This document provides an overview of employee training and development practices at Toyota. It discusses how Toyota places strong emphasis on continuous employee training and development, which helps improve employee skills, productivity and the company's sustainability. Toyota sees training and developing its workers as a valuable investment. The document also notes that research shows training positively impacts employee performance and a company's ability to achieve its goals. Overall, Toyota recognizes the importance of ongoing training and development for both retaining talented employees and ensuring the company's long-term success.
Employee engagement in Toyota Motor CorporationSinja Raut
Toyota Motor Corporation is a Japanese automotive manufacturer founded in 1937. It pioneered the Toyota Production System and focuses on respecting people and mutual trust between labor and management. Employee engagement involves emotional and functional commitment to the organization. At Toyota, employees are integral to the company's success and provide ideas to reduce waste and improve quality. By valuing employee input, Toyota transformed from a small struggling company into a profitable automaker. Engaged employees improve performance, customer satisfaction, loyalty, and innovation, while disengaged employees hurt organizations. Toyota credits its success to lean thinking, managing human differences, work-life balance, communication, and a culture of appreciation that encourages ideas from all levels.
This document defines recruitment as discovering potential applicants for organizational vacancies and connecting job seekers with available positions. It is the first stage in staffing and aims to source qualified candidates. Factors like organizational strategy, size, growth plans, and market conditions affect recruitment. The process involves planning, developing a strategy, searching, screening, and controlling. Recruitment policy is derived from personnel policy and may involve commitments to diversity and fairness. Sources can be internal like current employees or external through institutions, agencies, and applicants. Both have merits like morale and new ideas, and demerits like lack of change or loss of talent. Common techniques are promotion, transfers, advertising, and recommendations.
The document discusses the challenges faced by the human resource management department of Tata Consultancy Services (TCS) during the economic recession. Some key challenges included developing contingency plans, maintaining communication with employees, evaluating employee performance, and providing advice to managers. To retain employees, TCS focused on differentiating high and average performers, cross-training employees, listening to employee concerns, maintaining motivation, and communicating the long-term vision. The HR department also took steps like downsizing, benefit reductions, implementing hiring freezes and pay cuts to manage costs during the recession.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
Reward system linked to peformance- a broad overviewJanardan Raccha
This is my MBA project which talks about HR policies of TCL in terms of reward system. In this report I have been covered theoretical background of reward system which is linked with performance and practical process of appraisal system followed by TCL. Furthermore I have also covered here the award system in TCL which are linked with 5- leadership signatures...
Understanding the concept of Corporate governanceHumsi Singh
The presentation gives you an overview of what is corporate governance, its issues, relevance, scope, importance and benefits in today's scenario. This presentation aims to clarify the concept of the views to know the fundamentals of corporate governance and its role in today's market-oriented world.
This document discusses various training methods and how to select the appropriate methods for a training program. It describes how training can improve performance by increasing an individual's aerobic ceiling and making their muscles more tolerant to stress. The key factors discussed are training intensity, duration, and frequency. It explains that most people see optimal results from training 3 times per week. A variety of training methods are described, including aerobic, anaerobic, weight/resistance, plyometric, circuit and interval training, and that an effective program usually includes a balance of aerobic and anaerobic exercises tailored to the demands of the individual's sport.
TCS was established in 1968 as a division of Tata Sons Limited and incorporated as a separate entity in 1995. It has over 254,000 employees working in 44 countries and aims to provide innovative IT solutions and services while respecting individuals. During the 2009 recession, TCS faced financial difficulties as clients postponed projects but addressed this by changing hiring strategies, gaining employee feedback, and stress management programs. It conducted more frequent performance reviews and learning programs to build talent without extensive recruitment.
Employee engagement in Toyota Motor CorporationSinja Raut
Toyota Motor Corporation is a Japanese automotive manufacturer founded in 1937. It pioneered the Toyota Production System and focuses on respecting people and mutual trust between labor and management. Employee engagement involves emotional and functional commitment to the organization. At Toyota, employees are integral to the company's success and provide ideas to reduce waste and improve quality. By valuing employee input, Toyota transformed from a small struggling company into a profitable automaker. Engaged employees improve performance, customer satisfaction, loyalty, and innovation, while disengaged employees hurt organizations. Toyota credits its success to lean thinking, managing human differences, work-life balance, communication, and a culture of appreciation that encourages ideas from all levels.
This document defines recruitment as discovering potential applicants for organizational vacancies and connecting job seekers with available positions. It is the first stage in staffing and aims to source qualified candidates. Factors like organizational strategy, size, growth plans, and market conditions affect recruitment. The process involves planning, developing a strategy, searching, screening, and controlling. Recruitment policy is derived from personnel policy and may involve commitments to diversity and fairness. Sources can be internal like current employees or external through institutions, agencies, and applicants. Both have merits like morale and new ideas, and demerits like lack of change or loss of talent. Common techniques are promotion, transfers, advertising, and recommendations.
The document discusses the challenges faced by the human resource management department of Tata Consultancy Services (TCS) during the economic recession. Some key challenges included developing contingency plans, maintaining communication with employees, evaluating employee performance, and providing advice to managers. To retain employees, TCS focused on differentiating high and average performers, cross-training employees, listening to employee concerns, maintaining motivation, and communicating the long-term vision. The HR department also took steps like downsizing, benefit reductions, implementing hiring freezes and pay cuts to manage costs during the recession.
Compensation policy of tata consultancy servicesHumsi Singh
The presentation gives information about compensation policies of the popular TCS. Pay-For-Performance compensation policy is similar to a merit increase because it's based on employee performance. The viewers will be able to understand the concept of compensation management and decision making techniques through this presentation.
Reward system linked to peformance- a broad overviewJanardan Raccha
This is my MBA project which talks about HR policies of TCL in terms of reward system. In this report I have been covered theoretical background of reward system which is linked with performance and practical process of appraisal system followed by TCL. Furthermore I have also covered here the award system in TCL which are linked with 5- leadership signatures...
Understanding the concept of Corporate governanceHumsi Singh
The presentation gives you an overview of what is corporate governance, its issues, relevance, scope, importance and benefits in today's scenario. This presentation aims to clarify the concept of the views to know the fundamentals of corporate governance and its role in today's market-oriented world.
This document discusses various training methods and how to select the appropriate methods for a training program. It describes how training can improve performance by increasing an individual's aerobic ceiling and making their muscles more tolerant to stress. The key factors discussed are training intensity, duration, and frequency. It explains that most people see optimal results from training 3 times per week. A variety of training methods are described, including aerobic, anaerobic, weight/resistance, plyometric, circuit and interval training, and that an effective program usually includes a balance of aerobic and anaerobic exercises tailored to the demands of the individual's sport.
TCS was established in 1968 as a division of Tata Sons Limited and incorporated as a separate entity in 1995. It has over 254,000 employees working in 44 countries and aims to provide innovative IT solutions and services while respecting individuals. During the 2009 recession, TCS faced financial difficulties as clients postponed projects but addressed this by changing hiring strategies, gaining employee feedback, and stress management programs. It conducted more frequent performance reviews and learning programs to build talent without extensive recruitment.
TCS offers innovative HR services to help companies improve employee engagement and reduce costs, including talent management, resourcing, workforce management, payroll administration, and compensation and benefits management. Some key benefits of TCS' HR services are over 10% increase in employee satisfaction, up to 75% reduction in process turnaround time through automation, and over 25% improvement in productivity. TCS' talent management services can achieve a 25% reduction in training costs, 50% improvement in workforce productivity, and over 40% faster processing times.
This document provides an overview of human resource management practices at Star Motors, an automotive company in Pakistan. Star Motors assembles and markets the Honda Acura TSX under an agreement with Honda. The document outlines Star Motors' vision, mission, goals and objectives, as well as its organizational structure. It also discusses strategic HR functions including recruitment, selection, training and development practices. Key aspects covered include developing job descriptions, an ethical code of conduct, and using assessments and interviews in the selection process. Performance management and linking compensation to achieving objectives are also summarized.
