IMPACT OF ORGANIZATIONAL CULTURE IN CONTEMPORARY CONTEX

Toyota’s Organizational Culture

Toyota Motor Corporation’s organizational culture defines the responses of workers to challenges the corporate faces within the market. As a worldwide leader within the industry, Toyota uses its structure culture to maximize human resource capabilities in innovation.

Features of Toyota’s organizational Culture

Prior to 2013, its organizational culture stressed a way of hierarchy and secrecy, that translated to employees’ perception that each one selections should return from the headquarters in Japan. However, after 2013, the characteristics of Toyota’s organizational culture are as follows, organized in step with significance: (Toyota, 2015)

Teamwork.

One amongst the company’s principles is that the natural action of cooperation results in larger capabilities and success. to make sure that cooperation is correctly integrated within the organizational culture, each Toyota worker goes through a teambuilding educational program(Toyota, 2015).

Continuous Improvement through Learning.

 A learning organization utilizes data gained through the activities of individual staff to develop policies and programs for higher results. Toyota’s organizational culture highlights learning as some way of developing solutions to issues. during this means, the corporate is in a position to unendingly improve processes and output with the support of its organizational culture (Toyota, 2015).

Quality.

Quality is at the center of Toyota’s organizational culture. To effectively contribute excellence in its organizational culture, the firm uses Principle #5 of The Toyota means, which says, “build a culture of stopping to mend issues, to urge quality right the primary time.” The Toyota means may be a set of principles that defines the business approaches employed in the corporate (Toyota, 2015).

Secrecy.

Toyota’s organizational culture contains a hefty degree of secrecy. Before 2013, data concerning issues encountered within the geographic point should undergo the firm’s headquarters in Toyota town, Japan. However, following the reorganization, the company’s structure culture currently doesn't emphasize secrecy the maximum amount. as an example, issues encountered in North American nation plants are currently disseminated, analyzed, and solved at intervals the North yankee business unit of Toyota. (Toyota, 2015)

Implications of Toyota’s organizational Culture

The characteristics of Toyota’s organizational culture modify the company to continue growing. Innovation relies on continuous improvement through learning. Quality improvement and drawback determination are achieved through the activities of labor groups. But, the confidentiality feature of Toyota’s organizational culture offerings possible drawbacks as a result of it reduces structure flexibility in speedy drawback determination.

References

 

Naranjo-Valencia, J., Jimenez-Jimenez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), pp.55-72.

Shim, W., & Steers, R., (2012). Symmetric and asymmetric leadership cultures: A comparative study of leadership and organizational culture at Hyundai and Toyota. Journal of World Business, 47(4), pp. 581-591.

Toyota Motor Corporation (2015). Guiding Principles at Toyota.

Toyota Motor Corporation (2015). Toyota Way 2001.

Emerging Trends in HRM

Emerging Trends in Human Resource Management

The emerging trends in human resource department can be easily understood by the below mentioned  concepts  which  has  been  applied  by  the  research  scholars,  practitioners,  and Professionals.

Outsourcing

When the work is outsourced, morale and productivity can drop rapidly. To minimize problems, line  and  HR  managers  have  to  work  together  to  define  and  communicate  transition  plans, minimize the number of unknowns, and help employees identify their employment options.

HR goes soft on Performance.

The industry best are reformulating the processes for better results. Suggesting that performance measurement  processes  should  be  continuous  and  not  just  once  a  year.  The  performance appraisal  is  described  using  interesting  words  Jettison,  Worst-  kept  Secret  in  companies, absurdities of corporate life. Performance appraisals and management issues are not new but they have got to change if we are truly looking at how to motivate, compensate, reward and award people for high performance. GE abolished its performance appraisal system after 30 years in 2015. Others include Microsoft, Netflix, Google and several others followed suite Jaldeen (2016).

Workforce Diversity:

There are several dimensions of diversification; however, the important ones are age, gender, and ethnicity. The overall age of the workforce is increasing. Similarly, more women are also getting involved in the workplace. The diversification in the workforce can affect an organization differently.  From  one  angle,  it  can  be  the  source  of  cost  advantage, the  source  of  resource acquisition, marketing, creativity, problem solving and system of flexibility

Multi-Cultural Effects:

Innovation  of  modern  communication  and  transportation  system  has  tied  the  multi-cultured people together. They work together to meet their common and professional objectives even if they  have  different  traditions,  values,  social  attitudes,  religious  belief  and  living  approach. Management  is  effective  only  when  it  is  able  to  maintain  coordination  among  multi-cultural professionals.

