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INSTITUTE OF BUSINESS MANAGEMENT

ASSIGNMENT COVER SHEET

A. STUDENT/S TO COMPLETE
Course Number: HRM 301 Student ID Number: 12275 12228 12079 13595 Course Name: Human Resource Management Student Name: Farah Arif Shivam Jaisinghani Tehmina Hafeez Muhammad Ahmed Malik

Lecturer Name: Juveria Baig

Lecture Day/Time: Monday/Wednesday (2.15-3.45)

Assignment No./Name: Human Resource Development (Group F, Topic7) Date Due: 20th April 2013 Word Count: 2622 Date Submitted: 20th April 2013

DECLARATION
I(we) declare that this assessment item is my (our) own work, except where acknowledged, and has not been submitted for academic credit elsewhere, and acknowledge that the assessor of this item may, for the purpose of assessing this item:   Reproduce this assessment item and provide a copy to another member of the University and/or; Communicate a copy of this assessment item to a plagiarism checking service (which may then retain a copy of the assessment item on its database for the purpose of future plagiarism checking).

I (we) certify that I (we) have read and understood the University Rules in respect of Student Academic Misconduct.

Student(s) Signature: Date:

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The framework consists of the concept of learning organizations which was further aligned with our selected organization. for assisting us and believing in us to complete this report in the best possible manner. We are grateful to you for teaching the important aspects of human resource management. we constructed a framework which revolved around concepts which we thought were mostly influenced through HRD in an organization. Then. Toyota to check for consistency between theory and practice.INSTITUTE OF BUSINESS MANAGEMENT EXECUTIVE SUMMARY In compliance with the requirement of the course „Human Resource Management‟. renewal and skill for change projected to uphold competitive advantage. We comprehensively defined human resource development by examining its key elements. . we present the report entitled „Human Resource Development (HRD)‟.due April 20th 2013. its increased importance in this competitive era and what strategies to implement for the development of human resources. It helped us to enhance our mental horizons and gave us a practical insight. all the group members learned a lot. The purpose of this report is to identify how investing in human capital enhances the worth of association for constant enhancement..in accordance with your instructions. While working on this project.

................................................................................................................. 12 .. 6 LEARNING ORGANISATION ...................................................................................................................................................................................... 8 USE HOSHIN KANRI (POLICY DEPLOYMENT) ............. 6 TOYOTA ......................................................................................................................................................................................................................... 10 CONCLUSION ................................................................................................................................................................................................................................................... 4 DEFINITION ........................ 9 RESPONSIBILITY............................................INSTITUTE OF BUSINESS MANAGEMENT TABLE OF CONTENTS EXECUTIVE SUMMARY .. 7 ANALYSIS OF ALIGNMENT ................................................................................................................................................................. 7 INTRODUCTION ...................... 11 BIBLIOGRAPHY ............................................................................ AND ORGANIZATIONAL LEARNING ....................... SELF-REFLECTION......................... 4 FRAMEWORK ..................................................................................................................................................................................................................................................... 2 HUMAN RESOURCE DEVELOPMENT (hrd) .......................................................................................................................................................................................................................................................................................................................................... 8 IDENTIFYING CAUSES FOR ISSUES AND DEVELOPING COUNTERMEASURES .........................................

the present line of association believed focuses on inspiring and enabling them to come to be operatives capable of fulfilling their aspirations and actualizing their potential. training and supplementary purposes that were projected to retain operatives contented. Thomson . both within and outside workplace. the purpose of HRD is to enhance learning. human potential and high performance in working environments. Bessant . It helps in developing their personal abilities. shared responsibility for continuous improvement and renewal and capability for change designed to sustain competitive advantage. 1997) Among the many models for HRD. Earlier HRD was denoted as grasping people in associations alongside emphasis on payroll. Healthy organizations believe in Human Resource Development and cover all these bases. Hence. a college course. Behavioral Learning – The employees are molded into the organization‟s behavior which results in permanent changes in their attitude and behavior. it results in improved performance. This shift in the method human resources are indulged has come concerning due to the prevailing believed that human resources are origins of competitive supremacy and not merely operatives fulfilling their job responsibilities. HRD can be formal such as classroom training. Heathfield.INSTITUTE OF BUSINESS MANAGEMENT HUMAN RESOURCE DEVELOPMENT (HRD) DEFINITION According to Susan M. Investing in human capital enhances the value of organization through increased leadership capacity. . Performance Improvement – Thus when the employees learn and acquire new knowledge and behavior changes positively. Organizations have many opportunities for human resources or employee development. the learning process by (Mabey. Human Resource Development (HRD) is the integrated process of catalyzing the development of the employees. knowledge and developing skills through different variables which may be:       Training Future Development Managing performance Mentorship Planning for success Organization development and creating a learning environment It is believed that this is in order to enhance individual and collective performance to achieve organizational goals and objectives (Caffyn. 1994) can be further understood by dividing it into three steps:    Cognitive learning – The management needs to use excessive communication and information system in order to help its employees learn new skills and gain knowledge. or could be informal as in employee coaching.

