Performance Apparaisal of Toyota Company
Performance Apparaisal of Toyota Company
Performance Apparaisal of Toyota Company
CHAPTER–1
INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT
Human Resource refer to the individuals or personnel or workforce
within an organisation responsible for performing the tasks given to them for
the purpose of achievement of goals and objectives of the organisation which is
possible only through proper recruitment and selection, providing proper
orientation an induction, training, skill developments, proper assessment of
employees (performance appraisal), providing appropriate compensation and
benefits, maintaining proper labour relations and ultimately maintaining safety,
welfare and health concern of employees, which is process of the human
resource management.
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Definition of HRM
Personnel management, broadly speaking, is the process of achieving the
best fit between individuals, jobs, organizations and the environment. It is the
process of bringing people and organizations together so that the goals of each
are met.
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Meaning of HRM
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Ø To help the organization reach its goals. Personnel like other departments in
an organization, exit to achieve the goals of the organization first and if it
does not meet this purpose, personnel (or for that matter any other unit)
will wither and die
Ø To employ the skills and abilities of the work force efficiently. The primary
purpose of personnel management is to make people’s strengths productive
and to benefit customers, stock holders and employees.
Ø To provide the organization with well trained and well-motivated employees.
Personnel management requires that employees be motivated to expert
their maximum efforts, that their performances are evaluated properly for
results, and that they are remunerated on the basis of their contributions to
the organization.
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Importance of HRM
Human resource management is critical to organizations. It has some
objectives that can significantly improve or negatively impact the
organization. The main goal of human resources management is to
increase productivity. We can do this by hiring qualified employees and
training initiatives. The primary purpose of HRM, which is essential for an
organization, is to improve coordination between departments. It also
impacts the importance of Human Resource Management.
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Once the employee has been selected, trained and motivated, he is then
appraised for his performance. Performance Appraisal is the step where the
Management finds out how effective it has been at hiring and placing
employees. If any problems are identified, steps are taken to communicate with
the employee and remedy them.
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Research Design:
A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. Generally a research design is a blue
print of the research that is to be followed in completing the study.
It is descriptive research type are those, which are concerned with describing
the characteristics of a particular individual or of a group, where we cannot
control the variables
Sampling Design:
Population: 150 Members
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Primary data
Primary data is personally developed data and it gives latest
information and offers much greater accuracy and reliability.
There are various sources for obtaining primary data i.e., Mail survey,
personal interview,
Field survey, panel research and observation approach etc.
The study is dependent on primary data to a maximum extent, which
is collected by way of structures personal interview with customers.
Secondary data
Secondary data is the published data. It is already available for using and
its saves time. The mail source of secondary data are published market surveys,
government publications advertising research report and internal source such as
sales, sales records orders, customers complaints and other business record etc.
the study has also depended on secondary data to little extent, which is collected
through internal source.
Research Instrument:
Questionnaire was used to conduct the survey among 50 employees which
includes open-ended and closed ended questions
For this survey personal interview method was used for collecting primary
data. This survey was conducted by face to face interview with employees and
found to be best suited to collect the primary data for this project.
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CHAPTER-2
Performance appraisal of employees
A Literature Review:
The amount of research regarding the topic “Performance Appraisal” is so
vast. The paper which is based on an observational study of the researchers’
daily work experiences and review of literature identified constraints to
performance appraisal in employees in the institutions, which includes the
current knowledge in Performance Appraisalfindings , as well as theoretical
and methodological contributions to a particular topic. Keyword:Performance
Appraisal, Human Resource Management, Literature Review Introduction:
Organization are run and steered by people and their labors. It is through
people that goals are set and objectives realized depend on the performance
of the employees. The performance of an organization is thus dependent upon
the sum total of the performance of its members. The success of an
organization, depend on its ability to measure accurately the performance of
its members and use it objectively to optimize them as a vital resource and
strength. The performance of an employee is his resultant behavior on task,
which can be observed and evaluated. It refers to the contribution made by an
individual in the accomplishment of organizational objectives. Performance
can be measured by some combination of quantity, quality, time, and cost.
Performance appraisal refers to all those procedures that are used to evaluate
the personality. the performance, and the potential of its group members.
