Perceived Influence of the Work Environment on Productivity Among Administrative Staff: a Case of University of Nairobi

Perceived Influence of the Work Environment on Productivity Among Administrative Staff: a Case of University of Nairobi

CHAPTER ONE

Research Questions

1. To what extent does the physical work environment influence productivity among administrative staff at the University of Nairobi?
2. To what extent do office ergonomics affect administrative staff at the University of Nairobi?
3. To what extent do job-related factors influence administrative staff at the University of Nairobi?
4. What approaches can be adopted to improve the work environment for administrative staff at the University of Nairobi.

CHAPTER TWO

LITERATURE REVIEW

Introduction

This section reviewed empirical and theoretical literature on the concept of the work environment and the perceived impact that it has on employee productivity. The section includes topics on the concept of work environment and employee productivity, the physical environment and employee productivity and, social support and employee productivity. The theoretical and conceptual frameworks of the study are also introduced.

Concept of the Work Environment and Productivity

According to Leblebici (2012) , many executives are under the mistaken impression that the level of employee performance on the job is proportional to the size of the employee’s compensation package. Work environment is the combination of factors (social support, physical working conditions, job characteristics, training and development and communication process) that influence work. Wells (2000) in recent years, says that employees comfort on the job, determined by workplace conditions and environment has been recognized as an important factor for measuring their productivity. Researchers have demonstrated that the physical environmental quality expectations of employees’ facilities affect job perception, attitudes, and job satisfaction (Leather et al., 2003; Lee & Brand, 2005). Evidence is accumulating that the physical environment in which people work affects both job performance and job satisfaction (Clements-Croome, 2000; Shaw & Readon, 2004).

Srivastava (2008) argues that perceived adequacy or inadequacy of work environment, both physical and psychosocial, extends noticeable effect on employees’ job satisfaction, performance and perception of effectiveness of an organization. Productivity is an important factor in every organization. The term ‘work environment’ is used in stress research to incorporate psychosocial dimensions as well as employee–employer relations, motivation and advancement, job demands and social support.

Barber (2001) undertaking a study to ascertain factors that affect employees’ productivity found that aspects regarding technology, storage space, quiet space, climate control, personalizing the workspace and its visual appeal were the most important factors. Research indicates that improving the working environment reduces complaints and absenteeism while increasing productivity (Roelofsen, 2002). Wells (2000) notes workplace satisfaction has been associated with job satisfaction. Studies show the link between employee health and aspects of the physical environment at work such as indoor air quality, ergonomic furniture and lighting (Dilani, 2004; Milton, Glencross, &Walters, 2000; Veitch & Newsham, 2000).

Block and Stokes (1989) also found that the layout of an office influences productivity, with the extent of influence depending on the kind of work being undertaken. People carrying out difficult tasks are happier and also perform better in private offices  than in non-private offices. Conversely, employees performing simple tasks perform better in non-private settings. Working in an open-plan office can, however, lead to distraction and disruption, which have a negative effect on performance (Hedge, 1982). A study by de Frias and Schaie (2001) found significant differences in perceived work environment based on age, gender, and occupation type. Employees aged 50-56 had the highest perceived autonomy, control, and innovation in the workplace. Men, in all occupation types exceptblue collar, tended to have a higher perception of the work environment. Patterson et al., (2003) found that the more satisfied workers are with their jobs the better the company is likely to perform in terms of subsequent profitability and particularly productivity. Sekar (2011) argues that the relationship between work, the workplace and the tools of work, workplace becomes an integral part of work itself.

₦3,000.00 – DOWNLOAD CHAPTERS 1-5 PROCEED TO DOWNLOAD Added to cart

 

CHAPTER THREE

RESEARCH METHODOLOGY

Introduction

This section of the study encompasses the different approaches which the researcher used to address the methodological issues. The chapter is presented in the different topics of the research design, target population, sampling procedures and sample, data collection instruments, data collection procedures, validity and reliability of the study instruments, ethical considerations and data analysis techniques used for the study.

