“this year’s decline in the car market is due to a number of causes, and the rate of growth may continue to fall. But this is not a normal state of affairs, and the future will return to a reasonable level of growth.” liu ming, director of the automotive industry department of the national information centre, indicated. In recent days, according to the latest data on car sales: in may, the total volume of chinese cars sold was 10,000, a decline of % in the ring ratio and of % in the same year, which is still unchanged from previous months. Data show that china’s overall car market has been depressed since this year, mainly as a result of “micro-growth” in the car market. In this context, the top 10 car manufacturers, the main sales force, are also affected. In response, there was a great deal of debate among the industry, and there was a great deal of concern about the future of the chinese automobile market. But it is an inescapable fact that the sudden onset of the valley did surprise the entire automobile industry. In particular, in order to meet the market's “flammation”, which had been preceded by the establishment of a number of high-capacity and high-target vehicles, the situation has changed dramatically, and how can a car company, which is the main vehicle market, cope with market downturns? In june, when china's automobile industry experienced a mixed average of 1 and a high stock of automobiles, it was in the middle of a price war. In june, it was the traditional sales season in the automobile industry. In guangdong, many bmw distributors in guangdong recently reduced prices. Among them, guangzhou's bmw 5 series received the highest discount of $130,000. Bmw's 5 base price premium was set at the twelfth anniversary shop, and guangzhou's guangdÉe launched bmw 5 as a car-buyer. Not only bmw, but also audi, jaguar, volvo and other luxury car brands xx were down in may of that year. In may, mainstream car manufacturers, such as the public, the shanghai public, the general public, and beijing modern, all experienced negative growth. Starting last year, car dealers faced increased financial costs, broken financial chains and serious losses, with financial pressure to sell vehicles at low prices to clear their stock, with retail and factory prices running upside down. This has drawn the attention of the chinese association of automobile circulation, which last december submitted to the ministry of industry and communications a report on the high level of stock held by car dealers, causing large losses. Unfortunately, this did not attract sufficient attention from auto manufacturers. As the growth in the car market slowed further this year, many car manufacturers continued to release production as planned. Dealers continued to have high levels of stocks even in may of the boom season. According to the data, in may this year, the national dealer stock alert index was %, which, although down by a percentage point compared to april, was 8% higher and remained above the alert line. The imbalance between supply and demand eventually triggered a price war. The shanghai public, which has traditionally been the strongest price, was the first to shoot down the official price in april, while the industry was surprised to see the market swoop. One, the public, beijing modern, long-arnford, east wind, shanghai general, and so on, nearly 10 mainstream joint ventures followed the announcement of official price reductions. And with the rapid growth of the two sub-markets, suv and mpv, autonomous brands once reversed last year's decline and this year's positive growth momentum emerged. However, not only does the sales of cars continue to decline, but the growth of suv and mpv also slowed markedly. In the face of shocks, it is difficult to be alone even in the great wall h6 where suv sales are steady. The great wall automobile recently announced that, from 19 june to 30 september, consumers would receive a $6,000 discount for the haft h6 sports version and $5,000 for the haft h2 car. The two best-selling suv models directly import price reductions from the car market to the suv market. In may of the year, china used a wide range of car sales analysis units: 10,000, per cent of the data, in addition to some manufacturers’ official announcement of price reductions, many brand distributors had to join the price reduction camps in order to ease the financial pressure on their own sales. According to the data, from january to may this year, we sold 10,000 cars and 10,000 cars, representing an increase of % and % over the same period, a drop of % and percentage points between january and april and a fall of % and percentage points over the same period of the previous year, and a decrease of % and % for commercial vehicles. Of these, 10,000 cars were produced in may, and the ring ratio decreased by % each year; 10,000 were sold by % and the ring ratio decreased by % each year; of these, 10,000 were sold by car, and the ring ratio decreased by % each year; and 10,000 were sold by commercial vehicles, and the ring ratio decreased by % each year. Not only did domestic vehicles become low, but chinese imported vehicles, which had been growing at a high rate for 10 years, had turned around and saw both supply and demand decline. According to customs data, in april xx, the total number of car imports was 10,000, a decrease of % over the same period of the previous year; the total number of car exports was 10,000, a decrease of % over the same period of the previous year. In january-april, a