Eva And Compensation Management System At Tata Consultancytanmayjauhary
Tata Consultancy Services adopted an EVA (Economic Value Added) compensation system in 1999 and a TBEM (Tata Business Excellence Model) based on a balanced scorecard approach. Some key aspects included ranking highly in employee satisfaction surveys, having one of the lowest employee attrition rates in the industry, and becoming the first Indian company to reach PCMM level 5 certification. While the EVA and TBEM systems provided many benefits initially, issues arose such as employees not feeling accountable for projects they didn't invest in, and negative perceptions resulting from layoffs. Recommended solutions included modifying the EVA system to be project-based and conducting exit interviews to retain high performers during layoffs.
This document discusses top companies in India and the world based on a 2009 survey. The top 5 companies in India are:
1. RMSI Private Limited, which focuses on employee trust, pride, and camaraderie.
2. Google India Pvt. Ltd, which emphasizes work being fun and has low attrition.
3. Infosys, which provides entrepreneurial freedom and predictable engagements.
4. HDFC Bank, which focuses on merit-based recruitment and diversity.
5. Tata Steel, which emphasizes performance reviews, training, and compensation based on financial capabilities.
The top foreign company is Toyota Motor, which conducts thorough training with an emphasis on
TCS is a global IT services company headquartered in Mumbai, India. It provides IT services, consulting, and business solutions and has over 200,000 employees worldwide. TCS uses performance management techniques like the balanced scorecard and economic value added to link employee compensation to individual, business unit, and corporate level performance goals.
Tata Group is a large Indian multinational conglomerate company headquartered in Mumbai, India. It operates in over 80 countries across six continents and exports to 80 nations. The current chairman of Tata Group is Ratan Tata, who took over from J.R.D. Tata in 1991.
The document discusses various aspects of human resource management including recruitment, selection, employment legislation, employee development, performance management, compensation and benefits, and the evolving role of HR professionals. It notes that the recruitment process identifies job vacancies and notifies potential candidates. Selection involves assessing applicants and appointing a post holder through methods like interviews, tests, and exercises. Employment legislation regulates areas like race, gender, and disability. Developing and training employees helps motivate them and improve business efficiency. Compensation and benefits are used to reward workers through both monetary and non-monetary means. The role of HR has expanded beyond traditional activities to require knowledge in new areas.
This document discusses employee participation and teamwork. It outlines some of the pioneers of employee participation like Cadbury and the findings of the Hawthorne Studies. Developing employee participation can lead to business success, lower turnover, higher productivity and motivation. However, there are also downsides like too many opinions slowing decisions. Different methods of participation are also outlined, like kaizen groups, works councils, autonomous work groups and employee shareholders. The EU Works Council Directive requires some large UK firms to introduce works councils. Teamwork can be more efficient but also has challenges like slower decisions and disagreements. Effective participation can provide competitive advantages if managed well.
The document discusses workers' participation in management in India. It provides details on various forms of participation like works committees, profit sharing, joint management councils, and employee representation on boards. These approaches aim to give workers a say in decision-making and increase collaboration between labor and management. The document also examines workers' participation at Tata Iron and Steel Company as a pioneering example, where committees at different levels discuss issues around production, welfare, and suggestions from employees. Overall, the document outlines the philosophy and objectives of workers' participation as well as different models implemented in India.
Rajeev, a middle level manager, keeps his subordinates under strict discipline which causes them to feel that work is not assigned properly and there is no proper schedule. This violates the principle of management of unity of command.
Suresh works in a bulb manufacturing company. He is supposed to pass a message about special care with new filaments to his boss, who will pass it up the chain of command until it reaches production. This follows the principles of chain of command and scalar principle. Suresh's options are to wait for the message to reach production or find another way to communicate the message directly.
'Work is Worship' construction company studied work processes, set standards, and rewards workers who
This document discusses the 2010 Top Young Trainers awards program from Training magazine. It recognizes 40 outstanding young learning professionals age 40 and under who were nominated by their peers for their accomplishments and leadership. Candidates were required to have a minimum of three years experience in training and manage direct reports or a large training initiative. They were judged on criteria such as leadership skills, career progression, and success in addressing difficult training challenges. The document provides profiles of five award winners, describing their accomplishments and leadership in training roles at various organizations.
This document summarizes an internship in the cutting department of a garment factory. It describes activities participated in including training sessions on standardized work and problem solving. It outlines research conducted on factors affecting adoption of standardized work. Survey results show most team members are young, married women wanting to improve their education. Suggestions include developing standardized work collaboratively, aligning training and rewards with performance, and providing childcare and educational support.
Dell was founded in 1984 by Michael Dell to develop, sell, and support personal computers directly to customers. It pioneered the direct sales model of PCs and grew to become the largest PC manufacturer in the world. Dell employs strategies like cost effectiveness, customization, and direct-to-customer sales. It faces competition from companies like Lenovo, Acer, and Compaq. Dell's HR department focuses on recruitment, training, performance management, compensation & benefits to attract and retain talented employees.
This report is my term group project. It talks about the hr policies in TCS, then mainly on compensation structure. It covers the reward and award system. TCS follows Performance Appraisal of Balance Scorecard and Compensation structure based on EVA model. Award Process also covered over here.
Toyota's recent recalls of nearly 9 million vehicles and damage to its brand reputation are the result of failures in human resource processes. The mechanical issues were symptoms of deeper problems, not the root causes. Toyota rewarded cost cutting over quality, failed to properly train managers to confront negative information, and had a culture that discouraged challenges to leadership. If Toyota had better hiring, performance management, leadership development, and processes to assess risk and culture, employees may have handled safety issues differently and prevented the situation from escalating. HR needs to regularly audit processes to identify systemic failures before they cause major problems.
The document discusses a study by The Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA) on the relationship between people management capabilities and financial performance. Some key findings:
- Companies that rated highly in people management topics like leadership development, talent management, and performance management experienced significantly higher revenue growth and profit margins.
- High-performing companies differentiated themselves in these three areas. They were more likely to have leadership models tied to promotion decisions, make leadership planning part of workforce planning, and tie leader compensation to people development efforts.
- They also did more to attract, develop, and retain talented people through programs for high-potential and emerging talents, and by
- Toyota had a joint venture manufacturing plant (TKM) in Bidadi, India that employed over 2,000 workers, many of whom belonged to the union TKMEU.
- In 2004, a conflict began between management and the union over the suspension of 15 workers for misconduct. This led to a strike by the union in January 2006 without proper notice and a lockout by management a few days later.
- The state government intervened to resolve the dispute, and in January 2006 the lockout was lifted with an agreement that workers would maintain discipline and ensure full production.
Toyota Motor Corporation is a Japanese multinational automaker headquartered in Toyota, Aichi, Japan. It is the world's third largest automaker by production and employs over 317,000 people worldwide. Toyota designs, manufactures and sells cars under the Toyota and Lexus brands, along with trucks and buses. The company was founded by Kiichiro Toyoda in 1937 and has grown to include brands such as Daihatsu and Hino Motors.
TCS offers innovative HR services to help companies improve employee engagement and reduce costs, including talent management, resourcing, workforce management, payroll administration, and compensation and benefits management. Some key benefits of TCS' HR services are over 10% increase in employee satisfaction, up to 75% reduction in process turnaround time through automation, and over 25% improvement in productivity. TCS' talent management services can achieve a 25% reduction in training costs, 50% improvement in workforce productivity, and over 40% faster processing times.
This document provides an overview of human resource management practices at Star Motors, an automotive company in Pakistan. Star Motors assembles and markets the Honda Acura TSX under an agreement with Honda. The document outlines Star Motors' vision, mission, goals and objectives, as well as its organizational structure. It also discusses strategic HR functions including recruitment, selection, training and development practices. Key aspects covered include developing job descriptions, an ethical code of conduct, and using assessments and interviews in the selection process. Performance management and linking compensation to achieving objectives are also summarized.
Eva And Compensation Management System At Tata Consultancytanmayjauhary
Tata Consultancy Services adopted an EVA (Economic Value Added) compensation system in 1999 and a TBEM (Tata Business Excellence Model) based on a balanced scorecard approach. Some key aspects included ranking highly in employee satisfaction surveys, having one of the lowest employee attrition rates in the industry, and becoming the first Indian company to reach PCMM level 5 certification. While the EVA and TBEM systems provided many benefits initially, issues arose such as employees not feeling accountable for projects they didn't invest in, and negative perceptions resulting from layoffs. Recommended solutions included modifying the EVA system to be project-based and conducting exit interviews to retain high performers during layoffs.
