Abstract
Employee Relationship Management (ERM) plays a vital role in fostering a productive and engaged workforce, significantly influencing organizational success. This study examines the ERM practices at Anaamalais Toyota Pvt. Ltd. in Trichy, focusing on factors such as communication, work culture, work-life balance, and employee engagement. Through a survey of 50 employees, the research highlights the impact of managerial involvement, workplace environment, and employee satisfaction on organizational performance. Findings indicate that regular meetings, mutual respect, and career development opportunities enhance employee relationships and contribute to job satisfaction. The study also establishes a strong positive correlation between work-life balance and overall work environment, reinforcing the importance of a supportive workplace. Based on these insights, recommendations include implementing structured recognition programs, providing professional growth opportunities, and prioritizing employee well-being through wellness initiatives. By fostering a positive work culture and prioritizing employee relations, Toyota can further enhance its workforce morale and operational efficiency.
REFERENCES
Akpan, A. P., Okwudu, A. A., &Imagha, O. A. (2021).A study on employee relationship management.International Journal of Research Publication and Reviews, 2(11), 603-609.
Kumari, C. A., Rao, A. N., &Tentu, A. K. (2024). Employee relationships and its impact on organizational performance. Educational Administration: Theory and Practice, 30(5), 1-6.
Brhane, H., &Zewdie, S. (2018). A literature review on the effects of employee relation on improving employee performance.International Journal in Management and Social Science, 6(4), 66-74.
Ozola, I. (2018). Human resource management practices for employee turnover reduction: A literature review. International Journal of Progressive Research in Management and Social Sciences, 7(4), 12-19.
Idahosa, B. (2020). Assessing employee relations and organizational performance: A literature review.International Journal of Advanced Research in Business and Management, 1(1), 1-10.