Evaluation is different than judgment – the former being concerned with
performance, the latter with person
Literature review
Although the interest in and use of performance appraisal have increased over
the past 30 years, the practice of formally evaluating employees has existed for
centuries. As early as the third century AD., Sin Yu, an early Chinese
philosopher, criticized a biased rater employed by the Wei dynasty on the
grounds that "thy Imperial Rater of Nine Grades seldom rates men according
to their merits but always according to his like or dislikes" (Patten, 1977p.352).
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In 1648, the Dublin (Ireland) Evening Post allegedly rates legislators using a
rating scale based on personal qualities (Hackett, 1928). According to
Heilbroner (1953), the first industrial applicationof merit rating was probably
made by Robert Owen at his cotton mills in New Lanark, Scotland, in the early
1800s. Wooden cubes of different degrees of merit were hung over each
employee's workstation. As employee performance changed, so did the
appropriate wooden cube. The merit rating or efficiency rating in the Federal
Civil Service has been in place since at least 1887 (Petrie, 1950) and perhaps as
early as 1842 (Lopez, 1968).
One impetus to the development of performance appraisal in U.S. industry
(Patten, 1977) can be traced to the work of industrial psychologists at
Carnegie-Mellon University and their early work in salesman selection and
"man-to-man" rating forms on trait psychology (Scott, Clothier, & Spriegel,
1941). The man-to-man rating form was later used by the army in World War 1
to assess the performance of officers (Scott et al., 1941), although formal PA
probably began in the United States in1813 (Bellows &Estep, 1954) when army
General Lewis Cass submitted to the War Department an evaluation of each of
his men using such terms as "a goodnatured man" or "knave despised by all."
Although the man-to-man ranking by the department is not frequently used in
industry or in appraising performance, it can be an effective method for
determining the order of layoffs. In fact, in the late 1960sit was used by many
companies that experienced cutbacks in government contracts to make layoff
and retention decisions (Patten, 1977). This technique was known as the
"totem approach" to personnel cutbacks. After World War I,many of
individuals associated with the work of the man-to-man appraisal secured
positions in industry, in part because of business leaders were impressed by
the contribution of industrial psychologists to army research. Despiteearly
criticisms (Rudd, 1921), the graphics rating scale increased in popularity and
remainspredominant today. Just prior to and during World War II, the army
again sought assistance from psychologists to improve its rating system. The
outcome of these research efforts included the forced- choice and the critical-
incident approach to merit rating (Flanagan, 1949; Sisson, 1948). Appraisal of
industry employees became popular only after World War I, and appraisal of
managers was not widely practiced until after World War II. By the early 1950s,
appraisal was an accepted practice in many organizations. In 1962,
performance appraisal was conducted in 61 % of the organization surveyed
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(Spriegel, 19620) and typically top management was exempt from such ratings
(Whistler &Harper, 1962). After the passage of the 1964 civil Right Act and the
1966 and 1970 Equal Employment Opportunity Commission (EEOC) guidelines
for regulation of selection procedures, legal considerations exerted strong
pressure on the organization to formalize their appraisal systems (De Vise,
Morrison, Shullman&Gerlach, 1986). Federal legislation and the civil rights and
women's movements of the 1960s and 1970s created the need for rapid
improvements in organizational appraisal practices. Several surveys of business
organizations have indicated that between 74% and 89% of those surveyed
have a formal performance appraisal &Villere, 1979; Lazer&Wilkstrom, 1977).
Further, surveys concerning the prevalence of formal appraisal systems
indicated that approximately 765 of the city governments and 100% of the
state governments sampled had appraisal systems. Large organizations were
more likely to have performance appraisal than smaller organizations (95% and
84% respectively), and (74%) to middle (71 %) management levels were more
likely to have formal appraisals than top management (55%)
(Lazer&Wilkstrom, 1977). Finally, in a recent study, approximately 96% of the
organizations surveyed that had an industrial/organizational psychologist on
staff also had at least one formal performance appraisal system (Cleveland,
Murphy, &Williams, 1989). In general, then, performance appraisal appears to
be nearly universal, and the apparent importance of performance appraisal as
a tool for managing human resources has increased. DeVires and colleagues
(1986) point out two particular trends in the practice of PA during the past 30
years. First, appraisal methods have evolved from traits and essay approaches
to such behavioral and results- oriented methods as Behaviorally Anchored
Rating Scales (BARS) and Management by Objectives (MBO). A second trend
isthat the number of uses of PA in organizations has increased during the past
30 years. The earliest use of performance appraisal was as a basis for
administrative decisions such as promotions, salary increase and so on.
