Toyota Way style human resource management in large Chinese construction firms: A qualitative study

Abstract

The Toyota Way model is known to be a comprehensive management framework with two main two objectives: continuous improvement and respect for people. In contrast to the enormous amount of attention focused on lean tools and process-oriented improvement, less is known about the softer aspects of such practices. The purpose of this paper is to explore the current practices of people management within large Chinese construction firms and their relevance to the Toyota Way. Addressing the gaps identified can help Chinese construction firms understand the missing link of human resource management practice in the lean context. This paper is qualitative in nature and is based on semi-structured interviews with 27 Chinese construction industry professionals. Several practices associated with the Toyota Way style people management have been identified in this study, including selectivity in recruitment, training and individual development, teamwork, motivation and organizational support. The research determines which of the practices from a range of generally recognized Toyota Way people management were in fact followed and which are currently not used. Additionally, the potential hindrances to several practices, which were seen to be implemented only with difficulty, are also identified. The results will be of value to readers with interests in lean production, human resource practices, the Toyota Way and the management and implementation of human resource management in the context of lean or within project-based firms, such as construction firms. The limitations of this study are that small and medium enterprises are excluded and that the sample contains unequal numbers of interviewees from private firms and state-owned enterprises, which would potentially affect the generalization of the implementation of Toyota Way style people management to the entire construction industry in China.

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