This document discusses top companies in India and the world based on a 2009 survey. The top 5 companies in India are:
1. RMSI Private Limited, which focuses on employee trust, pride, and camaraderie.
2. Google India Pvt. Ltd, which emphasizes work being fun and has low attrition.
3. Infosys, which provides entrepreneurial freedom and predictable engagements.
4. HDFC Bank, which focuses on merit-based recruitment and diversity.
5. Tata Steel, which emphasizes performance reviews, training, and compensation based on financial capabilities.
The top foreign company is Toyota Motor, which conducts thorough training with an emphasis on
TCS is a global IT services company headquartered in Mumbai, India. It provides IT services, consulting, and business solutions and has over 200,000 employees worldwide. TCS uses performance management techniques like the balanced scorecard and economic value added to link employee compensation to individual, business unit, and corporate level performance goals.
Tata Group is a large Indian multinational conglomerate company headquartered in Mumbai, India. It operates in over 80 countries across six continents and exports to 80 nations. The current chairman of Tata Group is Ratan Tata, who took over from J.R.D. Tata in 1991.
The document discusses various aspects of human resource management including recruitment, selection, employment legislation, employee development, performance management, compensation and benefits, and the evolving role of HR professionals. It notes that the recruitment process identifies job vacancies and notifies potential candidates. Selection involves assessing applicants and appointing a post holder through methods like interviews, tests, and exercises. Employment legislation regulates areas like race, gender, and disability. Developing and training employees helps motivate them and improve business efficiency. Compensation and benefits are used to reward workers through both monetary and non-monetary means. The role of HR has expanded beyond traditional activities to require knowledge in new areas.
This document discusses employee participation and teamwork. It outlines some of the pioneers of employee participation like Cadbury and the findings of the Hawthorne Studies. Developing employee participation can lead to business success, lower turnover, higher productivity and motivation. However, there are also downsides like too many opinions slowing decisions. Different methods of participation are also outlined, like kaizen groups, works councils, autonomous work groups and employee shareholders. The EU Works Council Directive requires some large UK firms to introduce works councils. Teamwork can be more efficient but also has challenges like slower decisions and disagreements. Effective participation can provide competitive advantages if managed well.
The document discusses workers' participation in management in India. It provides details on various forms of participation like works committees, profit sharing, joint management councils, and employee representation on boards. These approaches aim to give workers a say in decision-making and increase collaboration between labor and management. The document also examines workers' participation at Tata Iron and Steel Company as a pioneering example, where committees at different levels discuss issues around production, welfare, and suggestions from employees. Overall, the document outlines the philosophy and objectives of workers' participation as well as different models implemented in India.
Rajeev, a middle level manager, keeps his subordinates under strict discipline which causes them to feel that work is not assigned properly and there is no proper schedule. This violates the principle of management of unity of command.
Suresh works in a bulb manufacturing company. He is supposed to pass a message about special care with new filaments to his boss, who will pass it up the chain of command until it reaches production. This follows the principles of chain of command and scalar principle. Suresh's options are to wait for the message to reach production or find another way to communicate the message directly.
'Work is Worship' construction company studied work processes, set standards, and rewards workers who
This document discusses the 2010 Top Young Trainers awards program from Training magazine. It recognizes 40 outstanding young learning professionals age 40 and under who were nominated by their peers for their accomplishments and leadership. Candidates were required to have a minimum of three years experience in training and manage direct reports or a large training initiative. They were judged on criteria such as leadership skills, career progression, and success in addressing difficult training challenges. The document provides profiles of five award winners, describing their accomplishments and leadership in training roles at various organizations.
This document summarizes an internship in the cutting department of a garment factory. It describes activities participated in including training sessions on standardized work and problem solving. It outlines research conducted on factors affecting adoption of standardized work. Survey results show most team members are young, married women wanting to improve their education. Suggestions include developing standardized work collaboratively, aligning training and rewards with performance, and providing childcare and educational support.
Dell was founded in 1984 by Michael Dell to develop, sell, and support personal computers directly to customers. It pioneered the direct sales model of PCs and grew to become the largest PC manufacturer in the world. Dell employs strategies like cost effectiveness, customization, and direct-to-customer sales. It faces competition from companies like Lenovo, Acer, and Compaq. Dell's HR department focuses on recruitment, training, performance management, compensation & benefits to attract and retain talented employees.
This report is my term group project. It talks about the hr policies in TCS, then mainly on compensation structure. It covers the reward and award system. TCS follows Performance Appraisal of Balance Scorecard and Compensation structure based on EVA model. Award Process also covered over here.
Toyota's recent recalls of nearly 9 million vehicles and damage to its brand reputation are the result of failures in human resource processes. The mechanical issues were symptoms of deeper problems, not the root causes. Toyota rewarded cost cutting over quality, failed to properly train managers to confront negative information, and had a culture that discouraged challenges to leadership. If Toyota had better hiring, performance management, leadership development, and processes to assess risk and culture, employees may have handled safety issues differently and prevented the situation from escalating. HR needs to regularly audit processes to identify systemic failures before they cause major problems.
The document discusses a study by The Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA) on the relationship between people management capabilities and financial performance. Some key findings:
- Companies that rated highly in people management topics like leadership development, talent management, and performance management experienced significantly higher revenue growth and profit margins.
- High-performing companies differentiated themselves in these three areas. They were more likely to have leadership models tied to promotion decisions, make leadership planning part of workforce planning, and tie leader compensation to people development efforts.
- They also did more to attract, develop, and retain talented people through programs for high-potential and emerging talents, and by
- Toyota had a joint venture manufacturing plant (TKM) in Bidadi, India that employed over 2,000 workers, many of whom belonged to the union TKMEU.
- In 2004, a conflict began between management and the union over the suspension of 15 workers for misconduct. This led to a strike by the union in January 2006 without proper notice and a lockout by management a few days later.
- The state government intervened to resolve the dispute, and in January 2006 the lockout was lifted with an agreement that workers would maintain discipline and ensure full production.
Toyota Motor Corporation is a Japanese multinational automaker headquartered in Toyota, Aichi, Japan. It is the world's third largest automaker by production and employs over 317,000 people worldwide. Toyota designs, manufactures and sells cars under the Toyota and Lexus brands, along with trucks and buses. The company was founded by Kiichiro Toyoda in 1937 and has grown to include brands such as Daihatsu and Hino Motors.
The Toyota Way is based on two categories with five principles: Continuous Improvement (challenge, kaizen, genchi genbutsu) and Respect for People (respect, teamwork, humility). It provides Toyota's philosophy, values, and manufacturing approach. The first principle of challenge is often overlooked but is about working through obstacles to achieve goals through continuous improvement. The Toyota Way teaches employees methods for meeting challenges in a demanding but stimulating way.
The document discusses positive synergy, which occurs when two or more parts work together to produce results greater than the sum of individual parts. Positive synergy in humans can occur when people with complementary skills cooperate, such as when one person sits on another's shoulders to reach a high apple. In business, positive synergy results from teams, mergers and acquisitions that combine products, business lines or markets to increase performance beyond individual efforts. The document advocates developing a win-win mentality and valuing differences to achieve positive synergy.
Toyota had a joint venture in Karnataka called Toyota Kirloskar Motor Private Limited. In 2005, the 2,358 employees went on their first strike to demand a wage hike due to high production and quality levels. Some employees were suspended for misconduct during the strike. In 2006, there was a second illegal flash strike without proper notice over the suspended workers. The strike caused losses of Rs. 700 million. After negotiations, the lockout was lifted when workers signed good conduct declarations and agreed to ensure full production.
The workers resisted the factory's sale for the following key reasons:
- They felt insecure about losing their jobs and livelihoods under the new ownership given Videocon's financial troubles. Selling the factory threatened their employment.
- They had built long careers and commitments at Philips and did not want to start over under a new company.
- Wages were already low and they feared further cuts or delays in payments from Videocon.
The company could have avoided this resistance by:
- Involving the unions more in discussions and addressing their concerns about job security, wages, etc. upfront.
- Finding ways to retain more workers under the new ownership through negotiations.