In  the  context  of  Nepal,  political  instability,  powerful  labour  unions  affiliated  with  political parties, rising public expectations and lack of skilled manpower due to brain drain are the major challenges  for  managers.  Many Nepalese business organizations are operating in measurable conditions today because of the above challenge in recent years. After the country entered in the World Trade Organization (WTO), Nepalese export has been significantly declining and imports have been rising. This is a serious problem for the country's economy. In this context, Nepalese managers need to overcome the above challenges and the government needs to play the role of a facilitator.

References

Saratoga, (2006), “Key trends in Human Capital; A global perspective”, A price water house

Coopers.

R.Cesynienne,  (2005), “The  most  recent  trends  and  emerging  value  in  human  resource

Management”, ISSN 1392-2785 Engineering economics: 2005 4(44).

A.  Signal, (2004), “The human resources challenges on rediffmail.com, (accessed on 20

th December 2017 at 9pm)

Jaldeen,R., (2016), “Megatrends”: Human resource management 2020,
http://www.linkedin.com/pulse/megatends-human-resources-management-2020-dr-rizvan-mjaldeen, (accessed on 20 th December 2017 at 9.30pm).

performance management practices

Changing trends in performance management practice in global context

The traditional end-of-year appraisal, designed in the 1970s, is clearly not effective anymore. Global Human Capital Trends (Nathan Sloan, Stacia Garr, Karen Pastakia, 2015) research showed that 82 percent of companies reported that performance evaluations were not worth the time. A separate study reported that 41 percent of companies found widespread manager bias, and 45 percent believed performance evaluations did not motivate employees.

Today, as companies operate as a network of teams, careers and learning are strategic and companies are shifting from “jobs to work “in their operations, The need to align goals, provide feedback and coach for performance in real-time continuous and multi directional.

Hundreds of companies-including Adobe, Dell, Microsoft, IBM, GE, Goldman sachs, New York life, Juniper Networks, and Cisco continue experimenting with new processes, and most are finding great value. The focus has shifted from talking about people to talking with people in open conversations.”Our new performance approach is focused an improving discussions, creating frequent check-ins, and creating a developmental focus, “said Amy berg, director of talent at Adidas group.(N.Sloan et.el., 2017)

A critical goal in PM experimentation is to devise ways to align it more closely with business outcomes as organizations become more team-centric, focusing just on an employee’s individual achievements to evaluating the contribution to a team and the team’s impact on driving overall business goals.

But the biggest limitation of annual reviews, the main reason more and more companies are dropping them-is this: with their heavy emphasis on financial rewards and punishments and their end –of-year structure, they hold people accountable for past behavior at the expense of improving current performance and grooming talent for the future, both of which are critical for organizations’ long-term survival. In contrast, regular conversations about performance and development change the focus to building the work force your organization needs to be competitive both today and year from now. Estimates that about 70% of multinational companies are moving, towards this model, even if they haven’t arrived quite yet. (J.Bersin, 2016)

Cisco, GE, Google have all pioneered this model. These companies have built or bought sophisticated software to understand team dynamics, evaluate group goal systems and gauge how effectively employees contribute to their teams. The goal of PM is thereby transformed from boosting an individual employee’s performance to improving the result of the team. If the team wins the employee wins. If the team wins, the company wins.

References

D.Rock,B.Jones and C.Inge,(2015),Reengineering performance management: how companies are evolving PM by beyond ratings, Neuro leadership institute.

B.Hoffman, C. Lance, B.Bynum and W.Gentry(2010) “Rater source effects are alive and well after all”, Personal psychology, 63(1), pp.119-151

J.Bersin,T.McDowel, A.Rahnema and Y.Drume, (2017), “The organization of the fyture:Arriving now”, Human Capital trends:Rewriting the rules for the digital age,Deloitte university press.

P.cappeli, A Tavis, (2016) “The performance Management revolution”, Harvard business review. (http://hbr.org/2016/10/10/the-performance-management-revoulution) accessed on 05^th Dec. 2017 on 2.30pm.

Critical evolution of Maslow Hierarchy

Maslow’s hierarchy of needs (HON)

Maslow’s hierarchy of needs (HON) is a developmental psychology theory proposed by Maslow (1943).This theory puts forward the idea that individuals move through a fundamental number of hierarchical motivations, in order of importance, are: physiological, safety, belongingness, love self-esteem, self-actualization and self-transcendence (Maslow,1954,1943).

