Article Per Year (5 Year)
p-Index From 2021 - 2026
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All Journal Amkop Management Accounting Review (AMAR) Vifada Management and Digital Business
Ahmad Mukhlis
Magister Manajemen, Universitas Bina Bangsa, Banten, Indonesia
Humanities Economics, Econometrics & Finance Environmental Science Library & Information Science Social Sciences

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The Effect of Work Discipline and Work Environment on Operational Performance through Work Motivation as a Mediating Variable in The Japanese Automotive Manufacturing Industry in Serang Regency Eka Suprayogi; Ahmad Mukhlis; Udin Suadma
Amkop Management Accounting Review (AMAR) Vol. 6 No. 2 (2026)
Publisher : Sekolah Tinggi Ilmu Ekonomi Amkop Makassar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/amar.v6i2.3857

Abstract

Employees in manufacturing companies play an important role in maintaining operational performance and achieving production targets. However, low work discipline, inadequate work environments, and weak employee motivation may reduce company performance. This study aims to examine the effect of work discipline and work environment on operational performance, both directly and indirectly through work motivation as a mediating variable. This research employed a quantitative survey method. Data were collected from 88 employees working at Japanese automotive manufacturing companies located in the Modern Industrial Area of Cikande, Serang Regency, including PT Yasunaga Indonesia, PT Nippon Seiki Indonesia, and PT Mitsuba Indonesia, using questionnaires. The analysis was conducted using Partial Least Squares – Structural Equation Modeling (PLS-SEM) with SmartPLS 4 software. The results indicate that work discipline has a positive and significant effect on operational performance. Work discipline and work environment also have a positive and significant effect on work motivation. However, work environment does not have a significant effect on operational performance, and work motivation does not significantly influence operational performance. Furthermore, work motivation was not proven to mediate the relationship between work discipline and work environment on operational performance. The study concludes that strengthening work discipline remains the most important factor in improving operational performance, while motivation programs and work environment improvements should be continuously evaluated to create stronger impacts on employee productivity.
The Role of Organizational Citizenship Behavior in Mediating Organizational Support and Employee Engagement on Organizational Performance Sukma Pratama; Ahmad Mukhlis; Angrian Permana
Vifada Management and Digital Business Vol. 3 No. 1 (2026)
Publisher : Yayasan Vifada Cendikia Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.70184/4jx7rk03

Abstract

Purpose: This study examines the pathways linking organizational support and Employee Engagement to organizational performance. Research Method: The study employed a quantitative design, with data collected during a single observation period. All 87 employees included in the research population were involved through a saturated sampling technique. Results and Discussion: The model estimation results demonstrate that organizational support and Employee Engagement both exert positive and significant effects on organizational performance. These two factors also encourage the development of Organizational Citizenship Behavior. In the subsequent pathway, such voluntary behavior was shown to contribute to strengthening organizational achievement. Implications: These findings indicate that improving the performance of regional government agencies cannot rely solely on formal regulations and divisions of responsibility, but also requires supportive work experiences, employees’ psychological engagement, and a willingness to make additional contributions to the organization. Originality: This research integrates organizational support, Employee Engagement, and OCB in one research model directed at the performance of local government organizations 
Co-Authors Angrian Permana Eka Suprayogi Sukma Pratama Udin Suadma