IR Problems at Toyota Kirloskar Motor Private Limited

            
 
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Case Details:

Case Code : HROB088
Case Length : 16 Pages
Period : 2000-05
Pub Date : 2006
Teaching Note :Not Available
Organization : Toyota Motor Corporation, Toyota Kirloskar Motor Private
Industry : Auto and Ancillaries
Countries : India

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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"We have requested the government to intervene in the matter immediately and prohibit the lockout declared by the management which is illegal. The government should prosecute the management for violating labour laws and issue immediate relief to the dismissed employees such as reinstatement and payment of wages during the dismissed period."1

- Meenakshi Sundaram, General Secretary, Centre of Indian Trade Union, Bangalore, in 2006.

"How long can we put up with unruly behaviour? We would like to restore normalcy as soon as possible, but at the same time, we would not like to compromise on discipline."2

- A R Shankar, General Manager, Corporate Planning Division, Toyota Kirloskar Motor Private Limited, in 2006.

"There are another 11 people suspended by the management and we fear they may also be dismissed. We are officially supposed to work for eight hours but we are overworked sometimes. And we are treated in such a way, that we can't even take a bathroom break when we want."3

- R. Ravi, Union Joint Secretary, Toyota Kirloskar Motor Employees Unions, in 2006.

Introduction

On January 08, 2006, Toyota Motor Corporation's (Toyota)4 Indian joint venture company, Toyota Kirloskar Motor Private Limited (TKM) declared a lockout5 at its plant in Bidadi, Karnataka. The lockout came after two days of agitation by the plant's employees against the dismissal of three workers by the management. The strike was the outcome of an incident that occurred in February 2004 when the management suspended 15 employees on the grounds of disrupting work and for unruly behavior. In 2006, TKM dismissed three of these fifteen employees after a year-long investigation and appraisal of their performance. The management stated that the three employees had been dismissed due to their indiscipline and poor performance.

Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

In response to the company's decision, the employees belonging to the TKM Employees' Union (TKMEU) decided to go on strike.

They alleged that the three employees had been dismissed because they had been actively participating in the functioning of the TKMEU and demanded that they be reinstated. As of January 2006, TKM had 2,358 employees on its rolls at Bidadi. Of these, 1,550 workers were members of the TKMEU.

Rejecting their demands, TKM's management stated that workers once dismissed would not be taken back. The workers immediately went on strike. The management then declared a lockout stating concern for the safety of the plant and the workers as the reason. It also added that the lockout would continue for an indefinite period until the work atmosphere became peaceful.

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1] Bureau, "Union Urges Action against Toyota," www.business-standard.com, January 12, 2006.

2] Reuters, "Toyota Shuts India Plant," www.financialexpress.com, January 09, 2006.

3] Corporate Bureau, "Toyota Kirloskar Patch-Up Meet Fails," www.financialexpress.com, January 09, 2006.

4] Established in 1937, Toyota is a Japanese automaker. The company is the world's second largest automobile manufacturer with sales of ¥ 21,036.9 billion and a net income of ¥ 1,372.1 billion in 2005-06.

5] The withholding of work from employees and closing down of a workplace by an employer during a labor dispute.

 

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