From Manufacturing Operations to Outstanding Performance: The Mediating Influence of Organizational Citizenship Behavior and Employee Engagement Through the Kaizen-Horenso Approach
Abstract
This study examines the effects of the Kaizen work culture and autocratic leadership on Horenso work performance, with employee engagement and organizational citizenship behavior (OCB) as mediating variables, in a Japanese culture-based textile manufacturing company in West Java, Indonesia. Using a quantitative, descriptive-verificative approach, data were collected from 90 respondents comprising operators and first-line managers. Partial Least Square Structural Equation Modeling (PLS-SEM) was employed for data analysis. The findings reveal that the Kaizen work culture and autocratic leadership significantly influence Horenso performance both directly and indirectly. However, Kaizen demonstrates a more consistent and positive effect by enhancing employee engagement and OCB, which subsequently improve performance outcomes. Mediation analysis confirms that OCB and employee engagement serve as significant mediators between the Kaizen work culture and Horenso performance, but not between autocratic leadership and performance. Overall, the results highlight that fostering a continuous improvement culture, alongside strengthening employee engagement and voluntary behaviors, is more effective in achieving Horenso-based performance excellence than adopting an autocratic leadership style.
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References
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DOI: https://doi.org/10.17509/jbme.v10i3.89068
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