 The first state in the HON and according to Maslow the most fundamental, account for basic human physiological needs such as food, water, homeostasis, sex and breathing. Moving on, when these needs are met, the second stage refers to both psychological and physical safety, such as security of body, family, property and morality. The next stage in the HON refers to love and belongingness and incorporate intimacy and friendship (Maslow 1943, 1954).

A Critical Evaluation of Maslow Theory 

Maslow's hierarchy needs theory has both pros and cons. According to his theory only few people are able to achieve self-actualization without fulfilling other needs. According to his theory an individual cannot become fully self-actualized without satisfying one’s physiological needs, without love, without a sense of belonging, without self-esteem. Some would oppose this theory. Some might think that the things he defined as needs are not really needs.

No one can deny that food, air, shelter are needs, but may disagree that esteem, love, artistic expression are not needs but desires. Some may even argue that self-actualization is not essential to being a happy or successful person. One of the disadvantages of his theory is its inflexibility. One person should be able to satisfy one level of need first before moving up to another level. For example one cannot move from Social needs but for satisfying the need for love and belongingness. Second, One need is activated at a time.

An individual cannot fulfill all needs at the same time. On the other hand this theory sets out simply how to tackle life. With this theory I have found that it becomes clearer what an individual is trying to achieve and importantly why an individual is trying to achieve it. It’s a step by step process which helps individuals to understand their needs and it also helps in identifying one’s needs. There is little evidence to suggest that people are motivated to satisfy only one need level at a time, except in situations where there is a conflict between needs.

References, 

Gegory,B.T.Harris,S.G.Armenakis,A.A.Shook,C.L.(2009).Organizationalcultureand effectiveness:A study of valies, attitudes, and organizationaloutcomes, journal of Business Research,62/2,673-679

King-Hill,Sophie(2015)Critical analysis of Maslow’s hierarchy of need.The step journal:student teacher prerpection,2(4).pp.54-57

A Maslow,(1943). “A theory of human motivation”,vol 50,no 4,pp.370-396.

A.Maslow,(1954). “Motivation and personality”NewYork,NY:Harper.

DEVELOPMENT PROGRAMME FOR TALENT POOL

 Talent pool is,

The suitable, skilled people who are available to be chosen to do a particular type of job.

(Definition of “talent pool” from the Cambridge Business English Dictionary, Cambridge University press)

The Advantages of Talent Pools

Talent pools are groups of employees who are being trained and developed to assume greater responsibilities within the organization. Often, but not always, they are the individuals who have been identified as high –performing and high potential.Creating a talent pool takes some planning; here are several steps to developing an organizational talent pool.

Review your organizational strategies. The goal here is to identify the competencies needed to make those strategies happen. In the future, strategies will change, but it’s possible competencies will remain the same.Assess the company’s current talent to identify any skills gaps. This can be accomplished using a variety of techniques including performance reviews, assessments, multi-rater feedback and interviews.

Develop a buy, build and borrow strategy for bridging the gap. Organizations do not have to create a talent pool for everything. They can “buy or hire” talent from the outside where skills are limited. If the organization has the resources, they can “build” talent from within through skills development .For niche skills, the company can “borrow” talent using contingent workers when necessary.

 Other one is create modules or groups of activities that will help employees get the skills they need. Once the organization knows the skills they’ll be helping employees develop, it’s time to figure out how to make it happen. It could be through a combination of internal/external training as well as project-based learning.

Monitor progress and make regular adjustments. Like succession planning, talent pools need to be monitored. The organization should conduct regular talent assessment as well as monitor market conditions.

As the example Learnership talent pool in Toyota;                                                                        

The company would like to support the incumbents or the successful candidates to learn and work in many technical disciplines. In the completion of the programme, candidate will receive an NQF level 2certification.it will qualify you when you went to apply a job position that requires this qualification. At the moment,the company is hiring about 338,875 and more.

References;

Cambridge Business English Dictionary, Cambridge University press

5 steps for creating organizational talent pools by Sharlyn Lauby posted February 10,2017/Performance Management

Learnership talent pool at Toyota on 24 Aug 2017 in South Africa

https://docs.oracle.com/cd/E39904 01/hcm92pbr0/eng/hcm/hhcs/task Managing Talent Pools-ac7fd7.html,20.11.2017,8.05am