Throughout the 1960s and 1970s, however, performance appraisals were
increasing used for employee development and feedback, corporate
planning,legal documentation, system maintenance, and research. Finally,
performance appraisal represents one of the least popular aspects of human
resource management. As Meyer (1991) notes performance appraisal is one of
the most frequent sources of dissatisfaction in the entire human resource
system; neither supervisors nor subordinates look forward to appraisal, and
neither is likely to be totally satisfied with the appraisal system in their
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Reviews of Employees:
1.TCS
2.CSS CORPORATION:
3.INFOSYS:
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4.APPLE:
5.AMOZON:
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6.MICROSOFT:
7.WALMART:
8.P&G:
Good work environment and culture. Teammates are supportive and the
management is transparent. There is a huge cafeteria and gaming arcade for
chilling.
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9.WIPRO:
Great really Great place to work. A Peaceful work environment. Great Team
with a helpful attitude. The company encourages learning and provides
vouchers for the successful completion of certification.
10.HCL:
11.TECH MAHENDHRA:
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12.ITC:
ITC Limited with its 100+ years of business, has mastered the art of retaining
the best talent providing its employees freedom to excel in their roles,
mutually agreed KPIs, robust appraisal system and clear visibility of growth
opportunities. Very caring on and off the job. Best one can expect in the
industry.
13.L&T:
The few good things about working at L&T include: Job Security, Salary,
Growth opportunities. However, these things are overshadowed by poor work
environment with not much scope to learn and the fact that you will be posted
in very remote locations.
14.VALUE LABS:
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15.HUL:
16.TOYOTA:
17.RELAINACE:
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is good for all workers and our company provided all safety equipment and it is
very good to us..it is largest grinding plant in india... It cement quality also are
very good it.
19.BAJAJ MOTORS:
Good work environment and culture. Teammates are supportive and the
management is transparent. There is a huge cafeteria and gaming arcade for
chilling. Company policies are good,appraisals are fair and they give good
salary hike and bonus every year.
20.HDFC:
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INDUSTRY PROFILE
CHAPTER-3
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INDUSRTY PROFILE
A Study on performance appraisal:
INTRODUCTION
With the start of industrial revolution in India around 17'' and 18" century
gave rise to growth of establishment of industries in India. Right from that
stage industries have been developing. With the increasing growth in demand
on back of rising income, expanding middle class and young population base, in
addition to a large pool of skilled manpower and growing technology, will
propel India to be among the world's top five auto-producers by 2015. India is
also one of the key markets for hybrid and electric medium-heavy-duty trucks
and buses. India is an extremely important market for Hyundai. The Indian
automobile sector is poised for steady and strong growth in the future. The
Indian automobile industry holds good growth potential for the mid-term and
long term horizon, as per Mr. Bo Shin Seo, MD and CEO, Hyundai Motor India
Ltd (HMIL). Moreover, Ford Motor Co plans to convert India into global
production centre for compact cars, once its Sanand plant in Gujarat comes on
stream in 2014, under a project codenamed 8562 that may induce three
different compact cars from the same platform. KEY STATISTICS The Indian
automobile industry produced a total 1.69 million vehicles including passenger
vehicles, commercial vehicles, three wheelers and two wheelers in August
2013 as against 1.56 million In August 2012, registering a growth of 8.18
percent over the same month last year. The cumulative Foreign Direct
Investment (FDI) inflow into the Indian automobile industry during April 2000
to July 2013 was recorded at US$ 8.932 million, amounting to 4.5 per cent of
the total FDI inflows (in terms of U55). as per data published by Department of
Industrial Policy and Promotion (DIPP), Ministry of Commerce. The overall
automobile experts grew by 2.03 per cent during April-August 2013,
Furthermore, the production of passenger vehicles in India was recorded at
313 million in 2012-13 and is expected to grow at a Compound Annual Growth
Rate (CAGR) of 13 per cent during 2012-2021, as per data published by
Automotive Component Manufacturers' Association of India (ACMA).