Research Design

The study adopted the Descriptive Study design; this allowed the researcher to identify the state of the study problem and to represent it in a temporary determined moment, but they do not establish causal inferences. Descriptive studies generally use the survey as methodology, in which the most important thing is the correct elaboration of questions, as much in quantity as in quality. Samples of the population are selected to find the incidence, distribution and relative interrelations among social and psychological variables. Descriptive research allows the researcher to generate new knowledge of the subject by describing characteristics of persons, situation and the frequency with which certain phenomena occur (Burns & Grove, 1993).

CHAPTER FOUR 

DATA ANALYSIS AND INTERPRETATION 

Introduction 

This chapter focuses on the findings of the study which are presented in tables, charts and graphs of responses from the sample of the study. The section is presented in subtopics related to three study objectives of the study and a description of the socio – demographic characteristics of the study respondents.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

Introduction 

The  purpose  of  this  chapter  is  to  summarize  the  major  findings  of  this  study  and  to  draw conclusions based on the findings. The chapter also comprises of the recommendation which may be useful to the University of Nairobi management to provide a work environment for administrative staff to improve their productivity.

Summary

The study sought to establish the influence of the work environment on productivity among administrative staff in the University of Nairobi. the study was guided by the following specific objectives; To identify influence of physical work environment on productivity among administrative employees in the University of Nairobi; assess the relationship between the office ergonomics and employee productivity among administrative staff in the University of Nairobi and to establish the extent that job – related factors affect employee productivity among administrative staff at the University of Nairobi.

Physical factors affecting productivity

The study found that physical factors in the work environment do have an impact on the productivity of administrative employees. The investigated factors were noise, lighting and temperatures of their work spaces. Findings show that study participants were not satisfied with their work environment with regard to the noise factor. Noise that was most disruptive according to respondents was from co – workers conversing in the office. This was due to the fact that it is a kind of noise which is difficult to control. The study was able to establish that open plan offices had higher incidences of noise compared to closed office environments.

Job related factors influence on productivity 

Job related factors affecting the work environments were envisaged as the relationships between the individual worker and other members of staff.  The relationships between co –workers and supervisors are an important ingredient of job satisfaction which has an impact on productivity of the individual employee. Study findings show that administrative staff employees rank their relationships with co – workers and supervisors poorly. Respondents characterized the work environment as stressful due to the work demands and job specifications which were not strictly adhered to and therefore caused discomfort among administrative staff.

Fringe benefits influence on productivity 

Human resource management literature indicates fringe benefits as an effective tool for motivating of employees. Employees can be motivated and therefore increase their performance based on the fringe benefits which the employer provides. Study participants indicted they were knowledgeable of the fringe benefits offered in the organization. Medical cover was the most popular fringe benefit that employees preferred and staff ranked as important. However there was discontentment among staff due to the fact that fringe benefits offered by the university were not harmonized across the different colleges.

Conclusion 

In regard to the variable of the physical environment it is the study’s conclusion that this has an impact on the productivity of administrative employees given their responses on the indictors. This is similar to the findings of Brill et al. (1984) where he identifies several factors which affect productivity as furniture, noise, flexibility, comfort, communication, lighting, temperature and the air quality. The study findings also support Leaman (1995) findings that the productivity of the work is affected because the people were unhappy with temperature, air quality, light and noise levels in the office.

In regard to the variable of job – related factors and social support in the workplace it is the study’s conclusion that there is a positive perception of the social support among administrative staff at the university of Nairobi. Respondents agreed that they received the support they needed from colleagues and supervisors in the delegation of their duties which were rated on a likert scale from strongly disagree to strongly agree. These findings are consistent with those of Abualrub (2004) who found that, perceived social support from co-workers enhance job performance and decrease job stress. Similarly Drach-Zahavy (2004) suggests that supportive management practices are crucial to achieve high performance.

