Nissan Hr case study

Nissan Hr case study -an assignment which has presented Nissan’s leadership and management, training and development, and personnel management.

Nissan Hr case study

This job focuses on an organization’s people management, with a discussion of three of the most significant areas of people management. Nissan has been picked to do the assignment. An introduction has been produced to provide a high-level summary of the assignment. The suggestions have been included in order to examine the concerns concerning the aspects. The job has been completed, and a summary of the whole task has been provided.

Introduction

This work is about people management, which is an important aspect of every organisation. Within an organisation, different sorts of operations take place, one of which is managing the company’s employees. Some of the most significant components of people management within an organisation are around leadership and management, training and development, and talent management. Nissan has been picked for the assignment; it is initially a Japanese corporation. Nissan was founded on December 26, 1933, and has been effectively managing its company since since. The firm has grown to become one of the most successful vehicle manufacturers in the world. Makoto Uchida is the company’s CEO, and the company’s headquarters are in Yokohama, Japan

1. Leadership And Management

The performance of an organization is determined by the performance of its people, and the performance of its personnel is determined by how motivated and devoted they are to their jobs (Morkeviit, Endriulaitien, and Joien, 2019, p. 318). Motivating people to achieve their optimum performance is a job that the organization’s executives may accomplish. Organizational leadership has a significant influence on the overall functioning of the organization. A company’s future growth may be determined and shaped by good leadership. Nissan has risen to prominence as one of the world’s leading automakers. However, the image of the company’s prosperity was not always the same. The firm’s inception and growth have been made possible by exceptional leadership; this leadership has guided the organization along the road to success. The corporation presently has notable executives on its board of directors; independent directions also play an important role in the company’s leadership.

Organizational Leadership

The significance of leadership inside an organization cannot be expressed in words. However, only leadership can offer the desired outcomes for the organization; certain things must be done in addition to leading the organization. Among those essentials is management, since leadership and management go hand in hand (Dada and Godwin, 2018, p. 2396). These two factors work well together and help the organization. Leadership theories may aid in the clarity of leadership and management within Nissan. The transactional theory of leadership is perfectly linked with the leadership provided by Nissan’s executives. The first characteristic of transactional theory is that it believes in accomplishing short-term objectives, rather than forcing people to go after long-term goals (Milhem, Muda and Khalil, 2019, p. 40). Making short-term objectives may help an organization in a variety of ways. Nissan initially concentrated on developing their company only via Japan, which they accomplished quickly (Nissan.co.uk, 2021).

The transactional theory of leadership

Japan launched its first rocket manufactured by the firm in 1970. As a result, the company’s success may be attributed to their decision to concentrate first on their own rather than on international markets. The company’s executives give practical leadership; they help workers accomplish their objectives by giving them with proper training. Employees of the organization often get diverse training that benefits them in both their personal and professional lives. The organizational structure benefits the leadership of an oration; consequently, Nissan’s executives believe in sustaining the company’s corporate structure. The executives of the firm extract the finest performance from the employees with the aid of a suitable corporate structure, which is highly beneficial to the organization.

Transactional leadership

Transactional leadership is often less adaptable, although this helps the organisation as well. Being less adaptable allows for less possibility for change, which is absolutely beneficial to an organisation (Edirisinghe et al. 2018, p. 1129).

The organization’s executives encourage its personnel by citing external variables that are also advantageous to the company and its employees. Nissan follows the rule of rewarding employee performance, which inspires people to achieve better in the course of their job. However, transactional leadership may sometimes be demotivating for workers; it can also hinder employee inventiveness (Milhem, Muda and Khalil, 2019, p. 40). As a result, in order to maintain the flow of their development, the organisation must limit the downsides of transactional leadership.

2. Training And Development

Nissan not only controls the course of their company, but also masters the provision of several advantages to their employees, which aid in the development of their personal and professional careers. Nissan thinks that workers should work in a free environment and that they should be able to establish their own work schedule. The organization believes in delivering multiple training sessions to help workers grow their abilities regardless of religion, geography, or gender. Learning is an integral element of working in a firm, which is why the organization encourages employees to continue their careers while learning on the job. Nissan provides employees with the chance for personal growth via a human resource management policy. This policy permits employees to meet with their supervisors twice a year to discuss their progress. This allows workers to identify their weak spots and correct them as soon as possible.

Personal and Professional Career Development

Employees are instructed by their managers, who also assist them in developing their careers and strengthening their capabilities. Specialized tools are utilised to monitor employee growth, and the organisation executes various measures and procurements depending on the results. The organisation has declared that it believes in assisting employees in their personal and professional career development. Nissan M.O.V.E. until 2020 is a corporate concept that has launched various staff training initiatives (Nissan.co.uk, 2021). These training courses involve instruction on how to improve management and communication abilities. Employees are also given training to help them improve their leadership abilities. The organisation conducts training programmes based on the abilities that workers either lack or want to improve. Employees may benefit from training to improve their abilities, and the organisation can gain a number of competitive advantages (Aziz, 2019, p. 755).