strategically HRD is a process to expand human capital and provide them with a culture to learn and keep them updated about technologies. innovations. To conclude HRD includes three frank strategies: growing human resources across education and training. Moreover. employing human resources and bestowing incentives to safeguard they are productively deployed. economic changes in the outside world which are necessary to adopt in this era of continuous improvement. technical advances and the demand for data and their connection to globalization. the reason for the increased significance of HRD in accomplished socioeconomic progress lies mainly in the rise of vision work.INSTITUTE OF BUSINESS MANAGEMENT Therefore. .

furry. helps in promoting open dialogue and acknowledging the interdependence of organization and its people (Watkins. It is this skill to discover that determines the accomplishment of an organization. Marsick. team-work. team learning. It involves empowering people. Marsick. 1990) five disciplines: personal mastery. and fast nature for discovering to scrutinize their benefits. experiential learning. to nurture and to uphold a knowledge-creating environment. and (Senge. 1994). dialoguing. and where people are continually learning how to learn together". where collective aspiration is set free. collaboration. and mechanisms for learning from customers (Watkins. where new and innovative patterns of thinking are nurtured. 1994). The HRD strategies for creating a learning organization are many and include programs that mainly focus on redesigning work. additionally craft visions. Learning organization has been defined as where people learn continuously and can bring improvements into themselves. Our term paper also describes the evaluation of the chosen organization on the basis of HRD strategies. mental models. (Senge. thinking systematically and redesigning measures to their setback solution. People working for the association will demand a fluid. The firm‟s effectiveness as a learning organization will also be analyzed further in the report. A discovering sophistication supports a discovering association for people to work jointly. team learning. 1990) Explains learning organization as: "where people continually expand their capacity to get the desired results.INSTITUTE OF BUSINESS MANAGEMENT FRAMEWORK LEARNING ORGANISATION As competition is increasing throughout the international marketplace and organizations are moving towards information ageit has coiled to be vital for the attendance of the association to come up alongside a capacity to change and learn. also. and systems thinking. shared vision. .

. It is a Japanese car manufacturer. is ranked among the automaker companies of the world.INSTITUTE OF BUSINESS MANAGEMENT TOYOTA – AN OVERVIEW INTRODUCTION Toyota. MISSION To enrich the community. partners and environment by delivering best products and services to their customers. Toyota‟s continuous success can be rooted as the people who work for it. It aims to deliver the best to its customers by continuously working on their human capital and seeking measures for their development. VISION To become the company that is most admired and respected. The labor force of Toyota is its true competitive advantage. one of the biggest organizations. Toyota is a strong believer of continuous improvement.

(Ohno) Problem solving does not require identifying the source of the problem rather the cause of the problem. The answer needs to be dig deeper by asking the reason for the occurrence of the problem. Toyota has the philosophy of focusing on processes and continual improvement of the employees to achieve the desired results. Toyota doesn‟t have a complex. e. sophisticated technique for finding the cause. a complex statistical analysis tool. slow promotion and careful procedures to protect the foundation of the organization. It not only invests in its technology and processes but also in its people to achieve its goals. employees take responsibility for the things that go wrong and propose measures to overcome these mistakes for future benefits. The root cause always lies beyond the source. They just ask “why” five times. Asking the question “why?” five times leads to upstream process. the following 3 key factors help Toyota succeeded in becoming a learning organization: IDENTIFYING CAUSES FOR ISSUES AND DEVELOPING COUNTERMEASURES Toyota believes in achieving long-term financial results rather short term. Toyota also uses this method sometimes but it is quite rarely used. To identify the root cause of a problem. It does not conduct activities or programs which only deliver short term success. They then take countermeasures at the root cause level which helps in preventing the problem from reoccurring. . former Vice president of Toyota Technical Center. We can see from this example that unless the root causes have been determined. There are many complex programs which other companies use. Six sigma. At Toyota. They call it the “five why?” strategy.g. Toyota keeps asking the question “why”. Its strategy is to build on its past and move forward with much more zeal and passion. Toyota uses the strategy of asking “why?” as many times possible. Toyota as a learning organization seeks to have stability of employees. According to (Okamoto). The five-why analysis is Toyota‟s famous analysis to get to the root cause.INSTITUTE OF BUSINESS MANAGEMENT ANALYSIS OF ALIGNMENT According to (Liker). It does not use this method for most of its problems as it is very complex and time consuming.

