Safety Managment by IKIGAI and kaizen
Safety management is an essential component of organizational success, especially in environments where risks to employee well-being and operational continuity are high. While traditional safety programs focus on compliance, risk assessments, and incident prevention, many fail to address the human dimension—why people engage in or ignore safety practices, and how personal motivation can influence safety behavior. This thesis explores a novel approach to safety management by integrating two influential Japanese philosophies: IKIGAI, the concept of personal purpose and fulfillment, and Kaizen, the principle of continuous, incremental improvement. Though these philosophies have been widely studied in the contexts of personal development and quality management, respectively, their combined application to safety management represents a unique and underexplored domain.
The central argument of this research is that a safety culture rooted in personal purpose and continuous engagement is more sustainable and effective than one driven solely by regulation and control. IKIGAI, which means "reason for being," is deeply personal and emphasizes the intersection of what individuals love, what they are good at, what the world needs, and what they can be paid for. When employees connect their work to a deeper sense of purpose, their motivation to follow safety protocols and protect their colleagues increases significantly. Kaizen, meaning "change for better," reinforces this by providing a practical framework for making small, continuous improvements. Applied to safety management, Kaizen encourages employees at all levels to identify hazards, suggest improvements, and take ownership of safety processes. Together, IKIGAI and Kaizen offer both the emotional drive and the operational tools needed to transform workplace safety from a reactive system into a proactive and participative culture.
This study adopts a mixed-methods approach, combining qualitative and quantitative research tools to analyze the impact of IKIGAI and Kaizen on safety outcomes. Surveys were conducted to measure employees’ sense of purpose, engagement with safety protocols, and perception of safety culture. In-depth interviews with safety officers, human resource managers, and employees across manufacturing and service industries provided insights into how Kaizen practices influence daily safety behaviors. Additionally, a review of case studies from organizations already using people-centered approaches revealed patterns and success factors that were critical to the development of the final framework. Data from these diverse sources were analyzed thematically and statistically, allowing for the construction of a comprehensive IKIGAI-Kaizen Safety Framework.
The findings of this research indicate that when employees feel a strong sense of purpose in their roles, they are more likely to take initiative in ensuring both personal and collective safety. They report higher awareness of risks, greater adherence to safety guidelines, and a willingness to intervene when unsafe behavior is observed. Furthermore, organizations that actively implement Kaizen practices in their safety systems experience more frequent reporting of near-misses, faster resolution of hazards, and stronger communication among teams. The combination of IKIGAI and Kaizen leads to a synergistic effect, in which personal motivation drives behavioral consistency, while continuous improvement mechanisms ensure that safety practices evolve with changing work environments.
The resulting IKIGAI-Kaizen Safety Framework is a two-dimensional model that aligns the motivational aspects of IKIGAI with the structural and procedural strengths of Kaizen. At its core is the belief that safety is not merely a set of rules to be followed, but a shared value that thrives when individuals find meaning in their contributions and are empowered to improve their environments. This integrated framework encourages organizations to go beyond policy-making and create workplaces where safety becomes a natural expression of purpose and collaboration. Practical applications of this model include purpose-alignment workshops, team-based safety improvement boards, and leadership practices that prioritize meaning, mentorship, and mindfulness.
This thesis makes a significant contribution to the field of safety management by shifting the focus from control to connection, from compliance to consciousness. It bridges philosophical insight and operational strategy, offering a new lens through which workplace safety can be understood and improved. In doing so, it invites organizations to reimagine their safety programs not as burdensome mandates, but as opportunities to cultivate purpose, trust, and excellence. As workplaces evolve and human factors become more central to organizational success, the integration of IKIGAI and Kaizen provides a forward-looking, human-centered strategy for building a sustainable and empowered safety culture.
"Safety Managment by IKIGAI and kaizen", IJSDR - International Journal of Scientific Development and Research (www.IJSDR.org), ISSN:2455-2631, Vol.10, Issue 7, page no.a684-a767, July-2025, Available :https://ijsdr.org/papers/IJSDRTH01010.pdf
Volume 10
Issue 7,
July-2025
Pages : a684-a767
Paper Reg. ID: IJSDR_304248
Published Paper Id: IJSDRTH01010
Downloads: 000202
Research Area: Others area
Country: MUMBAI, Maharashtra, India
ISSN: 2455-2631 | IMPACT FACTOR: 9.15 Calculated By Google Scholar | ESTD YEAR: 2016
An International Scholarly Open Access Journal, Peer-Reviewed, Refereed Journal Impact Factor 9.15 Calculate by Google Scholar and Semantic Scholar | AI-Powered Research Tool, Multidisciplinary, Monthly, Multilanguage Journal Indexing in All Major Database & Metadata, Citation Generator
Publisher: IJSDR(IJ Publication) Janvi Wave