- Providing
The document provides an overview of Toyota Motor Corporation, including its history, recalls timeline, strategic management model, and conclusions. It discusses Toyota's mission, values, external/internal environment analyses, strategic choices, and implementation tactics. An organizational structure is presented, outlining Toyota's leadership and divisions. Recommendations include reorganizing to be more flexible, placing R&D higher, and creating feedback loops to better address PR and safety issues.
1. The document discusses synergy in mergers and acquisitions, defining it as the combined company being able to generate higher shareholder wealth than the standalone entities.
2. It provides an example of Procter & Gamble's acquisition of Gillette in 2005, creating the world's largest consumer goods company.
3. Estimates indicate the merger generated $5.49 billion in synergistic value by achieving economies of scale, improved margins, and growth rates for the combined company beyond what the firms could achieve independently.
This document discusses employee training and development at Toyota. It finds that Toyota places strong emphasis on continuous training and development, seeing it as crucial to maintaining sustainability. Toyota invests heavily in various training programs for employees at all levels. This includes communication of Toyota's values and principles, leadership development, job-specific training, and opportunities for career growth. The extensive training and development, along with competitive rewards and benefits, help Toyota to engage and retain top talent. This strong focus on human capital is a core reason for Toyota's success and ability to consistently outperform competitors.
The impact of employee training and development on employeemissnurin
This document discusses the impact of employee training and development on employee productivity. It first defines training and development, noting that training is meant to systematically improve skills while development allows employees to acquire new skills and knowledge. The document then reviews literature showing that training and development can positively impact employee productivity, commitment, and retention. When done effectively, training and development programs can boost both individual employee performance as well as overall organizational productivity and competitiveness.
This report discusses the importance of training and development in the workplace. It outlines how training helps tackle employee shortcomings, improves performance, increases employee satisfaction, and creates a learning culture. The report also examines best practices for global training, such as intercultural competence training. It notes that automation is changing the future of training and that skills will need to be frequently updated. The report recommends approaches for training in the future, like virtual reality simulations, micro-learning, mobile learning apps, learning management systems, and adaptive learning programs.
This document summarizes a research paper that examines training and development practices in public and private banks in Kenya and India. The paper aims to analyze problems in training and development and suggest improvements. It reviews literature on training and development and establishes the need for the study. The objectives are to examine the role of training in empowering employees, compare policies for human resource development, study training methods, and understand employee attitudes toward training. Hypotheses are that employee characteristics are unrelated to training empowerment and sectors differ in human resource policies. The research design is an exploratory survey comparing managers and employees in both countries' banking industries. Data collection methods include questionnaires, interviews, and documents. Statistical analysis includes measures of central tendency, t-tests
Training and development play a critical role in improving employee performance and motivation. The document discusses several key aspects of effective training programs, including:
1. Training helps employees gain the necessary knowledge and skills to meet changing job demands and technological innovations. It allows organizations to develop their workforce as a valuable asset or "human capital".
2. Studies show training positively impacts business results when implemented as part of a combined human resources strategy. However, few studies isolate the specific effects of training programs.
3. Effective training considers both technical/task-related skills as well as soft skills development. Trainers must understand trainees' backgrounds and organizational culture to facilitate knowledge transfer back to the workplace.
Overview of the Effect of Employee Training on Organizational Perf.docxgerardkortney
Overview of the Effect of Employee Training on Organizational Performance .There has been a general resistance to investment in training in organizations until recently because of the presumption that employees hired under a merit system are qualified and trained for their jobs (Okotoni and Erero, 2005). It was further assumed that if that was not the case then it means that initial selection of personnel was faulty (Stahl, 1956). This assumption no longer holds as the need for training became evident in all sectors (Okotoni and Erero, 2005). Training offers a way of “developing skills, enhancing productivity and quality of work, and building worker loyalty to the firm” (http://www.bls.gov/oco/ocos021.htm).
Training has become the Holy Grail to some organizations, an evidence of how much the management truly cares about its workforce (Hamid, 2011). Hamid (2011) went further to say that the effectiveness with which organizations manage, develop, motivate, involve and engage the willing contribution of those who work in them is a key determinant of how well these organizations perform.
The importance of training has become more obvious given the growing complexity of the work environment, the rapid change in organizations and technological advancement which further necessitates the need for training and development of employees to meet the challenges. Training helps to ensure that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities, and adapt to changing conditions (Jones, George and Hill, 2000). Similarly, training helps improve quality, customer satisfaction, productivity, morale, management succession, business development, profitability and organizational performance.
Usually, before training programmes are organized efforts are made through individuals and organization’s appraisals to identify the training needs (Olaniyan & Ojo, 2008:327). After the training programmes, an evaluation is carried out to ascertain the effectiveness of the programme in line with the need, which had been identified (Olaniyan & Ojo, 2008). The essence of evaluation is to know the extent to which the training has positively affected the employee’s productivity. Organization’s development follows the development of individual who form the organization. It therefore follows that no organization becomes effective and efficient until the employee has acquired and applied the required skills and knowledge.
Conceptual Framework
Training has been defined differently by different authors. It is “a systematic acquisition and development of the knowledge, skills, and attitudes required by employees to adequately perform a task or job or to improve performance in the job environment” (Tharenou, Saks and Moore, 2007:252). Another concept opines that training primarily focuses on teaching organizational members on how to perform their current jobs and helping them acquire the knowledge and skills .
Making employee training and development a tool for efficiency and effectiven...Alexander Decker
This document discusses employee training and development in Ghanaian universities. It begins by defining training and development, noting that training focuses on acquiring specific skills for a job, while development focuses on future career growth. The document then outlines some benefits of training and development, including improved employee performance, productivity and efficiency, higher staff retention which reduces costs, and internal promotion opportunities. It concludes by recommending that Ghanaian university management make training and development continuous to maintain and improve employee skills and motivate professional growth.
The document discusses the role of training on employee performance and organizational effectiveness. It analyzes data collected through questionnaires from 223 employees of public sector organizations in Ethiopia. The results show that:
1) Training design and delivery styles have an effect on employee performance. However, needs assessments and designing training based on job requirements are lacking.
2) Training design positively impacts overall organizational performance, but emphasis is given to on-the-job rather than off-the-job training.
3) Major challenges to training programs are lack of training materials, budgets, and needs assessments. Improving needs assessments and designing training based on job needs could increase individual and organizational performance.
1. The document discusses the importance of training and development for organizations and employees. It states that training is crucial for developing employee skills and knowledge, improving performance, and gaining a competitive advantage.
2. It also emphasizes that the success of any organization depends on effective use of its human resources. Training is an investment in human capital that yields both immediate and long-term returns through more productive, motivated employees.
3. Measuring the effectiveness of training programs is important to ensure the intended objectives are achieved and improvements can be made. Training must address skills gaps and lead to measurable changes in employee attitudes, skills and performance.
Significance of the training on enhancing effectiveness of communication skiIAEME Publication
This document summarizes a study on the significance of training in enhancing communication skills in the IT industry. The study found that most employees in the IT sector have received little training, with 40% attending only one training program. Those trainings focused on technical skills like networking rather than communication. However, effective communication is important for client satisfaction in the IT field. The study concluded that training is needed to develop employees' communication abilities and adapt them to changes in business environments. Providing such training could improve job performance and benefit both employees and organizations.
The document is a study that analyzes training practices and their impact on employee productivity at Life Insurance Corporation (LIC) in India. It reviews literature on training and development. LIC provides various training programs for employees, including standard programs, role orientation courses, and sales training. The study aims to examine differences in employee perceptions of training based on gender, designation, and education level. A questionnaire was administered to 250 LIC employees, and statistical analysis was used to analyze the data. The results show that employee training at LIC is average and perceptions do not differ significantly based on demographics. Recommendations include ensuring all employees receive necessary training and properly analyzing training's contribution to organizational effectiveness.
Manpower training and development is positively related to productivity at Zenith Bank Plc. The study examined the relationship between manpower training costs and profitability at Zenith Bank Plc's Maitama branch in Abuja, Nigeria from 2001-2010. Data was collected through questionnaires and the bank's financial statements, and analyzed using chi-square tests and regression analysis. The results showed a significant positive relationship between the cost of manpower training and the bank's productivity and profitability. The study concluded that manpower training improves employee skills and performance, leading to higher productivity and profits for the bank.