Toyota believes that aligning objectives of the employees toward common goals is the key to organizational learning. This also helps to measure and monitor the goals of the company on a regular basis. the employees are encouraged to set goals. At Toyota. the report for the progress flows from lower level to the executive level. These goals should not be vague rather they should be specific. For the era concluding 2003.  They also use Plan-Do-Check-Act process. the top level management designs the objectives which are then passed on down the hierarchy to the work group level. These processes are important in transforming the goals into effective actions. In order to involve everyone to continuous improvement for the corporate advancement. the policy deployment measures become more concrete. At Toyota.  Cutting OSHA recordable events each 200. You can discern the annual targets across 2003 as well as monthly targets and actual achievements.  Lowering portions each million defects by 75%. For instance. after a person strolls into the lobby. These objectives are not vague and this process cascades down throughout the company. . motivating and challenging goals irrespective of any tangible rewards attached to it. As you move down the hierarchy.000 hours by 50%. Due to shear diligence.  Lowering catalog by 50%. one of the early things one will discern on the wall is a large matrix that displays all of the target goals for the ability for a period of three-years. at the Hebron.  Cutting transportation prices as a percent of sales by 25%.INSTITUTE OF BUSINESS MANAGEMENT USING HOSHIN KANRI (POLICY DEPLOYMENT) Hoshin Kanri. The targets are all hostile stretch goals like the following:  Reducing packaging prices as a percent of sales by 47%. Whereas. They set joint goals along with their employees and complete it with measuring it and taking feedback. the executives use many procedures to stay updated.  They conduct review sessions which are formal. the foundational measures were seized in 2000 and the planned targets are seen as percentage of improvements above the baseline. ability. measurable and specific. the managers at Toyota have mastered this art. Kentucky.  They also conduct meetings thrice a year for reviewing the progress towards policy deployment objectives. also known as “policy deployment” means the employees know the strategic directions of the company. some of these are:  They sometimes go and talk to the employee themselves. measurable. This is referred as the key element of Hoshin Kanri.

Japanese managers thought that Hansei was a Japanese thing so they didn‟t teach the managers abroad. With this. . About a decade ago. Toyota has started to teach their managers outside Japan the concept of Hansei. It is a difficult concept to teach but they have to because it has become a part of the Toyota culture. Toyota still carries out Hansei workshops worldwide to incorporate this idea in their new employees and to maintain this culture. Toyota is truly an example of a learning organization and it is the best at what it does. Employees brought changes to the design and other components of the car and practiced Hansei till they thought the car is perfect. AND ORGANIZATIONAL LEARNING Individual accountability. in Toyota. If they find any problems. In the beginning. This concept is also used in the development of new cars at Toyota.INSTITUTE OF BUSINESS MANAGEMENT RESPONSIBILITY. Here. This concept generated the sense of accountability and honesty. doesn't mean blame and punishment but it means helping your subordinates and helping them to learn and grow. This culture was incorporated in Toyota worldwide with great difficulty. employees will never repeat their mistakes and this will improve the productivity. people were felt extremely sorry and ashamed but with time they understood the importance of Hansei and their productivity improved. In Toyota the key to growth is the concept of Hansei which means reflection. SELF-REFLECTION. Hansei was introduced in the US in 1994. Now. even if you do a job perfectly you have to do Hansei to find out ways to make your work even more efficient. By following Hansei. they accept their mistakes and try to fix them by following this concept without worrying about the money that will be spent on it. managers can identify their mistakes and come up with solutions. Toyota has become the biggest player in the automobile industry.

. The third strategy practiced in Toyota is Hansei which is that the employees themselves are accountable for any worse. Its purpose is to enhance individual and collective performance to achieve organizational goals. Toyota has proved to provide a learning environment for its employees. innovation and fosters community building. Strategically.INSTITUTE OF BUSINESS MANAGEMENT CONCLUSION Human Resource Development is an integrated process of different variables mainly training. Toyota proves to provide a strong learning environment which has seemed to improve their productivity and efficiency over the past few years. innovations and economic changes necessary to adopt for survival. Asking why 5 times helps to reach the root causes of the problems. Toyota believes that the goals should be SMART and these are moved from the executive level to the lower level and that it should be regardless of any tangible rewards. An aspect of HRD discussed in our term paper is learning environment. A learning environment is where individuals polish their skills and abilities and expand their capacities. It uses its famous strategies: 5 “why?”. They themselves take responsibility if anything goes wrong. new strategies. HRD is a theory to expand human capital and provide them training about technologies. For the past 5 years. career development and creating a learning environment. Hoshin Karni and Hansei. It promotes continuous improvement. To conclude.

aits. 525-528 A Model for the Systemic Evaluation of Human Resource Development Programs Robert A.com/Read/13439/toyota-learning-organization http://www. No. 431-444 The role Human Resource Development in Continuous Improvement.php http://www. Vol. pp. Farr The Academy of Management Review.ahrd. Human Resource Development International.reliableplant. Dr lee. 5. Karen Becker http://www.shrdc.org/completed-research. Snyder.net/2012/08/toyota-way-principle-14-become-a-learning-organization/ http://www.org/ .INSTITUTE OF BUSINESS MANAGEMENT BIBLIOGRAPHY David P. 65-85 Rob Poell (2012): Organizing human resource development: towards a dynamic network approach. 15:5.org/blog/a-look-into-toyotas-learning-organization/ http://leanblitz. 3 (Jul. 1980). 4:1.. Mankin (2001): A model for human resource Development. Charles S. Raben and James L. Professor Haul Hyland. Human Resource Development International.