African Scientific Journal

ISSN : 2658-9311
Vol : 03, Numéro 27 Décembre 2024

The impact of Kaizen culture, transformational leadership and the 4P

model on organizational performance and employee commitment.

Auteur 1 : Jihane NEJJARI.

Auteur 2 : Loubna ETOUZANI.
Auteur 3 : Ilham BENMOUSSA.

Jihane NEJJARI, PhD Student,

Interdisciplinary Laboratory of Research and Applications in Management "LIRAM ".
National School of Business and Management of Oujda, Morocco

Loubna ETOUZANI, PhD Student,

High School of Technology, Mohamed First University, Oujda, Morocco

Ilham BENMOUSSA, PhD,

Man, Society,Education. Faculty of Education Sciences of Rabat, Morocco

Déclaration de divulgation : L’auteur n’a pas connaissance de quelconque financement qui

pourrait affecter l’objectivité de cette étude.

Conflit d’intérêts : L’auteur ne signale aucun conflit d’intérêts.

Pour citer cet article : NEJJARI .J, ETOUZANI .L & BENMOUSSA .I (2024). « The impact of Kaizen
culture, transformational leadership and the 4P model on organizational performance and employee
commitment », African Scientific Journal « Volume 03, Numéro 27 » pp: 1021 – 1044.

Date de soumission : Novembre 2024

Date de publication : Décembre 2024

DOI : 10.5281/zenodo.14610157
Copyright © 2024 – ASJ

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 African Scientific Journal
ISSN : 2658-9311
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Abstract
This article discusses Kaizen culture and transformational leadership within the 4P model in
improving organizational performance and employee engagement. Drawing on a literature
review and empirical studies, this article illustrates the mechanisms by which these concepts
are mutually reinforcing. The survey was conducted among 200 permanent employees in small
and medium sized companies in Morocco and the SPSS was used to valid the research model.
The results underline that Kaizen is conditioned by transformational leadership accompanied
by rigorous applicability in terms of 4P principles in an environment conducive to innovation
and continuous improvement, while at the same time achieving relative employee satisfaction.
Recommended practices for companies wishing to incorporate these philosophies in various
environments are also presented.
Index terms – Employee commitment, Job satisfaction, Kaizen culture, Leadership,
Organizational performance, Transformational leadership, 4P model.

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[Link]
In today’s competitive landscape, small and medium-sized enterprises (SMEs) in Morocco face
numerous challenges, including limited resources and organizational resistance. Reliable
human resources remain a key lever for achieving strategic objectives, and optimizing
employee performance is critical to ensuring competitiveness. To address these constraints,
Kaizen culture, with its focus on continuous improvement, provides a valuable framework for
driving sustainable change and enhancing organizational outcomes. While Kaizen practices
have their roots in industrial environments, they offer significant potential for SMEs by
enabling incremental improvements using existing capacities. However, the successful
adoption of Kaizen requires an environment conducive to change, shaped by job satisfaction
and effective leadership.
The core question underlying this research is: How do the interactions between Kaizen
culture, transformational leadership, and job satisfaction influence employee
performance in Moroccan SMEs? Moreover, what strategies can be employed to overcome
organizational resistance and maximize the impact of these practices in a resource-constrained
context? This issue highlights the dual necessity of fostering job satisfaction and leveraging
transformational leadership to ensure the effective implementation of Kaizen practices and the
optimization of employee performance. To address this question, this study was conducted with
200 permanent employees from various Moroccan SMEs, offering a diverse and representative
sample to explore these interactions in depth. Specifically, the study aims to:
1. Explore the influence of Kaizen culture on job satisfaction.
2. Assess the impact of transformational leadership on job satisfaction.
3. Investigate the relationship between job satisfaction and employee performance.
4. Analyze the combined effects of Kaizen culture and transformational leadership on
performance within SMEs.
The article is structured into three sections: a literature review addressing the core concepts and
contextual challenges faced by SMEs, a methodological framework outlining data collection
and analysis, and a presentation of findings and discussions. These findings will offer insights
into overcoming organizational resistance and implementing solutions tailored to the local
context, providing a roadmap for enhancing competitiveness in a rapidly evolving environment.

