activity of staffing, which provides a prior task performance to ensure that organizational strategies are implemented. Recruitment is viewed as a means of reproducing the importance of an individual in the firm's success. as such, recruitment is the method of attracting and selecting potential employees based on their qualities and skills concerning the firm's demands. Every company fights for its most valuable resource: a skilled, knowledgeable group. On the other hand, selection is the process of selecting people with effective education to match available or anticipated job opportunities (Otoo, 2019, 5). Selecting successful and talented employees is critical for HRM improvements and initiatives and for firms to gain access to all possible employees who can be incorporated and motivated to contribute to the firm's growth.
Employee Recruitment
The action taken to attract and shortlist qualified applicants for a position within a company is referred to as recruitment. The firm determines the required number of jobs to be covered and the type of workforce whenever vacancies are open. The human resource management team then searches for places where the requisite individuals can be located and ways to recruit qualified applicants to fill the positions. Internal sources, like recruitment inside the company, and external sources, like hiring from outside the corporation, are recruitment methods. Internal and internal recruitment sources have benefits and downsides (Slavković, Pavlović, and Simić 2018, 127). The recruitment strategy should be cost-effective because it needs to draw only qualified employees by issuing sufficient data about the qualifications and prerequisites for qualified applicants, allowing the unqualified to disbar themselves from the application, reducing the potential candidates to the qualified only. Recruiting is a firm's primary point of contact with potential workers.
Recruitment at Toyota
Toyota utilizes its in-house nurturing program for internal recruitment. Toyota's dynamic staffing approach is thus essential in engineering, marketing, human resources, and technology. Toyota offers a graduate recruitment campaign in which candidates from different institutions are invited to apply. It employs activities like counseling centers and having a Toyota consultant speak with students about the initiative to encourage them to use. Promotions, online recruitment, allowing unsolicited application forms, publicizing its philosophy, and utilizing public recruitment agencies are just a few of Toyota's methods for attracting qualified individuals. Applicants apply for jobs online by going to the company's website and filling out an application (Megha and Balani 2018, 5). Publications, media platforms, and periodicals all have recruitment advertisements. The company has an equal opportunity policy to ensure that no prejudice or unequal treatment occurs during the recruiting process due to distinctions like ethnicity, religion, gender, or age.
At Toyota, interviewing is an integral part of the hiring process. When it comes to hir...