total of 10,000 vehicles were imported, a decrease of % over the same period of the previous year; a total of 10,000 were exported, a decrease of % over the same period of the previous year. The sales of chinese cars, suvs and mpvs continued to go down, and the growth of suvs and mpvs slowed significantly. In may, 10,000 cars and 10,000 cars were sold, the ring ratio was down % and %, and the year was down % and %; the suv was sold for 10,000 and 10,000, the ring ratio was down and %, the year was increased % and %; and the mpv was sold for 10,000 and 10,000, the ring ratio was down and %, the year was increased % and %. In may xx, china ranked in the broad best-seller pattern as follows: how to build harmonious employee relationships, create harmonious workplaces, enhance staff professionalism and organizational performance is of great importance for enterprises to become more competitive and grow. Based on the practical aspects of the day-to-day labour management in hiroshima, and in conjunction with toyotaway and the concept of labour management in hiroshima, this paper focuses on the conceptualization, basic content, operational mechanisms and practical tools of day-to-day labour management with a wide range of toyota characteristics, and proposes specific responses in the light of the main problems faced by the system in its practical aspects. Keywords: personnel and labour management; day-to-day labour management; toyotaway 1. Against a background of improved market economy and increased competition in the market, as well as profound changes in the socio-economic structure, which complicates employee relations. A harmonious and stable employee relationship is not only an important guarantee of the overall development of the enterprise, but also a “barometer” and “windbench” of social harmony. At the present time, the relations between employees are generally harmonious and stable, but there is also a pattern of irregularities and violations of the legitimate rights and interests of workers by some employers. Deep-rooted contradictions and problems in economic and social life will also be reflected to varying degrees in labour relations, which complicates labour relations and increases labour disputes from year to year, as in the case of the fuscon 13 jumps and large-scale fighting in manufacturing industries in various regions. Figure 1 shows the number of labour disputes handled by the guangzhou city court from 06 to 12: the white paper on labour disputes in guangzhou city, which is a source of data, particularly in the labour-intensive manufacturing sector, has been the subject of labour disputes due to labour conditions, work content and treatment issues, which pose serious challenges to the proper operation of enterprises. Hong kong has also experienced labour problems among suppliers across china, such as seven large labour disputes in xx years, as shown in table i. The number of labour disputes that occurred in xx years in the first guangya toyota supplier is estimated at xx years. There is a direct causal link between the assessment of an organization's work and management environment and key performance indicators. Fortune's best employers in the united states have also shown that the share price of highly qualified companies is 12 per cent higher than that of other companies within standard poor's 500. The table below shows a significant increase in customer service satisfaction, loss of staff, productivity, profitability, safety, etc. In highly dedicated organizations. Compared with the top 50 per cent of the top 50 per cent of the top-of-career organizations, performance indicators to improve customer service satisfaction and increase productivity and profitability increase safety 86 per cent, 70 per cent, 70 per cent, 44 per cent, and 78 per cent; source: chen guoxao. An effective way to improve business performance through a staff respect survey. Harmonious and stable employee relations have a direct impact on enterprise survival and development, and how to build harmonious employee relations has become an important topic in the management of employee relations in enterprises. Erm is the enterprise's human resources system in which managers and human resources function managers at all levels, through the formulation and implementation of human resources policies and management practices, as well as other management communication tools, regulate the interface and impact between the enterprise and its employees, employees and employees in order to achieve organizational goals and ensure added value for employees and society。it originated in modern management practice and replaced the concept of labour relations with the introduction of peter druk's concept of “human resources” and the beginning of a shift from traditional personnel management to human resources management, moving from confrontation to greater cooperation between workers and employees. The term “employee relations”, which distinguishes between employee and labour relations, is derived from the western system of human resources management, and the theory of staff relationship management has evolved over a hundred years of exploration. Industrial relations are the product of a capitalist system, and the theory of industrial relations was introduced by marx in the mid-19th century. As the economy and system have evolved over the centuries, a concept that replaces industrial relations from the perspective of human resources management: management of employee relations. The management of