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Road a head
India is probably the most competitive country in the world for the automotive
industry. It does not cover 100 per cent of technology or components required
to make a car but it is giving a good 97 per cent," highlighted Mr. Vicent Cobee,
Corporate Vice-President, Nissan Motor's Datsun. The vision of AMP 2006-
2016 sees India, "to emerge as the destination of choice in the world for design
and manufacture of automobiles and auto components with output reaching a
level of US$ 145 billion; accounting for more than 10 per cent of the GDP and
providing additional employment to 25 million people by 2016."
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The cumulative EDI inflow into the Indian automobile industry during April
2000 to July 2013 was recorded at US$ 8,932 million, amounting to 4.5 per
cent of the total WI inflows (in terms of US$), as per data published by
Department of Industrial Policy and Promotion (DIPP), Ministry of Commerce,
Government of India.
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Environment & Forests and Ministry of Petroleum & Natural Gas also have a
vital role in the formulation of automotive regulations and standards in India.
The major acts governing the automotive sector in India are
• Motor Vehicles Act, 1988 (MVA)
• Central Motor Vehicles Rules 1989 (CMVR)
MSRT&H has constituted some committees are formed to advise the ministry
on Safety and Emission Regulations. These are:
• Central Motor Vehicles Rules-Technical Standing Committee (CMVR-TSC)
• Standing Committee on Implementation of Emission Legislation (SCOE)
Central Motor Vehicles Rules-Technical Standing Committee (CMVR-TSC) was
formulated to receive draft recommendations from other committees, such as
Automotive Industry Standards Committee and Bureau of Indian Standards,
and to finalize and approve safety recommendations made by such
committees.
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COMPANY PROFILE
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Chapter 4
COMPANY PROFILE
LEELAKRISHNA TOYATA:
Dealer Mission:
Placing customer satisfaction first, integrating sales with service and service
parts in a single convenient location, we contribute to speedy and effective
service. Leela Krishna Toyota in Palacherla, Rajahmundry is a top player in the
category car Dealers- Toyota in Rajahmundry.
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VISION
We share a passion to build an emphasis brand focused on individual and
business needs to achieve organization excellence as a sustainable competitive
advantage.
MISSION
To recruit retain and develop a highly competitive diverse workforce that
supports the mission, vision and values of Toyota.
• Total Customer Satisfaction is our Mission. To achieve this, we will always
strive to improve Processes continuously and deliver Quality Service as per
Customer needs and thus build.
Shri.V.R.Deshpande memorial trust is a sister concern organization and also a
proud partner of Toyota as T-TEP (Toyota-Technical Education Program)
Institute, to develop career for rural students.
The journey of Viva Toyota in reaching this position took a long time. It
traveled a long journey to reach this position. In the initial it established its 3s
facility showroom in Hubli on 28" April 2001. Secondly in 3s facility showroom
Belga um on 30° October 2010. It established first sales is fadlity showroom in
Hebbal on 24° January 2011 which deals with only with the sales of Toyota
cars. On the same day it opened is and Zs facility stations in Hebbal and Kogilu
respectively. It started its 3s station at Hunsemaranahalli on 18" Feb 2012. 2s
station at Kogilu deals with service and spare parts of the cars and where as 3s
station at Hunsernaranahalli operates all the three functions i.e., sales, service
and spare parts.
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FACILITIES IN TOYOTA:
Toyota Private Limited provides the entire range of products and services
avail-able in the Indian Toyota market. Viva is the pioneers of new and services
available in the Toyota. The main aim of Viva is to increase sales and provide
quality service for customer satisfaction. There are three major facilities
providing by the Viva Toyota for the customers and they are categorized as
follows.
SALES OUTLETS
Viva has its own authorized service network divided in to certain sections
for ease cures of Toyota owners. There are service divisions, Toyota genuine
parts division, vehicle sale division. Toyota insurance renewal division, Toyota
accessories division and Toyota true value exchange division.
SERVICE OUTLETS
Viva Private Limited has about 6 service network available through
Karnataka for immediate service work. All workshops are ideally located in all
the cities. Expertise service personnel will be helping the vehicle problems.
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Breakdown, accident recovery vehicles are available to you round the dock.
Viva had the facilities for insurance renewal.
