Improving Organisational Performance Table of Contents Table of Contents 2 Introduction 3 Business Case for Performance Management at Toyota 4 Business Case for Performance Management at Ford Motor 6 Difficulties, Challenges and Implications Encountered By the Performance Management in Toyota 9 Difficulties, Challenges and Implications Encountered By the Performance Management in Ford 11 Mitigating the Challenges Faced by Toyota 12 Mitigating the Challenges faced by Ford 13 Limitations of the Proposal 14 Conclusion 16 References 17 Bibliography 22 Introduction In this era of industrialisation, the social and economic advancement of the individuals within a society …
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This can be possible only with the accomplishment of employee objectives with shared values encompassing that of the organisation at large. It is also known as the process which is utilised in order to enhance the performances of the employees by developing a uniform organisational environment. Performance management not only concentrates on the enhancement of organisational productivity, but also emphasises over a particular department or a process. This process is entirely utilised in organisations in order to enhance the effectiveness and skills of the employees resulting in intensification of both individuals as well as organisational productivity. ...
The objective of this assignment is to highlight the importance of performance management system in both Toyota Motor Corporation and Ford organisation. Moreover, it also focuses on the key factors of both Toyota and Ford Motor, which are responsible for enhancing the level of performance perceived by the employees. It also highlights the varied challenges faced by these organisations due to the implementation of performance management approach along with suggesting certain resolving techniques. Business Case for Performance Management at Toyota Toyota Motor Corporation (TMC) is a reputed multinational vehicle manufacturing conglomerate in the global scenario. It was developed in the year 1924 by Sakichi Toyoda. The head office of Toyota is situated in Japan. It is a spin-off from the parent organisation and operates in more than 160 countries all round the globe. In addition, it is the leading vehicle manufacturing organisation of Japan comprising of more than 40 percent of the total market share in this segment. Notably, it was able to earn total revenue amounted to ? 18.99 trillion along with a profit margin of ? 408.18 billion within the first quarter of 2011, which certainly enhanced its corporate image and brand port folio amid the market investors. Toyota is one of the market leaders in the global automobile sector. In order to preserve its leading position, it frequently attempts to offer varied types of innovative products to its customers in order to enhance their rate of dependency and loyalty. It would also help in lowering the switching cost of the customers, leading to the reduction of business risks. This can be attained only through team effort and dedication of the employees. The management of
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Improving Organisational Performance. ‘Performance management’ is a term which is used to assess the acts of an individual employee and to certify if his/her performances are suitable for the job. It is a modern approach used by the management of an organisation for continuously improving the employees’ performances.
Performance management can be defined as a systematic method through which the organisations tend to observe its employees as individuals as well as members of the group, in enhancing the competence of the organisation in the attainment of the group mission as well as objectives (US Office of Personnel Management, 2012).
The paper outlines the importance of High Performance Work (HPW), giving more insight on the business case research and High Performance Work practices that are used by different companies. With the HPW practices improving employee performance, the paper indicates that the case does not come without challenges.
Human resource personnel must ensure that the reward system is properly aligned with the strategic goals of an organisation. According to Armstrong & Murlis, “Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization”(Armstrong & Murlis, 2007).
The author states that there are only a few corporations in the world that have been able to continuously exceed the expectations, delivery unmatchable quality and stand back up every time they fall down. Toyota Motor Corporation, without any doubts, is one of them and its 75 years history is the testimony.
Dynamically and rapidly changing workplace and globalized economic state of the world has propagated the development of organizational performance as is associated with the development of individual performance, skills, knowledge and experiences (Convey, 1989; Convey, 2004; Jones et al., 2000).
Organisational development is about the ability of an organisation to retort to the changing external environment. It helps in increasing the capability of the organisational internal structure, human resource management, leadership skills and the communication to motivate the employees’ in terms of their performance (Denison & Spreitzer, 1991).
Both companies have international presence because they have plants in to other countries. In addition, they export their automobile and spare parts to other countries. Their sales have global presence as their vehicles are purchased in different countries. However,
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