Towards integrated learning and development for improving bottom line--a prac...learnonline4
This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
The study investigates the impact of team building on organisational productivity. The objective of this study is to evaluate the impact of team building among the members of the selected case study and to assess the effect of training and retraining of team members on organisational productivity. The study also x-rayed the absence of team building in a workplace which led to low levels of turnover and productivity. the total population of the study was 750 while researcher employed Yaro Yamane sampling technique to select sample size of 261 because of the large population and hypothesis were tested using Pearson correlation. The finding revealed that if members of the team can work in synergy without considering the differences in the likes of level of educational background and others, the expected productivity will be very high. It was also observed that capabilities of team leader in carrying out the assigned task determined its output especially if the team leader understands the technical knowhow of job and he is friendly with co-team members with a lot of motivation, that this would definitely enhance employees’ efficiencies and productivities. The study recommends that team members should trust, support and respect one another individual differences in order to accomplish group common goals and tasks.
Toyota has succeeded because of its team-oriented culture. Some key reasons are:
1) Team-oriented culture allows employees to understand their strengths and weaknesses to work well together.
2) It develops a more efficient system to complete tasks on time and increase productivity.
3) Working in teams allows employees to learn from each other and motivate better performance.
4) Strong team bonds create support during challenges and help the organization grow.
Impact of Training and Development, training design and on the job training ...inventionjournals
This document summarizes a research study that examined the impact of training and development, training design, and on-the-job training on employee commitment in the banking sector of Pakistan. The study found a positive relationship between the independent variables of training and development, training design, and on-the-job training, and the dependent variable of employee commitment. However, the strength of the relationships was not very high, indicating there are other factors that influence employee commitment beyond these training variables alone. The study was conducted using a questionnaire distributed to employees at two banks in Pakistan.
This document discusses training and development in human resources. It notes that training and development is becoming increasingly important due to technological advancements, globalization, and changing worker needs. Factors like change, development, and addressing weaknesses are driving increased needs for training. Training can improve employee performance, consistency, and satisfaction. Different types of training are discussed like induction training, on-the-job training, and refresher training. Methods of training include succession training, off-site training, and supervisor contact.
This document is a student assignment report on international human resource management issues facing Medical Precision Systems, a US medical device company that expanded internationally. It discusses recruitment and selection, training and development, performance management and rewards, and employee participation and trade unions across MPS' subsidiaries in the UK, France, and Sweden. The report finds that MPS' US-centric HRM strategies did not align well with local employee preferences and makes recommendations for country-specific approaches to better motivate workers in each location.
The document discusses the collapse of MG Rover and analyzes the stakeholders involved and their responsibilities. It examines MG Rover's actions in terms of corporate social responsibility and determines that while it upheld some economic responsibilities, it failed to properly consider its ethical responsibilities to employees. It assesses the relative power of actors like MG Rover, the UK government, and foreign companies. Finally, it debates who should be responsible for preserving jobs after MG Rover's collapse and whether unemployment was an inevitable consequence of industrial restructuring.
1. Scientific Management Theory developed by Frederick Taylor focuses on finding the optimal way to structure tasks and allocate resources to maximize output.
2. Modernism views management as seeking universal truths to optimize resource utilization, while Postmodernism rejects the idea of universal principles and advocates diverse management approaches for different organizations and contexts.
3. Taylorism and Fordism both applied scientific principles to mass production, with Henry Ford innovating assembly lines and machine automation to reduce labor and increase efficiency in automobile manufacturing.
Figure 3 depicts the relationship between work groups and conflict. It shows that work groups can experience various types of conflict such as task conflict, relationship conflict, and process conflict. These conflicts arise due to differences in views, backgrounds, and approaches of work group members. While some level of conflict is inevitable in diverse work groups, effective conflict management is needed to ensure it does not negatively impact work group performance and productivity. Unresolved conflicts can damage relationships and undermine goal achievement if not addressed properly through negotiation and other conflict resolution techniques.
This document discusses work groups, teams, conflict, and negotiation in organizations. It begins by defining work groups and teams, discussing models of team development including Bruce Tuckman's four stage model of forming, storming, norming, and performing. It also examines Scott Peck's three phase model of group development. The document then defines conflict and negotiation, discussing models of conflict resolution through negotiation. It analyzes the relationship between work groups, teams, conflict, and negotiations and their impact on organizational culture.
This document provides an overview of selfies and their role in cross-cultural communication. It discusses how selfies have become popular on social media and how they allow people to represent themselves online. The document also examines selfies through the lens of media studies, discussing how selfies both innovate new forms of representation while also reasserting traditional photographic styles and aesthetics. Finally, the role of selfies in reinforcing relationships and documenting personal experiences in the digital age is considered.
This report analyzes Toyota's strategies that have led to its success as an automobile manufacturer. It examines Toyota's external and internal factors, products, customers, value chain including Just-in-Time production and continuous quality improvement systems. Toyota enjoys strong reputation and is a market leader due to new models like the Prius hybrid. While Toyota faces strong competition, its centralized decision-making and unique production systems have helped it achieve more success than rivals. The future looks bright for Toyota to continue outpacing its competitors.
The document evaluates the share price of A.G. Barr PLC through analyzing the company's capital structure, financial performance, and share valuation. It finds that A.G. Barr has a strong financial position with good profitability and liquidity. The share price valuation using the dividend discount model finds the company's current trading price is overvalued, though the method has limitations. Sensitivity analysis shows the forecasted share price is higher than the current market price. Overall, it is recommended to buy the company's shares.
This document summarizes research on the impact of brand preference on consumers in the UK. It discusses how brand preference reveals consumer attributes and influences purchase decisions. Traditional models of brand preference are uni-dimensional and focus on rational attributes, while newer concepts consider irrational attributes and the role of brand experiences in shaping preferences. The document also examines factors that influence brand preference like awareness, familiarity and pioneering brands having long-term advantages in the UK market. Local brands are more flexible than international brands in adapting to local needs.
The document discusses operations management at British Airways. It evaluates various management tools like SWOT, PESTLE, and Porter's 5 Forces analyses regarding the airline. It also looks at British Airways' business resources including its technology, fleet, and financial position. Recommendations are provided to help British Airways improve its management of physical resources and overall operations.
The document discusses management at British Airways. It analyzes various management tools like SWOT, PESTLE and Porter's 5 Forces regarding the airline. It also evaluates British Airways' business resources including physical, financial and technological resources. Recommendations are provided.
This document discusses factors helping companies in Qatar achieve sustainability in supply chain logistics management. It notes that effective supply chain management covers all areas from procurement to production to marketing and delivery. While Qatar relies heavily on hydrocarbons, it is diversifying into a knowledge economy. The 2022 FIFA World Cup provides logistical challenges. The document reviews sustainability in supply chains and the role of stakeholders, information technology, and risk management. It aims to understand Qatar's supply chain industry, challenges to sustainability, benefits of sustainability, and key factors to achieve sustainability through a literature review and survey of supply chain professionals.
The UN Political Declaration on non-communicable diseases identified common risk factors between oral diseases and other non-communicable diseases. It defined a global response and contained commitments around national leadership, early diagnosis and treatment, prevention, health systems improvement, research and development, and resourcing. Key commitments included establishing national non-communicable disease policies by 2013, implementing cost-effective interventions to reduce risk factors, and mobilizing financial resources to strengthen health systems and address non-communicable diseases.
This document presents a research proposal to study the security issues of cloud computing in the Malaysian health sector. It aims to identify challenges faced in adopting cloud computing for healthcare due to security risks. The literature review discusses benefits of cloud computing for healthcare and issues around data privacy and security. The methodology section outlines a mixed-methods approach, including surveys of healthcare professionals, to understand their experiences using cloud computing and identify problems. The results will analyze responses based on respondents' technology experience. Recommendations will aim to address key concerns to facilitate cloud computing adoption in the Malaysian health sector.
This document analyzes the relationship between surface roughness and diameter measurements of the large cylindrical feature of automobile connecting rods. It describes an experiment that measured the surface roughness and diameters of connecting rods from different materials using various instruments. The experiment aimed to understand how surface roughness characteristics impact the distribution of diameter measurements, and whether design and manufacturing factors influence both dimensions. Results were analyzed statistically to draw conclusions about relating feature dimensions and surface characteristics during design, manufacturing, and use.