Employee Data

Because of these training and development initiatives, the firm has become an employer of choice for its employees. 280 workers applied for many available positions in 2018 as a result of the company’s training initiatives (Nissan.co.uk, 2021). The corporation has also founded many institutions, one of which being Monozukuri University. Nissan Technical College and Genba Kanri Engineering School are also acceptable.

3. TALENT MANAGEMENT

One of the most important parts of the people management process is talent management. It is essential to consider the element so that the firm may grow at a quick pace. Talent management comprises of numerous factors that are handled by an organization’s HR department (Aziz, 2019, p. 760). Furthermore, Nissan takes the following steps for talent management and employee recruitment.

Strategy for employee talent planning

It is one of the most critical aspects in talent management, and Nissan has adequately planned for it. It develops applicable strategies for employee recruitment, and for this goal, the firm offers appropriate advertising to seek the needed skill in people (Böhmer and Schinnenburg, 2020, p. 325). As a consequence, individuals with such abilities are drawn to the organisation. Furthermore, Nissan takes the following initiatives to develop potential among its employees:

Talent acquisition

Nissan offers new hires with a variety of training opportunities to help them obtain the necessary skills. Furthermore, the organization organizes frequent training for its staff so that they are up to date on the newest technology developments. As a consequence, the organization stays current with technological advancements (Couch, Ross and Vavrek, 2018, p. 110). It is critical for businesses to remain current, and the firm fulfils the plan by giving workers with the opportunity to acquire talent

Retention of talent

It is obvious that Nissan must keep acquired personnel since those workers are important and their expertise may be streamlined for the good of the organization. As a result, Nissan ensures talent retention by carrying out numerous duties connected to the acquired talent (Dada and Godwin, 2018, p. 2400).

Management of performance

Performance management is one of the most significant components of organizations since it allows organizations to control the company’s performance. Nissan regulates the performance of its personnel for this reason by assigning them various tasks and projects that must be accomplished within a certain time frame. The company’s management, on the other hand, employs the performance management tool to monitor and analyze workers’ work. The management’s goal is to offer workers with a pleasant and productive work environment (Daubner-Siva et al. 2018, p. 80). This procedure guarantees that personnel are as efficient and productive as possible.

Learning and motivation

Learning is a process that occurs throughout a person’s life, and Nissan strives to improve workers’ understanding of their talents. Furthermore, motivation is an important aspect for the person since it is obvious that people may do significantly better with sufficient motivation and encouragement. However, the corporation takes employee motivation very seriously, and it aids the company’s development in a variety of ways. Nissan offers incentive in a variety of methods, including verbal assessment, prize distribution, and wage increments, among others (Oh et al. 2020, p. 902).

Career development

Nissan not only employs individuals, but it also cares about their professional growth (Sehrish et al. 2017, p. 552). It has previously been stated that the firm gives a variety of training opportunities to its workers, and that after acquiring needed skills, the organization promotes the personnel. As a result, the organization is very serious about its workers’ careers.

Planning for succession

The completion of the above-mentioned stages is followed by the succession planning of the organization. The management of the company makes several strategies for the development of Nissan.

Built to change theory

Lawler and Worley presented this hypothesis in 2006. Employee talent management, according to this notion, must be done in line with the success and growth of the organizations (Dockery and Knudsen, 2017). However, Nissan Motors applies this idea to the talent management process since it delivers training in line with the company’s development plans.

Recommendations

• Nissan has a number of initiatives and activities in place to help with talent retention. However, it is also critical to keep exceptional individuals inside the organization, and Nissan must do so by offering a competitive compensation

• It has been noted that workers are given duties and are maintained under the supervision of trainers so that their performance may be assessed appropriately. However, it is also vital for the organization to give extensive training to its executives and management. It is also critical for the organization to find qualified executives and managers so that the company’s duties and projects may be completed properly.

• One of the most significant components of talent management is the adoption of excellent communication inside the organisation, since it is a necessary part of the company’s success. It is obvious that organisations with better communication may grow significantly since employee communication allows the organisation to gather a diverse variety of thoughts about operations. Furthermore, the diversity of concepts assists the organisation in making the operations a tremendous success. As a result, it is critical for Nissan Motors to adopt effective communication with its staff in order to achieve great success.

Conclusion

A number of issues of people management in the context of Nissan Motors were taken into consideration while developing the job. There has been a short introduction to the concepts of management and leadership. In addition, the assignment has explored training and development in a concise way. Furthermore, a short overview of the company’s talent management system has been included as well. In addition, the job has addressed the many components of talent management as well as the ways in which businesses are favourably impacted by this process. Although there have been some suggestions for Nissan Motors to adopt, there have also been others that have been made because the consequences are beneficial to the company’s growth and ability to overcome the challenges

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