Gustsany Rangga Wijaya Sutarto, Imron Rosidi NH, Abdul Rauf

The Impact of Green Operational Practices, Digital HR Innovation, and Work Process Discipline on Employee Performance in an FMCG Company

Introduction

The impact of green operational practices, digital hr innovation, and work process discipline on employee performance in an fmcg company. Investigates green practices, digital HR, and work discipline's impact on FMCG employee performance. Finds discipline positively affects performance, green practices have no effect, and digital HR a negative one. Key HR insights for firms.

Abstract

This study examines the impact of green operational practices, digital human resource (HR) innovation, and work process discipline on employee performance at PT Savoria Kreasi Rasa. The population consisted of production employees, and purposive sampling was used to select respondents based on specific criteria, resulting in 63 samples. Primary data were collected through questionnaires using a Likert scale. Data were analyzed using multiple linear regression to test both partial and simultaneous effects of the independent variables on employee performance. Employee performance was measured through work quality, quantity, timeliness, compliance, and responsibility in completing tasks. The results show that green operational practices do not have a significant effect on employee performance, digital HR innovation has a negative and significant effect, and work process discipline has a positive and significant effect. Simultaneously, the three independent variables significantly affect employee performance. These findings indicate that environmentally oriented operational practices and digital HR systems do not automatically improve individual performance unless they are integrated with employee readiness and daily work activities. In contrast, consistent work process discipline plays a dominant role in improving employee performance in a manufacturing setting. This study contributes to human resource management literature by emphasizing the importance of aligning sustainability-oriented operations, HR digitalization, and disciplined work behavior to improve employee productivity. The findings also provide practical implications for companies seeking to optimize internal systems and strengthen employee performance outcomes.

Review

This study tackles a highly relevant and contemporary issue by examining the interplay of green operational practices, digital HR innovation, and work process discipline in influencing employee performance within an FMCG context. The selection of production employees at PT Savoria Kreasi Rasa offers a focused perspective often missed in broader organizational studies, providing specific insights into a critical operational segment. The clear articulation of the methodology, utilizing multiple linear regression to assess both partial and simultaneous effects, provides a transparent framework for analysis. The most compelling aspects are the counter-intuitive findings: the non-significant impact of green practices and, notably, the negative and significant effect of digital HR innovation, contrasted with the strong positive influence of work process discipline. These results challenge conventional assumptions and prompt deeper reflection on the implementation and reception of modern management initiatives. While the study presents intriguing findings, there are several areas where further detail and scrutiny would enhance its contribution. The sample size of 63 production employees, derived through purposive sampling, might raise questions regarding its representativeness and the generalizability of the findings within a potentially larger FMCG operation. A more explicit description of the specific criteria used for purposive sampling would strengthen the methodological rigor. Crucially, the abstract attributes the negative effect of digital HR innovation to a lack of integration with employee readiness; however, without a more in-depth qualitative analysis or detailed empirical exploration within the full paper, the precise mechanisms and underlying contextual factors driving this unexpected result remain largely speculative. Similarly, the absence of a significant effect from green operational practices warrants further investigation into implementation effectiveness or employee perception. Nonetheless, this study makes a valuable contribution to human resource management literature by emphasizing that the positive impacts of environmentally oriented operations and HR digitalization are not inherent but are critically contingent upon successful integration, employee readiness, and disciplined work behaviors. The prominence of consistent work process discipline as a key driver of performance, especially within a manufacturing environment, offers a timely reminder of foundational management principles. Practically, the findings offer actionable insights for organizations, highlighting the necessity for careful alignment of modern initiatives with internal readiness and robust procedural adherence. Future research could benefit from larger, more diverse samples, incorporating qualitative methodologies to explore the nuances behind the unexpected findings, and investigating mediating factors such as employee training, technological readiness, and organizational culture in greater depth to build upon these important insights.

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