Arghil 4 heritage and cultural tourism managementDeepak Chiripal
This document discusses cultural and heritage tourism in the UK. It provides background on cultural tourism in Europe and discusses some of the conflicts that can arise from heritage tourism, using the example of the Giant's Causeway in Northern Ireland. It then outlines some common services provided in cultural and heritage tourism, including place promotion, social districts focused on culture (like industrial, institutional, museum and metropolitan districts). Two prominent UK cultural institutions, the Victoria and Albert Museum and the Science Museum, are also summarized. The roles and responsibilities in the UK heritage industry are discussed, along with methods of interpretation used for tourists.
Subway began in 1965 and has grown to over 13,000 franchised stores worldwide. Conflicts often arise between franchisors and franchisees due to issues like perceived lack of support, non-compliance with systems, disputes over fees and profits, communication problems, and clashes between personalities. Effective conflict management, like clear communication and building trust, is important for the success of franchising relationships. Conducting thorough due diligence before becoming a franchisee can help avoid future conflicts.
This document discusses the organizational culture of General Electric (GE). It provides an overview of GE's business segments and operations globally. It then discusses models of organizational culture, focusing on Harrison's model which examines culture across four dimensions: power-oriented, role-oriented, achievement-oriented, and support-oriented. The document analyzes GE's culture in Singapore, noting its emphasis on risk-taking, integrity, and performance-based evaluation systems. It indicates GE's culture has evolved under new leadership to become more open while still stressing metrics and values.
This document discusses trends in leadership over time. It begins by looking at past models of leadership from the 20th century focused on situational and trait-based theories. More recent models in the past few decades have focused on transformational and instructional leadership. The document then examines current trends showing leadership as more distributed and collaborative. It discusses how future leadership will require adaptability, creativity, and drawing on personal values rather than following set rules. Leaders will need to motivate teams by connecting work to common goals and fostering responsibility. The conclusion discusses developing leadership over time through self-reflection and experiences that challenge one's self-concept.
The document provides details for starting a new fast food bistro called Makanan Terbaik Hollywood in Kuala Lumpur, Malaysia. It will be inspired by Hollywood and serve popular American foods. The bistro will be located in the large Pavilion Kuala Lumpur shopping mall. Startup costs are estimated at $159,192 and will be financed by the owners. Market analysis shows demand for fast food is growing in Malaysia. A project schedule outlines the work plan and tasks to open the bistro on time.
This document discusses various topics related to critical thinking, SWOT analysis, social networking, ethics, and successful completion of a course. It provides examples and definitions for each topic. For critical thinking, it discusses making informed choices and differentiating options in life. For SWOT analysis, it provides an example self-analysis. For social networking, it discusses benefits and risks online. For ethics, it emphasizes removing bias and respecting diverse cultures. And for course completion, it reflects on skills developed like teamwork, communication, and open-mindedness.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
2. Contents
1. Introduction:............................................................................................................................. 3
1.2 Employee Training:............................................................................................................. 4
1.2 Development:...................................................................................................................... 4
1.3 Productivity:....................................................................................................................... 5
1.4 Conclusions:....................................................................................................................... 6
Ch. 2: Impact of Employee Development on Toyota: ......................................................................7
2.1 Introduction:....................................................................................................................... 7
2.2 Communication with Employees as a key indicator: .............................................................. 8
2.3 Providing Equal Opportunities: ............................................................................................ 9
3. Training and Development at Toyota:....................................................................................... 10
4. Rewards and Benefits at Toyota:.............................................................................................. 12
5. Conclusions:........................................................................................................................... 13
References:................................................................................................................................ 23
3. 1. Introduction:
As associations attempt to get by in the turbulent element market, solid accentuation must be
laid on human capital with a specific end goal to be focused and monetarily dissolvable.
Nonetheless, there are different elements that influence associations' prosperity; associations
must have gainful (i.e. viable and effective) representatives. Likewise, associations separating
on the premise of human capital because of its immaterial qualities such learning, abilities
and inspiration of workforce progressively sees it as important with a specific end goal to
stay maintainable in the business. Hence associations ought to have workers that have
capacity of acclimating to quick dynamic business environment. Heaven, (2007) in his report
expressed that U.s. associations alone spend more than $126 billion yearly on representative
preparing and improvement. In an environment where there is high instability has a tendency
to present associations with high hazard, the learning of business and business discernment
present associations with a solid upper hand over those that don't have such (Jelena, 2007). In
4. this way learning is turning to fundamental capital that triggers improvement. The
accomplishment of associations is however reliant on its educated, gifted and in addition
experienced workforce. In this manner to keep up manageability, associations must see
nonstop worker preparing and improvement as priceless. Preparing and evelopment is
exceptionally crucial at all representative levels, because of the reason that aptitudes dissolve
and get to be old over a time of time and must be renewed. (Nishtha and Amit (2010)
1.2 Employee Training:
Training is the composed route in which associations give development and improve nature
of new and existing representatives. Training is seen as a deliberate methodology of learning
and development that enhance individual, gathering and association (Goldstein& Ford, 2002)
in Khawaja & Nadeem (2013). Along these lines it is the arrangement of exercises set out
upon by association that prompts information or aptitudes procurement for developing
purposes. Consequently, helping the prosperity and execution of human capital, association,
and additionally the general public on the loose. As per Manju & Suresh (2011), training
serves as a demonstrations of mediation to enhance association's merchandise and
administrations quality in firm the opposition by upgrades in specialized aptitudes of
representatives.
1.2 Development:
Development alludes to exercises prompting the obtaining of new learning or aptitudes for
purposes of developing. Associations give representatives development programs to upgrade
their abilities. Worker development is picking up an inexorably basic and key basic in
associations in the current business environment (Sheri-lynne 2007) in Abdul Hameed
(2011). Therefore associations need to put resources into ceaseless worker development with
a specific end goal to keep up workers and also the association achievement (Khawaja &
Nadeem 2013).
5. 1.3 Productivity:
Training has been precious in expanding productivity of associations. It doesn't just improve
representatives ingeniously, additionally gives them a chance to essentially take in their
occupations and perform all the more skillfully. Henceforth, expanding representatives
productivity as well as associations' productivity. Different looks into demonstrate the
positive effect of training on representatives' productivity. Training as a procedure is a
standout amongst the most pervasive strategies to upgrade the productivity of people and
imparting authoritative objectives to staff (Ekaterini & Constantinos-Vasilios, 2009). Rohan
& Madhumita (2012) additionally backed that putting resources into training workers on
choice making, collaboration, critical thinking and interpersonal relations has helpful effect
on the associations' level of development, and affecting on representatives' execution.
Training influences workers' conduct and their working abilities which comes about into
representatives upgraded execution and in addition productive changes (Satterfield &
Hughes, 2007). Training is best method for persuading and holding high caliber in human
assets inside an association (Kate Hutchings, Cherrie J.zhu, Brain K, Cooper, Yiming Zhang
& Sijun Shao, 2009). Likewise included by Lowry, Simon & Kimberley (2002), training is a
method for upgrading worker duty and expanding representative potential. As indicated by
Konings & Vanormelingen (2009),colombo & Stanca (2008) and Sepulveda (2005) training
is an instrument that on a very basic level influences the effective achievement of
associations' objectives and goals. Notwithstanding, the ideal objective of each association is
to create high income and boost benefit and a crucial instrument to understand this is a
productive and powerful workforce. Accordingly, a workforce is just effective and powerful
if the proper training and development is accommodated such and consequently prompting
productivity.
6. 1.4 Conclusions:
Training and development at last overhaul the productivity of workers as well as of the
association. It has rightly been said, representative development is the way to authoritative
supportable development. Associations must have representatives who have the capacity
rapidly adjust to a perpetually changing world business sector. Organizations need to put
resources into on-going representative training and development with a specific end goal to
both keep representatives and be fruitful. The 21st century will be positive to those
associations, which have the capacity learn speedier and adjust to changes than their rivals.
Training improves workers' drive and nature of work, consequently helping them to be more
dedicated to accomplishing the hierarchical objectives and destinations and thus improving
representatives' adequacy inside the association.
To summarise, training and development affecting on representative productivity has not just
enhance the wellbeing of associations, additionally help the flourishing of most nations that
has put into thought the outline and conveyance of training and development of workforce at
national level. As the national strategies expect to enhance country's human capital, this
ideally thusly results to the monetary development of the country. Then again, it is prescribed
for administration of associations to give training and development of workers a need with a
specific end goal to get the best out workforce and in addition enhancing the association's
productivity. Further research studies is likewise suggested on the training and development
of representatives so as to have a more extensive understanding of its significant effects.