SPARE PARTS
Communications plays very important role for running spare parts
operations effectively and efficiently. Toyota spare parts department got with
online transactions. It connects TKM and Viva branch spare parts. Network
spare parts availability and other spare parts related enquiry can check with
through network system.
FINANCE:
All the financial activities are under the direct control of executive director.
Chief Accountant Officer is in-charge of all money transition in each
department. The team of finance and accounts record each and every
transaction with the help of system. Special accounting packages like tally and
excel are used by the organization for recording monitory transactions. This
department also deals with financial and budgetary control, accounting of
expenditure on works, costing of services and operation of facilitate cost
control, property, lease infrastructure, cost of stock, payment of salary,
managing funds, incentives and remuneration preparation of budget,
appropriation of accounts, treasury management, custody of funds, internal
and external records, debt administration, statutory and tax reports etc. the
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OBJECTIVES:
• Profit Maximization
• Wealth Maximization
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PERFORMANCE APPARAISAL
The term performance appraisal refers to the regular review of an
employee's job performance and overall contribution to a company. Also
known as an annual review, performance review or evaluation, or employee
appraisal, a performance appraisal evaluates an employee’s skills,
achievements, and growth, or lack thereof.
Companies use performance appraisals to give employees big-picture
feedback on their work and to justify pay increases and bonuses, as well
termination decisions. They can be conducted at any given time but tend to be
annual, semi-annual, or quarterly.
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are managing and meeting the goals expected of them, giving them guidance
on how to reach them if they fall short.
Ideally, the performance appraisal is not the only time during the year that
managers and employees communicate about the employee’s contributions.
More frequent conversations help keep everyone on the same page,
develop stronger relationships between employees and managers, and make
annual reviews less stressful.
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1. Ranking
2. Paired Comparison
3. Forced Distribution
4. Confidential Report
5. Essay Evaluation
6. Critical Incident
7. Checklists
8. Graphic Rating Scale
9. BARS
10.Forced Choice Method
11.MBO
12.Field Review Technique
13.Performance
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Ranking Method
The ranking system requires the rater to rank his subordinates on overall
performance. This consists in simply putting a man in a rank order. Under this
method, the ranking of an employee in a work group is done against that of
another employee. The relative position of each employee is tested in terms of
his numerical rank. It may also be done by ranking a person on his job
performance against another member of the competitive group.
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• Medical check-up
• Annual day
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• “SANTHE”
• Canteen facilities
• Family get-together
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The way the sender of a message uses language determines how the
other person interprets the message once received. This can include
tone of voice, choice of words, or even body language .
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THEORETICAL DATA
This chapter aims to explain the theoretical support from the mainstream
theories towards these fourteen principles
1. In order to better understand the Toyota Way model, each individual layer
(i.e. Toyota philosophy, process, people/partner and problem-solving) will seek
the theoretical support from the mainstream theories.
3. Theory of the business: Peter Drucker's (1994) theory of the business can be
used to link the Toyota Way Philosophy model.
5. Human resource management: These will seek the theoretical support for the
Toyota Way People and Partners model. Management the gies in the production
management domain
7. However, this section discuses the leadership theory and motivation theories
that the Toyota Way model uses to develop their leaders and employees
respectively.
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10. Hence, the theory of quality management and learning organization will be
reviewed. The Toyata Way Philosophy model: linking the theory of the business
Peter Drucker (Drucker, 1994) contended that every organization operates to a
"theory" of its business built upon an assumptive framework which guides and
nurtures the organization's activities.
