International Human Resource

Management

Toyota Motor Corporation

Group 4
Nguyen Thu
Thu Hang
Hang
Nguyen
Vu Le
Le Hoang
Hoang
Vu
To Duc
Duc Anh
Anh
To

Table of Content
I.

Toyota Motor Corp

1. Introduction
2. Globalization

II. National and Corporate Culture

1. Japanese Culture
2. Toyota Culture
III. Toyota Business
1. Business Strategies
2. Strategic IHRM

I. Toyota Motor Corp

1. Introduction
Toyota was born in a rural area near Nagoya,
Japan in 1867 by Sakichi Toyoda
The first product made by the effort of Sakichi
and his son was an automatic loom in 1924
In 1929, with the notion that the auto industry
is growing he sold his patent to Platt
Brothers company take the fund to invest in
the manufacturing and automotive
manufacturing
August 28,1937, Toyota Motor Corporation
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officially launched

I. Toyota Motor Corp

2. Globalization
Reasons for Toyotas
decision to become
globalized ?
1. Expand the market to the world
2. Take great advantages of locations,
technologies and cheap labor forces
from other countries
3. Create the high competitiveness and
opportunities in domestic market
4. Building a learning culture for
continuous improvement
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I. Toyota Motor Corp

2. Globalization
Impacts on IHRM of
Toyotas employees ?
1. Recruitment employees bases on typical style of
Japanese: intelligent, hardworking, team player, careful
but conservative, stubborn.
2. Equally divided workload for both employees and
machines (heijuka)
3. Standardized tasks are the foundation for continuous
improvement and encouraging staffs
4. Only use reliable technologies which are thoroughly
tested to meet the staffs and processes
5. Training leaders to become who are able to understand
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the life and philosophy of staffs

II. National & Corporate

Culture

Japanese culture

Toyota culture
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II. National & Corporate Culture

1. Japanese Culture
Power
distance

Time
Orientat
ion

Masculi
nityFeminini
ty

Hofste
de
Theory

Uncertai
nly
avoidan
ce

Individu
alCollecti
vism

II. National & Corporate Culture

1. Japanese Culture

Hofstede's Japanese cultural dimensions

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92

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II. National & Corporate Culture

1. Japanese Culture
Power distance -> Japan is a mildly hierarchical society

Individualism-Collectivism -> Collectivism

Masculinity-Femininity -> Masculinity

Uncertainty avoidance ->one of the most uncertainty
avoiding countries
Long term orientation -> long term oriented societies
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II. National & Corporate Culture

2. Toyota Culture
The Toyota Way is supported by two main
pillars:
1. Continuous Improvement
2. Respect For People

Continuous
Improvement

Toyota
Way

Challenge
Kaizen
Genchi
Genbutsu

Respect For
People
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Respect
Teamwork

II. National & Corporate Culture

2. Toyota Culture
Continuous Improvement
1. Challenge- forming a long term vision, meeting challenges with courage
and creativity to realize dreams;
2. Kaizen- improving business operations continuously, always driving for
innovation and evolution
3. Genchi Genbutsu- going to the source to find the facts to make correct
decisions, build consensus and achieve goals.

Respect For People

1. Respect- respecting others, make every effort to understand each other,
take responsibility and do best to build mutual trust
2. Teamwork- stimulating personal and professional growth, share the
opportunities of development and maximize individual and team
performance.
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III. Toyota Business

1. Business Strategies
What
What type
type of
of business
business strategy
strategy
has
has Toyota
Toyota pursued
pursued in
in its
its
international
international business?
business?

Geocentric approach

Regiocentric approach

Standardization
More adapted approach
to be more close to consumers expectation
Think globally, act locally

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2. Strategic IHRM
The Toyota way of recruitment

In-house grooming
The main field of the recruitment: engineering, HR,
marketing and IT

Advertisements

Internet recruiting
Recruitment
method

Executive search firms

Public employment
agency

2. Strategic IHRM
The Toyota way of Selection
Screening process
Background check
Candidate test

Aptitude test
Achievement test

Interviews
Reaching the selecting decision
The Toyota human resources policies will not allow to
select any candidate who does not match with the
Toyota culture and identify
the enterprise value.
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2. Strategic IHRM
Using PCNs and HCNs
PCNs from Toyota

HCNs and TCNs

Firstly, the internal selection

can also guarantee the deep
understanding of Toyota spirits.
Secondly,
the
position

promotion will be a convention

for the expatriate when he comes
back .
Thirdly, Toyota encourages the
expatriate together with his
family members and supply the
financial support.

Communicative: HCN and TCN

shall have the strong intention to
express and exchange own ideas
with the Japanese colleague,
learning the enterprise spirits of
Toyota actively.

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2. Strategic IHRM
Training and Development
TRAINING

DEVELOPMENT

Employees are involved

Structured development
directly in running the
path with clearly identified
Toyota Production
courses to develop
System.
employees skills and
Responsibility for the
provide a path way to the
quality of their own role in
next level within the
the production process.
company.
Passing on only good work
on the line which they see as
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their customer

2. Strategic IHRM
Performance management
Planning process
Regular discussion
of objectives
Appraisal stage

Maintain and
enhance the
productivity of
employees

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Thank you
for watching

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