THE CAUSAL RELATIONSHIP MODEL OF FACTORS AFFECTING THE WORK EFFICIENCY OF EMPLOYEES IN THE AUTOMOTIVE INDUSTRY

Abstract

The goals of this study were to: 1) confirm the causal relationship between the factors affecting the work efficiency of employees in the automotive industry; 2) confirm the success factors that affect this efficiency; and 3) develop, based on the study's findings, a manual guideline for the improvement of employee work efficiency in the automotive industry. Both qualitative and quantitative research are used in this study. The sample population used a specific selection as a sample selection to suit the research's objectives, including: (1) 7 experts for a focus group discussion to examine structural equation models from hypotheses, (2) 5 qualified individuals to assess the quality of the questionnaire, (3) 460 respondents for responding to the research questionnaires, and (4) 13 experts for a focus group discussion to evaluate the causal relationship model of factors affecting the work efficiency, and (5) 7 specialists in the assessment of the prescription for enhancing operational effectiveness. Questionnaires were the primary study techniques. The statistics employed included quantitative data analysis utilizing percentage, arithmetic means, and standard deviation as well as confirmatory component analysis by the AMOS statistical software. Qualitative data analysis involved summarizing the content of group conversations.

The findings revealed that.

1.Work-life balance, structural capital, and human capital are all factors that positively influence employee performance in the automobile business. Together, the three variables predicted the change in the performance variables by 50.80%. Additionally, the two components of work-life balance jointly predicted a change in the work-life balance component of 27.80%, demonstrating a favorable direct influence of human capital and structural capital on operational efficiency. The developed structural equation model was in agreement with the empirical data and demonstrated statistical significance at the 0.001 level.

2.The following factors exhibited statistically significant components in the causal link model at the 0.001 level: Work attitude, work self-concept, management abilities, and work skills are all parts of human capital. Knowledge management, dynamic adaptability, strategic human resource management, customer relations, and community interactions are all examples of structural capital. Family, the nature of the job, and time all factor into work-life balance. Quality, quantity, time, delivery, and acceptable organizational member behavior all contributed to operational efficiency.

3.Guidelines on three dimensions—human capital, structural capital, and work-life balance—are introduced in The Handbook for Improving the Performance of Employees in the Automotive Industry. It reached a very good level that may be used as a benchmark for increasing the effectiveness of employees' work performance.