1.Introduction
It is widely recognised within operations management that when it
comes to production and supply chain efficiency, not many companies can rival
Toyota Motor Corporation (TMC) (Finch 2008; Lander and Liker 2007; New
2007; Womack and Jones 2003). One aspect that sets Toyota apart from others
is its unique Toyota Production System (TPS), which integrates the people of
Toyota with its technical system. This socio-technical manufacturing system
was first published by Sugimori et al. (1977), followed by further dissemination
by one of Toyota’s founding engineers, Ohno (1988). At the very outset of his
book, Ohno asserts that TPS can be viewed not only as a unique and efficient
production system, but also as a philosophy of getting the best out of its people
(Toyota and its partners) through developing the human resources. Many
scholars (e.g. Dyer and Nobeoka 2000; Jayaram, Das, and Nicole 2010; Lander
and Liker 2007; Liker 2003; Monden 1998; Rother 2010; Spear and Bowen
1999; Womack, Jones, and Roos 1990) have since researched the TPS in detail,
and extensive literature on the TPS as a prescriptive set of tools, techniques and
management practices is widely available. TPS has more recently come to be
generalised globally as being virtually synonymous with Lean, or Lean thinking
(e.g. Womack and Jones 2003), through the mechanisms described as follows:
1. Literature review
The following review will attempt to delineate the central constructs
within the TW (and TPS, where relevant), and summarise previous empirical
research with the purpose of establishing our underlying theoretical model and
analytical methodology
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2. Methodology
Postulating the theoretical framework for empirical testing We
used the TW conceptual framework developed by Toyota (Figure 1) as the
starting point. The two constructs CI and respect for people in the conceptual
model are indicated by three measures (challenge, kaizen, and genchi
genbutsu) and two measures (respect and teamwork), respectively. Based on
the works of Rother (2010) and Womack (2007), as analysed in the literature
review, we justified the use of the above five measures to capture the
conceptual domains of their two underlying constructs. The labels given by
Toyota to the two constructs of their conceptual model may cause some
confusion with the labels given to their measures. For example, CI confounds
with the operational measure kaizen. We argued earlier (Section 2.1) that as
far as Toyota’s conceptual model is concerned the term ‘kaizen’ basically
means kaizen activities conducted by quality/work improvement teams. To
avoid label conflicts, we replaced the labels CI and respect for people with
process improvement and people development, respectively. We provide the
general meaning of these two constructs as follows: Process improvement is a
construct that captures the level of CI activities as reflected by the level of
kaizen activities, long-term focus (challenge), and tackling problems at the
source (genchi genbutsu) (Figure 1). If CI was to be measured through
responses from employees in a Toyota production line, much of the CI
activities would relate to eliminating waste (Shimizu 2007; Sugimori et al.
1977). People development is a construct that captures the degree of human
resource development that takes place in a culture that values problem solving
through teamwork and mentoring (Rother 2010; Womack 2007). In Toyota’s
conceptual framework (Figure 1), people development is termed respect for
people, which should not be interpreted as some kind of laissez-faire
leadership style (see Section 2.1). Propositions in the literature (e.g. Emiliani
2006; Liker 2003; Rother 2010; Schroeder, Bates, and Junttila 2002) suggest
that it is people development that actually enables process improvement. For
example, Emiliani observes the following: The correct practice of Toyota’s
management system – lean management – would require, at a minimum,
acknowledgement and practice by management of both principles: continuous
improvement and respect for people. However, most managers practice only
the first principle, continuous improvement, which greatly limits amount of
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4.Results
The factor structure based on the EFA The initial (un-rotated)
eigenvalues of the factors whose eigenvalue was greater than 1.00 were: 11.31
(this factor extracts 47.1% total variance); 1.22 (this factor extracts 5.1% total
variance); and 1.06 (this factor extracts 4.4% total variance). The eigenvalues
suggested that the 24 questionnaire items under review (the first 24
questionnaire items in Appendix 2) can be represented by three factors with
the possibility of eliminating the third factor (owing to its close to cut-off
eigenvalue). The scree plot (not shown) as well as the three-factor rotated
solution did not justify a third factor. Hence subsequently, SPSS was prompted
to generate two factors only. Table 1 shows the rotated (varimax) factor matrix
for both the three-factor solution (discarded) and the two-factor solution.
Results shown in Table 1 suggest that two unidimensional factors indeed exist.
Out of the 24 questionnaire items, 3 items (Q13, Q20 and Q24) did not show
evidence of a relationship with either of the two factors because these showed
weak loadings
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CHAPTER-5
DATA ANALYSIS & INTERPRETATION
Table No 1
Table showing customers’ knowing about Toyota cars?
Particulars No of respondents
Sales 54
Showroom 36
News paper 2
Hoarding 8
TV 0
Graph No 1
Graph showing customers’ knowing about Toyota cars
ANALYSIS
From the above table we can analyze that 54% of the respondents got to
know through sales, 36% from from the showrooms,8% by hoardings and 2%
got to know newspaper and none from TV
INTERPRETATION
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Graph No 2
Graph showing Toyota Company advertisement
ANALYSIS
From the above table we can analyze that 34%of the respondents have reported
advertisement is excellent, 54% of them have reported very good and 12%
found it neutral.
