Purpose: This study investigates the relationship between employee performance and productivity in the manufacturing industry, focusing on the impact of Kaizen culture, motivation, and work discipline on employee performance. Research Methodology: The study employed a quantitative method approach, which involved a survey of 105 respondents from the manufacturing Industry in West Java, and the analysis of key performance indicators from several pilot case companies in Bekasi that implemented Kaizen techniques. Data were analyzed using the SmartPLS test. Results: Kaizen culture, motivation, and work discipline are vital for improving employee performance and productivity. Employee motivation directly influences the implementation of the 5S system, and the company meets employees’ needs for career development and information. Employee performance is influenced by motivation, discipline, training, and culture, with productivity as the mediator. Limitations: The generalizability of this study is limited by its focus on a specific industry and geographic location. Future studies should replicate the study across different industries and regions to increase the scope of the findings. Contribution: This study contributes to the current literature by examining how Kaizen culture, motivation, and work discipline boost employee performance and productivity in manufacturing. The results underscore the significance of these elements in enhancing organizational performance and offer practical suggestions for companies that aim to enhance productivity and employee engagement. Originality: This study is unique in its thorough examination of how Kaizen culture, motivation, and work discipline affect employee performance and productivity in manufacturing. Using quantitative methods and diverse data sources enhances originality and offers a deeper understanding of these factors.

Purpose: This study evaluates and fills this knowledge gap by providing empirical evidence of the relationship between green HRM practices and environmental performance based on the resource-based view, dynamic capabilities theory, and triple bottom line theory. Research Methodology: A detailed review of the empirical and conceptual articles related to this topic was conducted. An eclectic analysis and synthesis of evidence guided the development and presentation of the proposed framework. Results: A review of relevant studies revealed that GHRM practices  positively determine society’s sustainability through the adoption of environmental practices. Green human resource management practices have also been proposed to have a direct link to society’s sustainability and an indirect link mediated by environmental practices. This study is limited to green human resource management practices, environmental practices, and the sustainability of society. Contribution: This study provides a valid mechanism and useful insights for corporate organizations, entrepreneurs, researchers/scholars, policy makers, community leaders, and government, among others, to facilitate the use of human resources (HRM) practices as a means for improving environmental practices and sustainability of society.