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Human Resource Development in Toyota Culture
The article first appeared in the "International Journal of Human Resource Development & Management." It addresses the role of HR in a lean enterprise, explores a major crisis of trust at Toyota's plant in Georgetown, Ky., and how it responded by reorganizing the HR function.

By Jeffrey K. Liker and Michael Hoseus
Introduction
From the founding of Toyoda Loom Works in the 1920s to the creation of Toyota Motor Co. in the 1940s, its leaders believed that the key to success was investment in its people (Liker, 2004).
The Toyota culture has evolved since the company's founding and is the core competence of the company. It is the reason why operations are lean, cars hit the market on time and on budget, chief engineers developing cars deeply understand the customer, company executives anticipate long-term trends and have clear strategies, and every employee (called a team member) is vigorously working on achieving the annual plan of the......

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Approximate Word Count: 10017
Approximate Pages: 41 (250 words per double-spaced page)

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