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[Link] review
2.1. Kaizen concept
The Kaizen concept, which means "improvement" in Japanese, originated in Japan in the 1950s
and was popularized by Toyota as part of its Toyota Production System (TPS). It is based on
an approach of continuous, progressive and inclusive improvement, involving all members of
the organization. Unlike radical, one-off transformations, Kaizen favors small, constant
changes which, through their cumulated effect, bring about a significant improvement in overall
performance. The fundamental principles of this methodology include the active involvement
of all employees, from managers to operators, a focus on optimizing the underlying processes
rather than finding the culprits, and a systematic orientation towards end-customer satisfaction.
Decisions within this framework are guided by rigorous analysis of factual data and supported
by practical tools such as 5S, the PDCA (Plan-Do-Check-Act) cycle and intensive workshops
known as "kaizen blitz". Although initially developed for the manufacturing sector, Kaizen has
demonstrated its effectiveness in other areas such as logistics, healthcare and services, where it
helps to reduce waste and improve organizational performance (Ortiz & Cárdenas, 2022;
Syaputra & Aisyah, 2022). In the specific context of small and medium-sized enterprises
(SMEs), Kaizen presents a solution particularly suited to limited resource constraints and
organizational flexibility, while enhancing employee commitment and overall competitiveness
(Alshamary & Ramzi, 2024). However, the implementation of this method is not without its
challenges, such as resistance to organizational change, the absence of active leadership or the
lack of adequate employee training. Despite these obstacles, Kaizen's adaptability makes it a
key philosophy for organizations seeking to promote a culture of continuous improvement and
sustainable innovation (Hashim et al., 2022; "The Concept of Kaizen: A Root Exploration",
2023).
2.2. Leadership and Kaizen
The success of Kaizen, as a philosophy of continuous improvement, depends largely on
leadership. Leaders, as drivers of change, play a crucial role in the adoption of Kaizen practices
by employees. They are responsible for establishing a supportive organizational culture and for
guiding, inspiring and mobilizing their teams to actively participate in improvement efforts
(Alenezi, 2022).
2.3. Transformational leadership
Transformational leadership is particularly well-suited to Kaizen, as it focuses on inspiring and
motivating employees, while cultivating a shared vision focused on innovation and continuous
improvement. Transformational leaders succeed in generating strong commitment by defining

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clear objectives, reinforcing employee trust and autonomy, and creating an environment
conducive to experimenting with new ideas (Keller, L., 2023). This leadership style also fosters
positive organizational dynamics, essential for maintaining motivation in Kaizen initiatives
(Suryadi et al., 2024). In addition, this style encourages alignment between Kaizen principles
and organizational values, stimulating creativity and team commitment through personalized
attention and constant support.
2.4. Employee satisfaction
Employee satisfaction or job satisfaction is defined by how positively or negatively individuals
perceive various aspects of their work tasks. Robbins (2003) explains that job satisfaction refers
to an individual's general attitude towards his or her job responsibilities. A person with high job
satisfaction adopts a positive attitude, while a dissatisfied person tends to display a negative
attitude. When we talk about employees' attitudes, we often refer to their job satisfaction.
According to Hasibuan (2006), job satisfaction is a pleasant emotion that reflects appreciation
of the work performed. This emotion is manifested in morale, discipline and job performance.
Satisfaction can be experienced both inside and outside the workplace, or as a mixture of both.
Robbins (2003) identifies four key factors that promote high levels of employee satisfaction:
1. Intellectually stimulating tasks;
2. Fair remuneration;
3. A favorable working environment;
4. Supportive colleagues.
However, it is difficult to define uniform criteria for job satisfaction, as each employee has his
or her own expectations and criteria. According to Jihane NEJJARI & Mostafa Hassine (2022),
the main indicators of job satisfaction include: - Employee loyalty; - Employee skill level; -
Employee integrity; - Employee creativity; - Leadership quality; - Perceived salary; - Indirect
compensation; - Work environment.
2.5. Specific challenges facing SMEs in adopting Kaizen
The adoption of Kaizen methodology by small and medium-sized enterprises (SMEs) offers a
great opportunity to improve competitiveness and foster continuous improvement. However, a
number of specific challenges make implementation difficult. First of all, resistance to change
within the organization is one of the main obstacles. According to Bwemelo (2017), SMEs are
often rooted in a traditional culture, where entrenched habits and a reluctance to change
complicate the adoption of new practices. Employees, and sometimes even managers, often
perceive Kaizen as an additional workload rather than an opportunity for improvement, which
limits their commitment to this participative and collaborative approach. Another major