Fringe benefits comprise of the non – monetary compensation packages given to employees of an organization. Employees listed a number of different types of fringe benefits offered by the organization ranging from medical cover, leave days, transport to training opportunities and different types of allowances. Respondents however indicted that they were not satisfied with the fringe benefits offered and would prefer a revision of these.

Recommendations 

Based on the study findings the researcher makes the following recommendations;

1. The University of Nairobi should continuously assess the physical working conditions of administrative staff and implement measures based on these findings.
2. The study recommends the University of Nairobi to increase the number of potted plants in staff work spaces to counter the effect of high humidity which has been observed to contribute to illnesses.
3. The university of Nairobi management should consider harmonization of fringe benefits offered to administrative employees across the colleges.
4. The university of Nairobi management should undertake fringe benefits evaluations to determine what would improve the performance of their staff.
5. The study recommends that the University of Nairobi should engage their staff in determining the most appropriate fringe benefits.
6. The study also recommends the University of Nairobi staff to increase efforts to encourage social support among staff at all levels through team building activities and excursions

REFERENCES

• Abualrub, R.  (2004). Job stress, job performance and social support among hospital nurses. Journal Nurses Scholarship. 36(1): 73-78.
• Abdou, A. O., Kholy, E. I. M and Abdou, A. A. (2007). Correlation between Indoor Environmental Quality and Productivity in Buildings. Journal of architectural engineering 3, 1-15
• Abdullah, W. (2002). Human resources management: A comprehensive guide. Cape Town: Heinemann Publishers, (Pty) Limited.
• Al-Anzi, M. N. (2009).Workplace environment and its impact on employee performance. Project Paper. Master of Business Administration. Open University of Malaysia
• Akinyele, S. T. (2007). A Critical Assessment of Environmental Impact on Workers Productivity in Nigeria. Res. J. Bus. Manage. 1(1): 50-61.
• Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10^th ed.) London, Kogan page
• Arnolds, C. A. and Boshoff, C. (2001). The challenge of motivating top management: A need satisfaction perspective. Journal of Industrial Psychology, 27(1), 39-42.
• Backhouse A. and Drew, A. (1992). The design implications of social-interaction in a workplace setting. Environment and Planning B: Planning and design, 19, 5, 573-584.
• Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley.
• Block, L. K. and Stokes, G. S. (1989). Performance and satisfaction in private versus non-private work settings. Environment and Behavior, 21, 3, 277-297.
• Bowler, M. and Brass, D (2006). Relational Correlates of Interpersonal Citizenship Behavior: A Social  Network  Perspective, J. Appl. Psychol., 91: 70-82.
• Brill, M. M. (1992) Using Office Design to Increase Productivity. Vol. 1, 1984: Vol.2, 1984. Buffalo, N.Y.: Workplace Design and Productivity. Buildings /IAQ, pp.495-500.
• Brown, S. and Sessions, J. G. (2003). Attitudes, Expectations, and Sharing, Labour, 17(4): 543-569.
• Burns, N. and Grove, S. K. (1993). The practice of nursing research conduct, critique and utilization. 2^nd Edition. Philadelphia. W. B. Saunders Company.
• Burns, N. and Grove, S. K. (2003). Understanding nursing research. 3^rd Edition. Philadelphia. W. B. Saunders Company.
• Casio, W. (1996). Managing Human Resources: Productivity, Quality and Working Life and Profits; United States: McGraw Hill.
• Castilla, E. J. (2005). Social Networks and Employee Performance in a Call Center, Am. J. Sociol., 110(5): 1243-1283.
• Caplan, R. D., Cobb, S., French, J. R. P., Jr., Harrison, R. V., & Pinneau, S. R.  (1980). Job demands and worker health: Main effects and occupational differences. Ann Arbor, Mich.: Institute for Social Research.

₦3,000.00 – DOWNLOAD CHAPTERS 1-5 PROCEED TO DOWNLOAD Added to cart