Employee Engagement and Organizational Culture in Automotive Firms in Japan
DOI:
https://doi.org/10.53819/81018102t5210Abstract
The automotive industry in Japan is known for its competitiveness and demanding work environment, which can potentially impact employee engagement and organizational culture. Organizational culture refers to the shared values, beliefs, and behaviors that mould the overall working environment and atmosphere within a company. It plays an important role in employee engagement, which is the extent to which workers are emotionally committed to their work, the organization's goals, and its success. A positive organizational culture fosters employee engagement by providing a supportive and inclusive environment where employees feel valued, motivated, and empowered to contribute their best. This, hence, leads to increased productivity, higher job satisfaction, and lower turnover rates, ultimately benefiting the organization as a whole. Leadership plays a crucial role in driving employee engagement and shaping organizational culture. The study adopted the descriptive research design. The target population was 5 automotive firms in Japan. The study did sampling of 3 respondents that were selected from the target population of 5 automotive firms in Japan. Questionnaires were used to collect the data. The study concluded that factors such as long working hours, hierarchical structures, and traditional management practices impact employee engagement and the development of a positive culture. These challenges need to be addressed by automotive firms in Japan to create a work environment that promotes employee well-being, encourages open communication, supports work-life balance, and embraces innovative approaches. It was recommended that automotive firms in Japan should prioritize creating a work environment that encourages open communication and collaboration among employees at all levels. To enhance employee engagement and promote a positive organizational culture, automotive firms in Japan should invest in employee development and well-being programs.
Keywords: Employee Engagement, Organizational Culture, Automotive Firms, Japan
References
Baumgartner, C., Hartl, E., & Hess, T. (2021). New Workplace, New Mindset: Empirical Case Studies on the Interplay between Digital Workplace and Organizational Culture. In Innovation Through Information Systems: Volume III: A Collection of Latest Research on Management Issues (pp. 91-107). Springer International Publishing. https://doi.org/10.1007/978-3-030-86800-0_7
Boudlaie, H., Mahdiraji, H. A., Shamsi, S., Jafari-Sadeghi, V., & Garcia-Pereze, A. (2020). Designing a human resource scorecard: An empirical stakeholder-based study with a company culture perspective. Journal of Entrepreneurship, Management and Innovation, 16(4), 113-147. https://doi.org/10.7341/20201644
Chawla, P. (2020). Impact of employer branding on employee engagement in business process outsourcing (BPO) sector in India: mediating effect of person–organization fit. Industrial and Commercial Training. https://doi.org/10.4018/IJHCITP.2020070104
Cherian, J., Gaikar, V., Paul, R., & Pech, R. (2021). Corporate culture and its impact on employees’ attitude, performance, productivity, and behavior: An investigative analysis from selected organizations of the United Arab Emirates (UAE). Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 45. https://doi.org/10.3390/joitmc7010045
Dasgupta, M., & Dey, A. K. (2021). Mediating role of job crafting in the relationship between organisational culture and employee engagement. International Journal of Indian Culture and Business Management, 22(1), 89-109. https://doi.org/10.1504/IJICBM.2021.112588
Gabel-Shemueli, R., Westman, M., Chen, S., & Bahamonde, D. (2019). Does cultural intelligence increase work engagement? The role of idiocentrism - allocentrism and organizational culture in MNCs. Cross Cultural & Strategic Management, 26(1), 46-66. https://doi.org/10.1108/CCSM-10-2017-0126
Ganyang, M. T., & SE, M. (2019). The Impact of Organization culture and Work Environment on Employee Engagement and its Implication on Employee Performance of The Automotive Industry in Jakarta, Indonesia. Archives of Business Research, 7(9), 64-70. https://doi.org/10.14738/abr.79.6789
Hardcopf, R., Liu, G. J., & Shah, R. (2021). Lean production and operational performance: The influence of organizational culture. International Journal of Production Economics, 235, 108060. https://doi.org/10.1016/j.ijpe.2021.108060
Jain, R., Jayakumar, M., Christy, V., Singh, G., & Inamdar, A. M. (2023). The Effect of Organizational Culture on Employee Engagement and Job Satisfaction: A Hr Perspective. Journal of Survey in Fisheries Sciences, 10(1S), 6212-6225.
Lee, D. (2020). Impact of organizational culture and capabilities on employee commitment to ethical behavior in the healthcare sector. Service Business, 14(1), 47-72. https://doi.org/10.1007/s11628-019-00410-8
Misoska, A. T., Stefanovska-Petkovska, M., Bojadjiev, M., & Mileva, I. (2021). Investigation of Organizational Culture in Family Firms: Review of Existing Evidence and Application of the New Vox Organizations Model in Family Firms. Designing and Implementing HR Management Systems in Family Businesses, 101-120. https://doi.org/10.4018/978-1-7998-4814-1.ch006
Nahar, A., & Nigah, R. K. (2018). Ethical organizational culture-A way to employee engagement. Global Journal of Enterprise Information System, 10(4), 18-29.
Palumbo, R., & Douglas, A. (2023). The secret ingredient? Uncovering the effect of organizational culture on quality management: a literature review. International Journal of Quality & Reliability Management. https://doi.org/10.1108/IJQRM-03-2023-0077
Prayuda, R. Z. (2020). Continuous improvement through Kaizen in an automotive industry. Journal of Industrial Engineering & Management Research, 1(1b), 37-42.
Rakatu, V. L., Chandra, A. K., & Soma, M. K. (2021). Linking Transformational Leadership with Employee Engagement through Organizational Commitment and Organizational Culture. Orissa Journal of Commerce, 42(3), 96-108. https://doi.org/10.54063/ojc.2021.v42i03.08
Sagiv, L., & Schwartz, S. H. (2022). Personal values across cultures. Annual review of psychology, 73, 517-546. https://doi.org/10.1146/annurev-psych-020821-125100
Salvioni, D. M., & Almici, A. (2020). Transitioning toward a circular economy: The impact of stakeholder engagement on sustainability culture. Sustainability, 12(20), 8641. https://doi.org/10.3390/su12208641
Waheed, A., Waheed, S., Ahmad, N., & Karamat, J. (2023). Work engagement and organisation performance: the mediating role of innovative work behaviour and moderating role of perceived distributive fairness in manufacturing industry of Pakistan. International Journal of Business Performance Management, 24(1), 47-72. https://doi.org/10.1504/IJBPM.2023.127515
Wood, J., Oh, J., Park, J., & Kim, W. (2020). The relationship between work engagement and work–life balance in organizations: A review of the empirical research. Human Resource Development Review, 19(3), 240-262. https://doi.org/10.1177/1534484320917560