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challenge is the lack of training and skills. Dinka (2021) point out that SME employees and
managers often do not have a sufficient understanding of the fundamental principles of Kaizen
and associated tools, such as the PDCA cycle or 5S. This lack of training leads to ineffective or
incomplete implementation of continuous improvement initiatives. Without investment in skills
development, Kaizen efforts run the risk of becoming ineffective and leading to a gradual
disengagement of teams. Resource constraints are also a major brake for SMEs. Dinka (2021)
note that limited budgets restrict these companies' ability to invest in training programs or
specific tools needed to implement Kaizen. In addition, small teams and high workloads leave
little room to devote time to these improvement initiatives, limiting their scope and impact.
Leadership, or the lack of it, is a crucial factor. In many small and medium-sized enterprises
(SMEs), leaders, preoccupied with a multitude of missions, often find it difficult to adapt to
sufficient time and, in part, skills to implement a culture of continuous improvement. Without
a transformation or participatory leadership, it is hard to involve the workforce in Kaizen
initiatives and provide ongoing strategic support (AL Ghazali ; 2020). In addition, the pressure
of day-to-day vita activities is still a sufficient challenge. Urgent responsibilities, such as
marketing management or customer satisfaction, often follow long-term approaches, such as
Kaizen, diminishing commitment and gains. To overcome these challenges, some of the
strategies are suggested to facilitate Kaizen adoption by the SMEs. It is therefore vital to train
managers in participative and change leadership modes to engage employees. Optimal
education, focusing on the immediate benefits of Kaizen, can also be implemented to mitigate
resistance to change (Bwemelo, 2017). Furthermore, at SME level, inexpensive and simple
actions can start now, such as 5S, to quickly make both a tangible assessment and a call for
team commitment. In addition, the bias towards accepting the Kaizen approach in everyday
work is positive, and helps to combat the feeling of illegitimate xia of work all the time, while
applying the operacological package. In short, if significant obstacles are identified to the use
of Kaizen applications by SMEs, for example due to a lack of knowledge or experimentation,
a strategic approach, based on appropriate training, communication and leadership can enable
SMEs to overcome these obstacles and achieve the full value of the benefits of continuous
problem solving (Kaizen).
3. Theoretical framework, Theories used
3.1. Transformational leadership theory
Transformational leadership theory, developed by Bass and Avolio (1994), has established
itself as a major approach in leadership studies. Inspired by the work of Burns (1978), this
theory stands out for its ability to transform the energies and behaviors of collaborators to

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achieve shared, ambitious goals. It emphasizes the creation of an environment conducive to

innovation, motivation and personal development.
Key characteristics of transformational leadership
• Idealized influence (charisma): This dimension emphasizes the role of leaders as
exemplary role models. They inspire respect, trust and admiration in their subordinates,
fostering identification and imitation behavior (Bass, 1985; Avolio & Bass, 1995).
Leaders embody strong values and inspire through their actions.
• Inspiring motivation: Transformational leaders articulate a clear and compelling
vision. They encourage employees to believe in their ability to achieve this vision,
demonstrating optimism and confidence (Bass, 1985). This ability to motivate
transcends conventional expectations, instilling a sense of belonging and collective
commitment.
• Intellectual stimulation: This dimension emphasizes innovation and challenging the
status quo. Leaders encourage employees to rethink existing processes and find creative
solutions to problems (Bass, 1985; Avolio & Bass, 1995). They value new ideas and
encourage measured risk-taking.
• Individualized consideration: Leaders take into account the individual needs of their
subordinates, fostering their personal growth and well-being (Bass, 1985). They pay
particular attention to and adapt their approach to the specifics of each team member,
fostering two-way communication.
Transformational leadership has a significant impact on organizations, positively influencing
employee motivation, commitment and overall performance. Research shows that organizations
led by transformational leaders experience increased productivity, better job satisfaction and
lower turnover rates (Gunawan et al., 2024). This leadership style also fosters greater
collaboration between employees, encouraging them to become actively involved in achieving
common goals. In approaches such as Kaizen, transformational leadership plays a key role in
inspiring employees to participate fully in continuous improvement initiatives. Thanks to their
ability to share a strong vision and promote collaboration around common goals, these leaders
reinforce the culture of innovation and continuous improvement (Bass & Avolio, 1994).
However, despite its many advantages, transformational leadership theory is not without its
challenges. Empirical validation of its components has declined, raising questions about its
theoretical robustness (Siangchokyoo, N. & al ; 2020). Furthermore, the effectiveness of this
leadership style can vary according to organizational and cultural contexts, inviting further