INTERPRETATION
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From the above data we can interpret that all the respondents are fully satisfied
or at least partially satisfied with the advertising since there are no negative
remarks
Table no 3
Table showing Rate of the Toyota sales person.
Particulars No of respondents
Excellent 30
Very good 36
Good 30
Poor 4
Graph no 3
Graph showing rate of the Toyota sales person.
ANALYSIS
From the above table we can analyze that 30%of them have felt excellent about
sales persons, 36% have felt very good and 30% have felt good but only 4%
have felt that it is poor
INTERPRETATION
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Form the data above we can consider that toyota sales persons are good and
satisfaction for the customers is high.
Table no 4
Table showing Awareness of all the models and prices of TOYOTA
Particulars No of respondents
Yes 65
No 35
Graph no 4
Graph showing Awareness of all the models and prices of TOYOTA
ANALYSIS
From the above data we can analyze that 65% of the respondents are aware of
all the brands of Toyota and 35% are still unaware about it
INTERPRETATION
Company will have still focus on awareness program of their company
prospectus. So that many people would know their products.
Table no 5
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Graph no 5
Graph showing offering finance providers.
ANALYSIS
From the above data we got to know that 64% of the respondents got financial
assistance from the dealers and 36% were unable to get the assistance .
INTERPRETATION
As we can see from the data few customers wanted finance and we must try to
achieve and help our customers to maximum extent.
Table no 6
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Graph No 6
Graph showing Sales person appearance.
ANALYSIS
Maximum number of customers have liked the appearance of the sales people.
Table No 7
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Graph No 7
Graph showing courtesy and friendliness
ANALYSIS
From the above data we can analyze that customers are happy about the friendly
nature of the services center.
Table No 8
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Graph no 8
Graph showing sufficient time allowed before deciding.
ANALYSIS
From the above table we can analyze that company does not pamper the
customers to take decisions in a hurry
Table No 9
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Graph no 9
Graph showing sales person knowledge about vehicles.
Series2
Series1
ANALYSIS
From the above data we found that customers are satisfied with what
information sales men give
CHAPTER-6
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FINDINGS
Almost all the employees in the organization are employed between 1-2
years. There is a Toyota performance appraisal programmes impart world-
class skills training to young talents of rural Karnataka. For Training and
Development in Toyota TTTI provides a dedicated 3year programmee that
focuses on the holistic development of knowledge, skill, body, attitude. In
order to ensure that there is effective human resource management they
provide organizational learning as well as staff training and development. As a
result, due to performance appraisal has become a very important aspect of
promoting success in the company. With a structure that ensures the highest
standard of education, the curriculum offers a complete learning experience,
along with basic subjects, recreational activities and comprehensive
evolutionary programmes on automobile assembly, automobile paint,
automobile weld and mechatronics, Inaddition, students are given practical
training by applying world renowned” Toyota Production System’s to the
various manufacturing processes at the Toyota Plant in Biadi. The training
program supports skilled trade internships for its workers, in house training
apprenticeship and programs, career planning services, online employee skills
inventory and online training programmes
Employees can be motivated by appraisal through the performance and
giving rewards to get them satisfy.
through the performance appraisal we can also increase the turn over of the
company
Self-development. Performance can also serve as an aid to employee self-
development
SUGGESTIONS
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Potential Challenges
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Overloading supervisors:
Employee resistance:
CONCLUSION
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Bibliography
Anderson, G. C. (1993). Managing Performance Appraisal Systems. Oxford:
Blackwell. Carter, C. (1994). Human Resources Management and Total Quality.
USA: Amacon . Cocca, P. a. (2010). A Framework to Assess Performance
Measurement Systems in SMEs. International Journal of Productivity and
Performance Management, 186-200
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QUESTIONNARIES
Q1. In your Opinion Performance Appraisal is?
a. Evaluation of Employees
b. Promotion of Employees
c. Job Satisfaction of Employees
d. Motivation
meaningful goals?
a. Yes
b. NO
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Q7. Do you think that the performance of employees improves after the
process of performance appraisal?
a. Yes
b. No
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