This document provides an overview of Toyota Motor Corporation's international human resource management practices. It discusses Toyota's origins in Japan and decision to globalize. Toyota pursues a geocentric business strategy, standardizing some practices while adapting others locally. Toyota culture is based on continuous improvement and respect for people. Toyota recruits using in-house grooming and screens candidates rigorously based on fit with Toyota values. It uses both parent country nationals and host country nationals, supporting expatriates. Toyota provides structured training and development and performance management to enhance employee productivity.

1. International Human Resource Management
Toyota Motor Corporation
Group 4
Nguyen Thu Hang
Vu Le Hoang
To Duc Anh

2. Table of Content
I.
Toyota Motor Corp
1. Introduction
2. Globalization
II.
National and Corporate Culture
1. Japanese Culture
2. Toyota Culture
III. Toyota Business
1. Business Strategies
2. Strategic IHRM
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3. I. Toyota Motor Corp
1. Introduction
 Toyota was born in a rural area near Nagoya,
Japan in 1867 by Sakichi Toyoda
 The first product made by the effort of Sakichi
and his son was an automatic loom in 1924
 In 1929, with the notion that the auto industry
is growing  he sold his patent to Platt
Brothers company  take the fund to invest in
the manufacturing and automotive
manufacturing
 August 28,1937, Toyota Motor Corporation
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officially launched

4. I. Toyota Motor Corp
2. Globalization
Reasons for Toyota’s decision to
become globalized ?
1. Expand the market to the world
2. Take great advantages of locations,
technologies and cheap labor forces
from other countries
3. Create the high competitiveness and
opportunities in domestic market
4. Building a learning culture for
continuous improvement
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5. I. Toyota Motor Corp
2. Globalization
Impacts on IHRM of Toyota’s
employees ?
1.
2.
3.
4.
5.
Recruitment employees bases on typical style of
Japanese: intelligent, hardworking, team player,
careful but conservative, stubborn.
Equally divided workload for both employees and
machines (heijuka)
Standardized tasks are the foundation for
continuous improvement and encouraging staffs
Only use reliable technologies which are
thoroughly tested to meet the staffs and processes
Training leaders to become who are able to
understand the life and philosophy of staffs
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6. II. National & Corporate Culture
Japanese culture
Toyota culture
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7. II. National & Corporate Culture
1. Japanese Culture
Power
distance
Time
Orientatio
n
Hofstede
Uncertainl
y
avoidance
Theory
Masculinit
yFemininity
IndividualCollectivis
m
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8. II. National & Corporate Culture
1. Japanese Culture
Hofstede's Japanese cultural dimensions
95
92
80
54
Power Distance
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Individualism
Masculinity
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Uncertainty
Avoidance
Time Orientation

9. II. National & Corporate Culture
1. Japanese Culture
Power distance -> Japan is a mildly hierarchical society
Individualism-Collectivism -> Collectivism
Masculinity-Femininity -> Masculinity
Uncertainty avoidance ->one of the most uncertainty avoiding
countries
Long term orientation -> long term oriented societies
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10. II. National & Corporate Culture
2. Toyota Culture
The Toyota Way is supported by two main pillars:
1. Continuous Improvement
2. Respect For People
Continuous
Improvement
Toyota
Way
Challenge
Kaizen
Genchi Genbutsu
Respect
Respect For
People
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Teamwork

11. II. National & Corporate Culture
2. Toyota Culture
 Continuous Improvement
1.
2.
3.
Challenge - forming a long term vision, meeting challenges with
courage and creativity to realize dreams;
Kaizen - improving business operations continuously, always driving for
innovation and evolution
Genchi Genbutsu - going to the source to find the facts to make correct
decisions, build consensus and achieve goals.
 Respect For People
1.
2.
Respect - respecting others, make every effort to understand each
other, take responsibility and do best to build mutual trust
Teamwork - stimulating personal and professional growth, share the
opportunities of development and maximize individual and team
performance.
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12. III. Toyota Business
1. Business Strategies
What type of business strategy has Toyota
pursued in its international business?
Geocentric approach
Regiocentric approach
Standardization
More adapted approach to be more
close to consumers expectation
“Think globally, act locally”
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13. 2. Strategic IHRM
The Toyota way of recruitment
“In-house grooming”
The main field of the recruitment: engineering, HR, marketing and IT
Advertisements
Internet recruiting
Recruitment method
Executive search firms
Public employment agency

14. 2. Strategic IHRM
The Toyota way of Selection
 Screening process
 Background check
 Candidate test


Aptitude test
Achievement test
 Interviews
 Reaching the selecting decision
The Toyota human resources policies will not allow to select any
candidate who does not match with the Toyota culture and
identify the enterprise value.
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15. 2. Strategic IHRM
Using PCNs and HCNs
PCNs from Toyota
HCNs and TCNs
• Firstly, the internal selection can also
guarantee the deep understanding of
Toyota spirits.
• Secondly, the position promotion will
be a convention for the expatriate
when he comes back .
• Thirdly, Toyota encourages the
expatriate together with his family
members and supply the financial
support.
• Communicative: HCN and TCN shall
have the strong intention to express
and exchange own ideas with the
Japanese colleague, learning the
enterprise spirits of Toyota actively.
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16. 2. Strategic IHRM
Training and Development
TRAINING
• Employees are involved directly
in running the Toyota Production
System.
• Responsibility for the quality of
their own role in the production
process.
• Passing on only good work on
the line which they see as their
“customer”
DEVELOPMENT
• Structured development path
with clearly identified courses to
develop employees’ skills and
provide a path way to the next
level within the company.
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17. 2. Strategic IHRM
Performance management
Planning process
Regular discussion of
objectives
Appraisal stage
Maintain and enhance the
productivity of employees
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18. Thank you
for watching
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