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reflection on its adaptability. Future research will need to explore these dimensions further,
while also looking at emerging concepts such as "green intellectual capital" (Vo et al., 2024).
In conclusion, transformational leadership theory remains an essential approach to
understanding and developing effective organizational dynamics. Its ability to mobilize, inspire
and transform teams makes it an essential tool for modern organizations. However, further
research is needed to refine its practical applications and respond to current theoretical
challenges.
3.2. Organizational learning applied to Kaizen
Organizational learning is a fundamental concept for understanding how organizations acquire,
share and apply knowledge in order to continuously adapt and improve. Developed by Argyris
and Schön (1978), it is divided into two main levels: the single loop and the double loop. The
single loop focuses on correcting errors without questioning underlying processes, while the
double loop involves a critical re-evaluation of fundamental assumptions, enabling a more
profound transformation of organizational practices. This ability to integrate lessons and
question existing models finds a particular resonance in the Kaizen philosophy. Kaizen, a
continuous improvement process, is based on organizational learning to promote systemic
introspection and sustainable improvement of process activities. Emphasis is placed on the
transmission of knowledge, especially tacit knowledge, often transmitted through socialization
and de-socialization processes (Bolduan, 2023). This information plays an important role in the
implementation of Kaizen actions. Despite this, risk factors such as organizational apathy or
the absence of engaged leadership can hinder this sharing, and limit the performance of
continuous improvement practices (Bolduan, 2023). The organizational culture represents a
further aspect of the relationship between the learning organisation and the Kaizen. A culture
tool that respects Kaizen principles contributes to job satisfaction and employee dynamism,
which are indispensable factors in the success of continuous improvement initiatives (Alehegn,
2023). Mastering Kaizen principles is, counterintuitively, behind a mismatch between the
organizational culture approach and Kaizen principles, which could lead to disappointment at
work and break the spirit of improvement initiatives (Alehegn, 2023). This link between
organizational culture and learning highlights the importance of employee commitment in
maximizing the benefits of Kaizen approaches. Kaizen has proven its effectiveness in diverse
sectors such as manufacturing, healthcare and services, responding to a variety of operational
challenges. Adhering to organizational learning principles, Continuous Improvement is able to
demonstrate problem-solving action in quality, efficiency and waste management (Syaputra
Aisyah, 2022; Ortiz Cárdenas, 2022). Such a systematic approach enhances not only the

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effectiveness of organization's performance, but also the ability of organization to learn and
adapt to change. According to the latter, organizational learning is of fundamental importance
for the application of Kaizen towards the implementation of continuous improvement and
innovation in ironic systems. Although the benefits are widely acknowledged, challenges
remain in terms of adapting organizational culture to Kaizen principles and the crescendo of
blockages to knowledge communication. Future studies could question these dynamics and
weld the returns of Kaizen methodologies in broader organizational contexts.
3.3. Lean Management 4P Model
Together, these concepts cover philosophy, process, players and partners, as well as problem-
solving, with each component carrying its own significant weight in continuous evolution and
organizational performance. The philosophy emphasizes a long-term vision focused on
continuous improvement, going beyond immediate gains to concentrate on creating sustainable
value for all stakeholders. Within the Kaizen framework, this philosophy fuels initiatives aimed
at achieving consistent operational excellence. Processes focus on the minimization of waste
and standardization. The Lean practitioner, linked to this pillar, has the effect of streamlining
workflows, eliminating weaknesses or inefficiencies, and optimizing committed resources. The
implementation of a Lean 4.0 methodology in the pharmaceutical industry generated a 50-fold
increase in the reliability of quality certification and a 57-fold decrease in the amount of
inventory wastage (Tetteh-Caesar et al., 2024). The implementation of Industry 4.0
technologies to Lean practices also increases the efficiency and responsiveness of structures
(Bueno et al., 2023). Individuals and partners emphasize the importance of engaging employees
and stakeholders in continuous improvement efforts. The effectiveness of the Lean
Management lies in the sense of active involvement on the part of teams, who not only discover
the problems but it also find some out of the box solutions. This is particularly the case in
sectors such as healthcare, where team involvement has led to improved performance of
hospital services and greater user satisfaction (Djawa Oktamianti, 2023). Problem solving is a
method of defining and solving problems at their source. This process leads to deep thinking
and the adoption of sustainable solutions. This pillar is fundamental to the support of Kaizen
points of view, which encourage the constant resolution of errors to achieve optimal operation.
The four P model has proven itself to be versatile in many areas, for example, in the field of
manufacturing, healthcare and retail trade. Applied to the healthcare sector, Lean principles
have reduced patient waiting times and increased the efficiency of hospital care facilities, thus
boosting patient attendance and satisfaction (Djawa Oktamianti, 2023). Similarly, in the retail
sector, Lean tools have enabled competitive advantages to be gained by improving operational