7. Ch. 2: Impact of Employee Development on Toyota:
2.1 Introduction:
Toyota is one of the world's most storied organizations, drawing the consideration of
columnists, scientists, and officials looking to benchmark its well known generation
framework. For good reason: Toyota has over and over beat its rivals in quality,
dependability, productivity, cost lessening, deals and piece of the overall industry
development, and business sector promotion. Before a year ago, it was nearly supplanting
Daimler Chrysler as the third-biggest North American auto organization regarding creation,
not simply deals. As far as worldwide piece of the pie, it has as of late surpassed Ford to turn
into the second-biggest car maker. Its net salary and business sector promotion before the end
of 2003 surpassed those of all its rivals. Be that as it may those exceptionally
accomplishments ask an inquiry: If Toyota has been so generally contemplated and
duplicated, why have so few organizations possessed the capacity to match its execution?
(Spear, 2004)
From the establishing of Toyoda Loom Works in the 1920s to the formation of Toyota Motor
Co. in the 1940s, its pioneers accepted that the way to achievement was interest in its kin
(Liker, 2004). The Toyota society has advanced since the organization's establishing and is
the center fitness of the organization. It is the motivation behind why operations are incline,
autos hit the business on time and on plan, boss architects creating autos profoundly
comprehend the client, organization officials foresee long haul inclines and have clear
systems, and each worker (called a colleague) is overwhelmingly taking a shot at attaining to
the yearly arrange of the organization.
The Toyota Way is as a matter of first importance about society - the way individuals think
and carry on is profoundly established in the organization logic and its standards (Liker,
8. 2004). At the center it is about appreciation for individuals and constant change and this has
not changed since the organization's establishing.
Associations of numerous sorts all through the world have been getting particular routines
from Toyota that have been transformed into projects like lean assembling, incline
undertaking, and lean six sigma.
Basic these projects is an in a general sense distinctive suspicion than they see in Toyota's
society. The presumption of these lean projects is that the privilege instruments connected to
particular issues by expertly prepared people will drastically enhance business execution in a
moderately brief time of time.
Toyota's hidden supposition is that deliberately chosen and created individuals over drawn
out stretches of time will consistently enhance procedures and eventually prompt game
changer and shared thriving.
These philosophical underpinnings lead to altogether different perspectives of how to oversee
and create individuals and diverse perspectives of the part of the human assets division in the
firm. Notice human assets in many organizations and one thinks about a division that
techniques individuals in a comparative manner that bookkeeping procedures cash.
Monstrous machine frameworks and extensive methodology manuals with reams of
information record for such things as compensation structures, advantage bundles, vocation
ways, retirement projects, and theyllbeing protection.
2.2 Communication with Employees as a key indicator:
A key part of the inside interchanges system is to verify representatives understand and are
more occupied with the business and the change procedure. Toyota has formal interchanges
9. structures set up to guarantee representatives are decently educated and ready to give input.
This includes a mixture of exercises extending from an entire of organization yearly
presentation from our President and CEO, to consistent group gatherings.
Their Altona creation office comprises of seven shops – paint, weld, press, get together, unit,
powertrain and pitch – which run two moves every day. Prior to each one shift there is a
prestart generation meeting. Every month they hold a more nitty gritty preparation session
that brings together workers from all shops.
Each one quarter generation workers go to an executives' location between movements.
These are taken after by worker center gatherings, secured to guarantee the planned message
has been successfully caught on. Workers are swayed to bring up any issues they may have to
their administrator or supervisor in the first example, or through email to a letter drop secured
particularly for representative criticism and inquiries.
Comparative exercises occur at non-generation destinations with the yearly President's
location, quarterly executives' briefings and catch up center gathering sessions. Diverse
working arms likewise have changing structures for normal correspondence gatherings. Vis-
à-vis gatherings are upheld by composed correspondence including worker announcements
and bulletins. The organization likewise has a senior consultative gathering that meets
quarterly to examine key business issues confronting the organization and representatives. Its
parts incorporate senior administration, organization delegates from each one working arm
and union delegates. It gives honor representatives a formal structure to examine issues with
senior administration.
2.3 Providing Equal Opportunities:
10. Toyota has more than 70 nationalities, the normal length of administration is 13 years and
the normal age is 44 years. Starting 31 March 2013, Toyota utilized 560 ladies and 3,441 men
(full time proportional barring foremen), with ladies making up 14 every penny of the
workforce. This is an one every penny increment on the past reporting period. The lower rate
of ladies in their workforce is intelligent of the auto business as a rule which has been
customarily male overwhelmed. They perceive that changing the noteworthy sexual
orientation irregularity will require significant investment. Recruitment at Toyota is focused
around individual aptitudes and benefits, paying little mind to age, sexual orientation,
incapacity, religion or race.
Toyota has legitimacy based pay strategies which are intended to advance equivalent pay for
equivalent commitment, capacity and experience. Grant workers are paid under the 2011
Toyota
Australia Workplace Agreement in this way the proportion of essential pay of men and ladies
is equivalent at all work classes.
3. Training and Development at Toyota:
Inside the organization, training and development is isolated into four ranges. Administrator
and initiative training is one territory with an alternate including the conveyance of
worldwide Toyota projects to guarantee that organization qualities and techniques are
comprehended and rehearsed around the world. The third zone includes training particular to
assembling at Toyota's assembling plant in Altona while the fourth identifies with training for
merchants and administration suppliers. Authority development was in the spotlight amid the
11. year with the organization seeing this as key to supporting the change process. It was
perceived that they expected to reinforce initiative and administrator capacity, guaranteeing
those individuals with authority and individuals administration obligations had the learning
and comprehension needed to drive the fundamental changes. Senior officials have partaken
in the authority program. The lion's share of chiefs in charge of overseeing individuals are
taking an interest in supervisor ability training. They likewise encourage worldwide
development projects intended to give new workers an understanding of the Toyota Way
values with the goal that they can be connected in their day by day work. The projects give a
seeing on:
• The history, establishment and application of the Toyota Way;
• Ensuring nonstop change in representative's day by day work by applying the standards of
Plan Do Check Act;
• Building accord through powerful report written work; and
• Identifying and taking care of basic and complex issues in every day work utilizing the
Toyota Way values.
This training was finished by 553 workers. Aggregate training hours were 3,756 hours or 6.8
hours every representative joining in. Notwithstanding this, they likewise help training that
may be particular to a worker's occupation. This may include at work training, short courses
and workshops, or further training. The quantity of hours connected with this training is not
caught. Amid the year various representatives participated in training connected with the
learning and abilities needed to attain to assembling fabulousness. This spreads training took
off by Toyota all around, for example, crucial aptitudes, Toyota work guideline, Toyota
Production System and Group Leader Part Training, and additionally neighborhood
12. substance, for example, Certificate Two and Certificate Three in Automotive Manufacturing.
The aggregate number of hours spent on off-the-employment training with the creation
workforce in 2012/13 was more than 10,000 hours. A key segment of training and
development is the disciple and graduate system. As at 31 March 2013 they utilized 22
students and 21 graduates. A project of advancements and turns (P&r) is attempted every
year. This gives development chances to representatives. It likewise adjusts business needs to
workers who have the obliged aptitudes and capacities. P&r likewise furnishes the
organization with a powerful framework for overseeing profession movement and
development opportunities for workers.
The organization helps consistent execution and profession development audits for all non-
honor and TECS (fortnightly paid recompenses) representatives. In 2013 they presented
colleague evaluations for all grant shop floor laborers. They are assessed and given input on
their qualities and opportunities for development.
4. Rewards and Benefits at Toyota:
At Toyota they perceive that their workers are their most profitable resource. They intend to
give a working environment that is protected, steady and comprehensive. Therefore they offer
a scope of work conditions and profits to hold and volunteer the best representatives. Profits
surpass those that are ordered by law and include: Discounted vehicles and extra parts. The
chance to buy vehicles at a reduced rate is accessible for representatives and quick relatives.
