Toyota UK Ltd

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Abstract
Examines how Toyota′s worldwide HRM practice has been developed to sustain the Toyota Production System. Explains how, in setting up the European assembly plant in the UK, Toyota has been faced with both strong forces for international consistency in HRM practices and strong local cultural forces calling for differentiation. Analyses this dialectic of forces by critically examining Toyota′s emergent HRM practices at its UK plant. These HRM practices are intended by the company to promote the four goals of employee integration with the organization; employee commitment; workforce flexibility and adaptability; and, finally, an emphasis on quality. Evaluates the evidence.

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