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efficiency, even in an environment of increasing e-competition. After mentioning the

advantages of this model, the Lean 4P model implies certain difficulties, such as the
compatibility of current systems and operator training. These challenges must be overcome in
order to fully utilize the capability of the Lean methodologies in modern organizational
contexts. In conclusion, Lean Management's 4P model offers a robust framework for improving
organizational performance. By focusing on philosophy, processes, people and problem
solving, it promotes a systematic and sustainable approach to continuous improvement.
Nevertheless, other steps are needed in order to overcome the challenges of its implementation
and to extent its impact in many fields.
[Link] research model
Figure 1: Theoretical framework

(Y)

Source: Created by ourselves

H1: Kaizen culture has a positive influence on employee satisfaction in Moroccan SMEs.
H2: Leadership has a positive influence on employee satisfaction in Moroccan SMEs.
H3: Employee satisfaction has a positive influence on performance in Moroccan SMEs.
H4: Kaizen culture has a positive influence on employee performance in Moroccan SMEs.
H5: Leadership has a positive influence on employee performance in Moroccan SMEs.
H6: Employee satisfaction acts as a mediator between Kaizen culture and employee
performance in Moroccan SMEs.
H7: Employee satisfaction mediates between leadership and employee performance in
Moroccan SMEs.
[Link] Methodology
This type of research is explanatory, aiming to determine whether a factor has an influence on
a given situation. The method used in this study is quantitative: a sample represents a portion

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of the population, selected on the basis of certain characteristics (Sugiyono, 2009). The
sampling technique used in this research is judgmental sampling, which involves selecting
elements of the population on the basis of predefined criteria (Sugiyono, 2009).
[Link]
The criteria for members of the population to be sampled are as follows:
• The worker selected as the sample assumes to be a merit worker in a permanent position
in a Moroccan VSE. This specification is important, as the performance studied
concerns that of permanent employees, and not that of managers or contract employees.
• The employee must have one year's experience with the company. An employee with at
least one year's seniority is considered to have a good understanding of his or her role
and to be familiar with the company's culture.
• In this study, the sample data is representative of a base of 200 employees of Moroccan
SMEs.
Therefore, in this study, a group of independent employees have sufficient experience within
the company to be able to assess the factors, which influence the feeling of satisfaction and
efficiency at work.
6.2. Data Analysis Method
• Normality test
Normality test has been applied to the purpose of checking whether there is a normal
distribution for the model of prediction of regression.
• Descriptive analysis
The descriptive analysis approach is used to interpret the information and data collected. This
involves collecting, structuring and classifying the data so as to gain a complete overview of
the variables under study.
• Multiple linear regression analysis
Multivariate linear regression analysis is used to estimate the effect of independent variables on
the dependent variable. In the present study, the dependent variable is employee performance,
the independent variables being Kaizen culture, leadership and job satisfaction. This analysis is
based on a geometric equation similar to the Cobb-Douglas function, in the formulation:
Y=β0+β1X1+β2X2+β3X3+eY=β0+β1X1+β2X2+β3X3+e

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Where :
• YY = Employee performance
• X1X1 = Kaizen culture
• X2X2 = Leadership
• X3X3 = Job satisfaction
• β0β0 = Constant
• β1,β2,β3β1,β2,β3 = Regression coefficients associated with Kaizen culture, leadership
and job satisfaction.
• ee = Standard error
6.3. Hypothesis testing
• Test t: The t-test is used to examine the individual impact of each independent variable
on the dependent variable. This test determines whether a specific independent variable
(Kaizen culture, leadership or job satisfaction) has a significant influence on employee
performance.
• Test F: The F-test is a statistical test that checks whether the independent variables
taken together (Kaizen culture, leadership and job satisfaction) have a significant impact
on the dependent variable (employee performance).
• Test R2: The R2 test is used to measure the extent to which the independent variables
explain the variation in the dependent variable. It assesses the overall explanatory power
of the regression model, and indicates the proportion of employee performance that can
be attributed to the independent variables under study.
In the context of Moroccan SMEs, these tests identify the main organizational and
managerial factors influencing employee performance. This helps to assess the
effectiveness of leadership practices, organizational culture and employee satisfaction in
improving overall results.

