It does appear that the TPS as an institution has become unstuck in the face of behavioural reality in an alien culture. Toyotas unitarist, family-oriented philosophy probably led the MNC to believe that its Indian operation would be easily co-opted into its worldview.

Organisational Justice: A Senian Perspective - Samir Shrivastava Robert Jones Christopher Selvarajah Bernadine Van Gramberg 9 November 2014 / Published online: 22 November 2014 Springer Science+Business Media Dordrecht 2014 (Case has been abridged)

Note;

HRM30002 FINAL ASSESSMENT

In your responses you will need to integrate relevant theories, frameworks and other learning material in International Human Resource Management

As in previous case studies reviewed during the unit, you can make some assumptions to justify and clarify your answers.

Any sourced material will need to be in-text cited and referenced accordingly.

Provide a short answer (400 to 500 words excluding references) to the four following questions. (each question is worth 10 marks)

1. Explain what you think are 3 key learnings that Toyota could and should have taken out of the initial early years of setting up TKM? Justify your answer. Why do you think problems still persisted over a long period of time?

2. Identify four of Hofstedes cultural dimensions that Toyota could have considered when setting up HRM process, policy and procedures in India. Justify your answer. Explain the impact that these dimensions could have had on HRM process, policy and procedures over the course of this case.

3. Should have Toyota adopted standardised HRM practices of Japan or localised HR practices from the host country (India)? What are the advantages and disadvantages associated with each approach? Explain the convergence vs divergence hypothesis debate within IHRM. How might this theory be applied in this case?

4. What role could have HRM played within Toyota to foster ethical behaviour in this venture? What challenges do MNCs face in fulfilling their Corporate Social Responsibility (CSR) obligations as they grow international operations?