staff relations is based on the search for collaboration and solidarity between employees and employees, thus enhancing the cohesiveness and competitiveness of enterprises, more effectively shaping their image, meeting the basic needs of employees on the basis of mutual respect and understanding, and working to create a cohesive corporate culture in order to better achieve the objectives of enterprises. Figure 2 this concept, first introduced by argyris in the 1960s in the book understanding the conduct of organizations, emphasizes the existence of implicit, informal mutual expectations in the relations between organizations and employees, in addition to those provided for in formal written labour contracts, which are equally important factors in determining the conduct of employees. Staff members are motivated to join the organization and wish to use it to meet their multiple levels of needs; the organization also has a specific purpose in recruiting and training its staff to achieve its objectives. The definition of individual and inter-organizational responsibilities cannot be fully reflected in a written employment contract, but each employee, deep inside, has a clear understanding of what he or she should do for the organization, what he or she should pay for it, what he or she should pay for it. The psychiatry contract for staff relationship management provides that in the management of staff relationships, emphasis should be placed on guiding the psychiatry contract, communicating effectively with the staff, matching the needs of the staff and maintaining the fairness of the management policy in order to maintain a good psychological contract and create harmonious employee relations. Theory of z, the author of the z theory, which had a significant impact in the 1980s, introduced the theory of “z-type organizations” in his book through extensive business research. In his view, “the key factor in increasing productivity is the sense of belonging and identity of the employee in the enterprise”, so that the enterprise should be governed democratically, i. E., by the participation of the employee. His theory is that, following the x and y theories of the science of behaviour, a study of the behaviour of human beings rises from that of individuals to that of groups and organizations, considering that the conduct of human beings is not merely an individual act, but an act of whole. The main points of the z theory are: long-term employment; trust in human relationships; equality of employees; humanized working conditions and environment; elimination of monotonous work; implementation of multi-purpose capabilities; and attention to the development and active use of human potential. The z theory provides a concrete management model for people-centred thinking, the key to which is staff participation. In 1943, in a paper entitled " theory of human incentives " (hierarchyofneeds), abraham harold maslow presented a hierarchy of needs, arguing that human needs are hierarchical, ranging from low to high, and that they are biological needs, safety needs, social needs, respect for needs, and self-realization needs. According to maslo's theory, the intrinsic strength of individual development is the motive, which consists of needs of a variety of different natures, with a hierarchy of needs and levels of hierarchy; each level of need and satisfaction will determine the context or degree of individual personality development. The corporate culture is the sum of the highest objectives, values, fundamental beliefs and norms of conduct that are characteristic of the organization and that are shared by most of its members, and their reflection in the activities of the organization. Since corporate culture plays an important role in terms of soul, cohesion, discipline, guidance, motivation, etc., the construction of harmonious and stable employee relationships must be consistent with the corporate culture. The enterprise system is a mandatory indicator of employee relations and an important safeguard for regulating staff relations. Communication is the most important factor affecting staff relations, and if there are no channels of communication and the required feedback from enterprises, there will be many contradictions, which in turn will lead to a decline in staff enthusiasm and motivation and affect efficiency. On 1 september 2004, hiroyo toyota motors ltd. Was established with 50 per cent funding from the hirondelle group and toyota motors, japan, for a period of 30 years, with a total investment of $9. 2 billion in registered capital and an average age of 25 years. Since may xx, the company has been producing four high-quality vehicles, camry camery, yaris yarris, highlander, e ' z, with a total of two production lines with an annual capacity of 400,000. Based on the concept of a car-builder's business, the company aims to build toyota's global model plant, to uphold toyota's decades of automobile manufacturing, to serve a harmonious society through the creation of a better life through a car, and to provide its customers with excellent, safe and environmentally safe automobile products and sophisticated services. The number of employees in the corporate sector in the calendar year was 25 xx10 400 300 0xx100 50 xxxxxxxxxxxxxxxx xxxxxxxxx xx figure 3 data up to september xx, when figure 4※ was established in september, xx, 04, with 330 employees, up to september 13, 13, 1300, 25 times the number of employees; the organizational structure was also expanded rapidly, from 7 in 2004