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7. Results and discussion

7.1. Validity and Reliability of the Research Instrument
Table 1 : Reliability test results
Variable Cronbach's Reliability
Alpha

Kaizen Culture 0.767 Reliable

(X1)

Leadership (X2) 0.800 Reliable

Job Satisfaction 0.845 Reliable

(X3)

Employee 0.756 Reliable

Performance (Y)

Source : SPSS
The reliability test aims to determine whether the variables studied in this research are reliable.
The results show that all variables have an Alpha coefficient greater than 0.60. This means that
the concepts measured by each questionnaire variable are reliable, and that the items can be
used as relevant measurement tools. The aim of the validity test is to check whether the
questionnaire is suitable for use as a research instrument. A valid instrument can accurately
measure what it is supposed to measure. To ensure the consistency and accuracy of the data
collected, a validity test was carried out using IBM SPSS Statistics 24 software. Instrument
validity was analyzed on the basis of the corrected item-total correlation. This correlation is
compared with a reference value, r table. An instrument is declared valid when r count>r table.
In this research, a pre-test was carried out with 30 respondents from outside the main sample.
The results show that the corrected item-total correlation for each question is greater than 0.30,
confirming the validity of the questionnaire items. These tests guarantee the reliability and
validity of the instruments used to assess aspects such as kaizen culture, leadership and job
satisfaction in Moroccan SMEs. The use of these tools contributes to an accurate assessment of
employee performance in this specific context.

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Table 2: Corrected-item total correlation results

Variable Corrected-item total correlation Results

Kaizen Culture (X1) >0.30 Valid

Leadership (X2) >0.30 Valid

Job Satisfaction (X3) >0.30 Valid

Employee Performance (Y) >0.30 Valid

Source: SPSS

This table summarizes the results obtained after analyzing the validity of questionnaire items
in the context of Moroccan SMEs. Items with a corrected correlation greater than 0.30 are
considered valid for this study. The exact values must be adapted to the specific results of your
study.
• Normality test
The normality test was carried out using graphical analysis, which compares the cumulative
distribution of data with a normal distribution. To do this, a probability plot was used,
representing the data as points in relation to a diagonal line. If the points are distributed around
this line and follow its direction, this indicates that the regression model satisfies the normality
hypothesis. In this study, the results of the normality test show that the data or points are well
distributed around the diagonal line, confirming that the regression model complies with the
normality assumption. This conformity guarantees the validity of the analysis results. In the
context of Moroccan SMEs, this normality test is essential to ensure that the data analyzed
reflect consistent organizational behaviors and enable the correct interpretation of the
relationships between Kaizen culture, leadership and employee performance.

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Figure 2 : Results of classic hypothesis analysis

Source: SPSS
The results of the classical hypothesis analysis indicate that the data follow a normal
distribution. This confirms that the regression model used is appropriate for analyzing the
relationships between the independent variables and the dependent variable.
• Multiple linear regression analysis
Table 3 : Coefficients (dependente variable : employee satisfaction)

Model Unstandardized Standardized t Sig.

Coefficients Coefficients

B [Link] Beta

1 1.070 2.478 ,437 ,664

(Constan
t)

B_Kaiz .203 ,108 ,181 4,883 ,000

KPM -1.438 ,121 -,350 -2,534 ,004

Source : SPSS

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7.2 Result analysis

Multiple linear regression equation

The resulting equation is:

Y=1,070+0,203X1−1,438X2+eY=1,070+0,203X1−1,438X2+e
Where :
• YY: Dependent variable (employee performance).
• X1X1: Kaizen culture (B_Kaiz).
• X2X2: Manager
Interpreting coefficients
• Constant (1.070)
The constant represents the level of employee performance when all explanatory variables
(Kaizen culture and managerial practice) are zero. This suggests that even without the
independent variables, a minimal level of performance is present, although this is not significant
(p=0.664>0.05).
Impact of Kaizen Culture (X1X1)
• Non-standardized coefficient (B):0.203
This means that for every unit increase in Kaizen culture, employee performance increases by
0.203 units.
• Significance (p=0.000<0.05): The effect of Kaizen culture is significant and positive.
• tt value (4.883): Confirms that this effect is statistically robust.
Kaizen culture has a positive and significant effect on employee performance. This reflects the
importance of a continuous improvement approach and employee involvement in decision-
making processes to improve performance in Moroccan SMEs.

