Developing People

Abstract

We mentioned in earlier chapters the Toyota concept of Jidoka, separating people from processes and the parallel concept of ‘respect for people’. There are undoubtedly paradoxes in the macroeconomic benefits of flexible labour markets and the microeconomic benefits of people development and empowerment. As in our later discussion of approaches to flexibility, which include flexibility of hours worked, we shall discuss how companies have tried to develop their workforce, while at the same time maintaining some labour market flexibility.