Moreover, workers can advantage from sponsored rent and apportioned vehicles relying upon
occupation grade. Representatives are likewise ready to buy extra parts at a marked down
rate. Abroad vocation development: They take an interest in a between organization exchange
program where workers can be chosen to work abroad to upgrade their training and
13. development opportunities. The abilities and experience gained by representatives while on
task advantage Toyota and give profession development chances to the representative.
Parental leave: After 12 months of persistent administration, representatives are qualified for
14 weeks paid maternity leave and one week paid paternity leave emulating the conception of
a youngster. Representative aid program: Employees and their relatives can get to a worker
aid program that gives classified directing complimentary to help adapt to work and
individual issues. The project is regulated by an outside, free organization and is paid for by
Toyota. Superannuation: Employees have a decision of superannuation stores to which
manager and representative commitments can be made. Grant workers get superannuation
advantages at any rate proportionate to a 9.5 every penny head honcho commitment and non-
grant representatives get advantages at any rate equivalent to a 14 every penny business
commitment. Demise and incapacity protection advantages are likewise given through the
Toyota superannuation store. Data about the superannuation project is given to all workers as
a feature of incitement and handouts are likewise accessible all through the organization. A
retirement availability bunch session was offered to all representatives, giving guidance on
superannuation. Parts of the Toyota Superannuation Fund were welcome to one-on-one
money related arranging sessions. The profits gave to full-time, low maintenance and altered
term (brief) workers who are straightforwardly utilized by Toyota Australia don't vary. Brief
or contract works captivated through an outsider, for example, a job organization, don’t have
entry to these profits. The majority of their grant representatives are secured by the 2011
Toyota Australia Workplace Agreement. The assertion guarantees decency of working
environment conditions and supporting methodologies, strategies and frameworks.
5. Conclusions:
14. At the beginning of this paper, we asked a question. Why can’t other organizations be as
successful in managing people as Toyota? While the above-mentioned discussions point to
answer the question. The following conclusions can be made.
Toyota does numerous things not the same as what is being carried out at numerous different
organizations and goes as takes after:
Supervisors start by asking representatives what the issue is with the way their work is at
present being carried out. Next, they challenge the workers' answer and go into a dialog about
what the genuine issue is. (It's once in a while the issue demonstrating at first glance.)
At that point, they ask what is bringing about this issue and go into an alternate dialog about
its main drivers. (Genuine dialog requires the workers to accumulate confirm on the gemba –
the spot where quality is being made – for joint assessment.)
At that point, they get some information about the issue and ask representatives for what
valid reason they have proposed one arrangement rather than an alternate. (This for the most
part obliges considering a scope of arrangements and gathering more confirmation.)
At that point, they ask how they – administrator and representatives – will know when the
issue has been settled, and captivate one additional time in dialog on the best pointer.
At last, after understanding is arrived at on the most fitting measure of achievement, the
representatives set out to actualize the solutions.
15. Part B:
Importance of HRM:
Introduction:
Human resource management is the piece of the association that is concerned with the
"individuals" measurement (Decenzo and Robbins, 1996). It is a staff, or help, intersection in
the associations. Its part is to give help in HRM matters to line representatives, or those
specifically included in delivering the association's products and administrations. Each
association is included individuals; getting their administrations, creating their abilities,
propelling them to abnormal amounts of execution. Also guaranteeing to keep up their
dedication to the association is fundamental to attain to authoritative targets. This is genuine,
paying little respect to the kind of association; government, business, instruction, wellbeing,
entertainment, or social activity.
HRM and Globalization:
HRM is one of the imperative variables that are discriminating to business achievement.
Without it, there can be no acceptable vision, and opportunity will be wasted. Without it,
assets will be squandered, and a workforce's maximum capacity will remain woefully
undiscovered. Gaining the privilege ability is the way to building an organization's initiative
pool. Notwithstanding, great recruitment and determination procedures oblige clarity about
the sort of ability required. Outfitted with strong meanings of worker abilities, it is
moderately simple to assemble appraisal apparatuses (e.g., organized meeting aides) to
encourage and backing the recruitment and determination process. This puts more
meticulousness and exactness in the choice making procedure.
16. HRM in a multicultural environment:
Workforce differences is distinction of the way that individuals contrast from multiple points
of view, obvious or undetectable, chiefly age, sexual orientation, conjugal status, economic
wellbeing, handicap, sexual introduction, religion, identity, ethnicity and society ; diverse
state of mind, needs, cravings, values and work practices . Demographic patterns show that
the creation of workforce in the western world is getting to be progressively differing and
thusly human asset chiefs confront more issues in connection to workforce assorted qualities
in associations today. Differing qualities has a few measurements, for example, age, sex,
conjugal status, religion, race, nationality, work styles, societies, values etc.(Monga, 2008)
Diversity Programs as an effective training tool:
The pattern to create differing qualities projects is expanding on account of a need to
capitalize on various thoughts from individuals who have diverse social histories. Kochan
(2002) found, there is no motivation to accept differences will commonly interpret into better
or more regrettable results. Yet, despite the fact that it highlighted the way that organizations
don't consequently pick up preference basically by having different groups, the study found
that those same groups if dealt with what Kochan (2002) called a joining and-learning
viewpoint include quality, build collaboration, and can help specifically to business and key
development. In any case, Kochan (2002) forewarn that organizations need to esteem and
coordinate the experiences, abilities, and encounters that representatives gain over the long
haul as a component of their social uniqueness. Unmistakably, the study's suggested
methodology encourages relationship-building, which prompts collaboration an activity that,
by cooperating, global HR partners can help encourage. Also, as indicated by a supervisor in
charge of worldwide projects for a vast gadgets assembling organization, product offering
chiefs have been moving to perceiving the need to adjust to the multicultural environment by
17. receiving different counter-measures, from dialect and social training to the real contracting
of designers and other faculty who talk the dialects needed in the target markets. As today's
endeavors are fixed all the more nearly to key objectives that include worldwide cooperative
energy development, and HR exercises are turning into a necessary part of nearby
associations as well as of these new scattered substances, a comparable kind of coordinated
effort among HR associations is getting to be indispensable, and the same sort of learning
relationship needs to be created crosswise over them.
Facing Global Challenges:
In the first place, the procedure of creating better intercultural correspondence between HR
gathers in diverse nations can help them ponder their associations as a solitary worldwide,
instead of different nearby, framework; this establishes the framework for positive change.
Second, HR gatherings need to comprehend that progressions in the workforce can go past
one's neighbourhood. Different points of view must be considered so as to discover serious
arrangements, and common patterns can be utilized to advance cooperative energy in both
areas and keep one educated of issues that may not be promptly obvious. Third, it must be
comprehended that, in light of the fact that individuals encapsulate altogether different life
and expert encounters, their points of view are exceptional, and, if esteemed, can be essential
assets for learning and business development. Today's work environments incorporate
numerous societies, dialects, and disposition, all of which between weave with bunch worker
exercises affected by points of view that are commonly more far reaching and hard to
perceive. Discovering ongoing patterns creates interpersonal connections and collaboration,
and animates worldwide
18. work environment adequacy. Perceptions and conclusions are bound by individual
perspectives, based on one's history, memory, and society. At the point when individuals who
have distinctive foundations connect with each other in work circumstances, their conduct
impacts their level of seeing, and in addition their hidden recognitions about what is
persuading all substances included with negative or positive results. Worldwide versatility
experts perceive this as a culturally diverse relationship issue and key driver of fizzled or
fruitful worker collaboration.
Yet, as globalization and engineering keep on contracting the separation between all the
players, and we end up near to individuals and associations that were long ago thought to be
remote, the capacity to build a synergistic relationship among the diverse inner HR gatherings
is a key target. This requires the development of abilities like those utilized by outside
diplomats: interest, mindfulness, and the inspiration to comprehend the social underpinning
of others, while diminishing our own semantic regionalism. The achievement of our industry,
of ourselves as experts, and of the workers who we serve, relies on upon our capacity to
perceive the new instruments and aptitude needed to address the needs of individuals as they
walk to a more related world where most fractures have been shut. HR chiefs who work for
the same associations in distinctive nations have remarkable chances to wind up diplomats
for change and worldwide comprehension.
Power Point Slides as follows:
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Toyota (a) (n.d) 'Workforce Engagement'.
Toyota (b) (2012) 'Human Resource Management'.