Impact of Managerial Practices (X2X2)

• Non-standardized coefficient (B): -1.438-1.438
This means that a one-unit increase in current managerial practices leads to a 1.438-unit
decrease in employee performance.
• Significance (p=0.004<0.05): This effect is significant.
• tt value (-2.534): Indicates a marked negative effect of current management practices on
performance. Current management practices have a significant and negative effect on employee
performance. This suggests that the management styles or approaches used in Moroccan SMEs

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are not conducive to commitment and productivity, requiring adaptation towards more
participative or transformational practices.
Recommendations for Moroccan SMEs
1. Reinforce the Kaizen culture: Adopt collaborative continuous improvement processes to
boost employee motivation and performance.
2. Adapt managerial practices: Move towards more inclusive and transformational leadership
to avoid negative impacts on performance. These results highlight the key strategic levers for
optimizing organizational performance in the context of Moroccan SMEs.
Table 4 : Coefficients (employee performance)

Model Unstandardized Standardized t Sig.

Coefficients Coefficients

B [Link] Beta

1 (Constant) 34,070 2.478 3,948 ,000

B_Kaiz ,703 ,133 ,115 1,883 ,000

KPM -,934 ,146 -,452 - ,000

3,377

Kep_Kr ,448 ,097 ,214 2,490 ,002

Source: SPSS
The multiple regression equation obtained from the SPSS results is as follows:
Y=34,070+0,703X1−0,934X2+0,448X3+eY=34,070+0,703X1−0,934X2+0,448X3+e where:
• YY = Employee performance
• X1X1 = Kaizen Culture (B_Kaiz)
• X2X2 = Management Practices (KPM)
• X3X3 = Job satisfaction (Kep_Kr)
• ee = Standard error
Constant (34.070)
The constant in the equation represents employee performance when all independent variables
are equal to zero. This coefficient is significant with a value of p=0.000<0.05, meaning that
employee performance cannot be zero and is influenced by other factors not specified in the
model.

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Kaizen culture (B_Kaiz)

• Non-standardized coefficient (B): 0.703
This means that for every unit increase in Kaizen culture, employee performance increases by
0.703 units.
• tt value (1.883): This value is higher than the table tt value (1.684), and the significance
level is p=0.000<0.05, indicating that the effect of Kaizen culture is positive and significant.
Kaizen culture has a positive and significant effect on employee performance in Moroccan
SMEs. This underlines the importance of adopting continuous improvement practices and
involving employees in decision-making processes to improve their productivity.
3. Management practices (KPM)
• Non-standardized coefficient (B): -0.934 This means that for every unit increase in
managerial practices, employee performance decreases by 0.934 units.
• tt value (-3.377): This value is significantly negative and is well below the table tt value
(1.684). The significance level is p=0.000<0.05, indicating that managerial practices have a
negative and significant effect on employee performance. Current management practices seem
to have a negative impact on employee performance in Moroccan SMEs. More positive and
participative approaches are needed to maximize employee engagement and productivity.
4. Job satisfaction (Kep_Kr)
Non-standardized coefficient (B): 0.4480.448 This means that an increase in employee
satisfaction improves employee performance by 0.448 units.
Value of tt (2.490): The tt value is well above the table tt value (1.684), and the significance
level is p=0.002<0.05p=0.002<0.05, showing that job satisfaction has a positive and significant
effect on employee performance. Job satisfaction plays a crucial role in positively influencing
employee performance in Moroccan SMEs, underlining the importance of creating a favorable
and motivating work environment.
Direct and indirect effect
The results show that there are direct and indirect effects between the variables:
• Kaizen culture on employee performance: Direct effect of 0.703 and indirect effect via job
satisfaction (estimated at 0.180 x 0.448 = 0.0806). This shows that the effect of Kaizen culture
is strengthened when it passes through employee satisfaction.
• Managerial practices on employee performance:
Direct effect of -0.934 and indirect effect via job satisfaction (estimated at 0.350 x 0.448 =
0.157). The direct negative effect of managerial practices on employee performance can be
partially offset by an improvement in job satisfaction. The results suggest that to improve

