The Role of Kaizen Methodology in Improving the Impact of Human Resource Development on Sustainability

Abstract

Background and Statement of the Problem: This study addresses the issue of sustainability within Jordan Badia development organizations. Specifically, it investigates the impact of human resource development on sustainability and explores the potential role of the Kaizen methodology in enhancing this impact.

Objectives: The study aims to evaluate the effect of various aspects of human resource development—namely, formal education, job experiences, interpersonal relationships, and assessment—on sustainability. Additionally, it seeks to determine the role of the Kaizen methodology in amplifying the influence of human resource development on sustainability within Jordan Badia development organizations.

Methods: A quantitative research approach was employed in this study. The population consisted of all employees within Jordan Badia development organizations, totaling 1,197 individuals. To collect data, a questionnaire was developed and distributed to a representative sample of 350 employees, with 289 valid responses retrieved, accounting for 82.5% of the distributed questionnaires. The hypotheses were tested using multiple regression and hierarchical multiple regression analyses.

Results: The study revealed a statistically significant impact of human resource development—encompassing formal education, job experiences, interpersonal relationships, and assessment—on sustainability. Moreover, the findings indicated a statistically significant role of the Kaizen methodology in enhancing the effect of human resource development on sustainability.

Conclusions (Recommendations and Contributions): The study underscores the importance of prioritizing human resource development within Badia development organizations, given its critical role in reducing operational waste, eliminating non-value-adding activities, and achieving sustainability in the services provided to the Badia regions.