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employee performance in Moroccan SMEs, it is essential to promote a strong Kaizen culture

and improve job satisfaction. However, current managerial practices need to be reassessed, as
they appear to have a negative effect on performance. Adopting more inclusive and
transformational leadership could be the key to creating a more productive working
environment.
Test F
The results of the analysis show that the calculated F-value is 39.078, which is greater than
2.84, with a significance value of p (0.000). This indicates that all the independent variables
(Kaizen culture, leadership and job satisfaction) significantly influence employee performance,
which is the dependent variable.
Determination Test
The purpose of the test of determination is to measure the extent of the impact of the
independent variables on the dependent variable. According to the results obtained, the R2
value is 0.876, or 87.6%. This means that the independent variables - Kaizen culture, leadership
and job satisfaction - explain 87.6% of the variation in employee performance. The remaining
12.4% is influenced by other variables not taken into account in this study.
The Influence of Kaizen Culture on Job Satisfaction
The results of the regression performed with SPSS 24 show that Kaizen culture has a positive
and significant relationship with job satisfaction. Indeed, the t-value of the Kaizen culture
variable is 1.883, which is higher than the critical t-value of 1.684, with a significance level of
0.000 which is lower than 0.05. This supports hypothesis H1, according to which there is a
significant influence between Kaizen culture and employee job satisfaction. These results
corroborate Tristianty's (2013) research, which indicates that
there is a significant positive influence between organizational culture and employee
satisfaction in companies. In the context of Moroccan SMEs, this suggests that the effective
management of cultural values within the company, as well as their communication, plays a
crucial role in employee satisfaction.
The Influence of Leadership on Job Satisfaction
The results provided by SPSS 24 show a negative and significant influence of leadership on
employee job satisfaction. Specifically, the t-value for the leadership variable is -3.377, which
is less than -1.684, with a significance of 0.000 less than 0.05. This supports hypothesis H2,
indicating that there is a significant negative influence of leadership on employee job
satisfaction. This observation suggests that more authoritarian leadership practices tend to

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decrease employee satisfaction, while more participative forms of leadership may have the
opposite effect. This finding is in line with the work of Ginanjar (2010), who showed that
leadership significantly influences job satisfaction. In the case of Moroccan SMEs, this may
indicate that participative and inclusive management would be beneficial in improving
employee satisfaction, particularly in SMEs where managerial culture can vary considerably.
These results underline the importance of organizational culture (particularly Kaizen) and
appropriate leadership practices in developing employee satisfaction and performance in
Moroccan SMEs.

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Conclusion
The study involved 200 employees of Moroccan SMEs with different educational backgrounds
and ages. The results allow us to draw several important conclusions concerning the impact of
certain factors on employee performance in these companies. The application of the Kaizen
culture in Moroccan SMEs is judged to be positive, with a high average score and a compliance
rate of over 77%. This indicates that this culture of continuous improvement is well integrated
and effective in the management of internal processes. As far as leadership is concerned, the
practices observed in these companies show that they are largely adapted to employee
expectations, although there is still some room for improvement in management approaches.
The leadership score is good, but could be improved to better meet staff needs. Employee
satisfaction is also high, with an average score indicating that workers are generally satisfied
with their working environment. This high level of satisfaction is a good indicator of the quality
of human resources management in Moroccan SMEs. Employee performance is also notable,
with results showing a high level of accomplishment in their tasks. This suggests that working
conditions and personnel management are conducive to good productivity. The analysis showed
that the Kaizen culture has a positive and significant effect on employee satisfaction. The
implementation of Kaizen practices in these companies improves the involvement and well-
being of workers, which has a direct impact on their satisfaction. On the other hand, the study
revealed that authoritarian leadership can have a negative effect on this satisfaction. The results
show that the more participative and inclusive the leadership style, the better the employee
satisfaction, implying that Moroccan SME managers need to prioritize collaborative leadership
practices. With regard to employee performance, it has been observed that a Kaizen culture and
participative leadership contribute positively to improving professional results. In addition, job
satisfaction plays a key role in improving employee performance, underlining the importance
of a supportive work environment. The indirect influence of Kaizen culture and leadership on
performance through job satisfaction is relatively low, suggesting that other external factors
play a more important role in improving performance. However, it is clear that culture and
leadership style have a significant impact on employee satisfaction, which in turn influences
productivity. Overall, the three variables studied (Kaizen culture, leadership and employee
satisfaction) have a significant influence on employee performance. This indicates that these
factors are crucial to improving business results. Regression analysis showed that these
variables explain a large majority of employee performance, with a strong correlation between
management practices and job results. In conclusion, these results underline the importance of

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adopting a management culture focused on continuous improvement, participative leadership

and a focus on employee satisfaction to foster optimal performance in Moroccan SMEs.

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