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ASSESSING THE EFFECT OF WORK PLACE ENVIRONMENT ON EMPLOYEE PERFORMANCE

CHAPTER ONE
 INTRODUCTION 
1.1 Background of the Study 
The workplace environment in which employees work and undertake most of their activities can impact on the performance. The quality and quantity of work generated by employees are influenced by the workplace environment. There are poor environmental conditions that can cause inefficient workers productivity as well as reduce their job satisfaction, which in turn will impact on the financial well-being of the organization (keeling and kallaus 1996). Many managers and supervisors labor under the mistaken impression that the level of employee performance on the job is proportional to the size of the employee pay pocket. Although this may be true in minority case, numerous employees surveys have shown by and large this to be untrue. In fact, salary increases and bonuses for performance, in many instances have a very limited short-term effect. The extra money soon comes to be regarded not as an incentive but as an entitlement. There are other factors that when combined provide a more powerful determinant of employees performance. When these factors are missing, the employee does come to work only for a payback. In this case, the employee is present at work in body only, leaving their mind outside the gate. It is the quality of the employees workplace environment that impacts most on the level of motivation and subsequent performance. How well they engage with the organization especially with their immediate environment influences to a great extent their error rate, level of innovation and collaboration with other employees, absenteeism and ultimately how long they stay in the job. The nature of the physical conduct under which employees work is important to output (Richard, 2006). Brenner (2004) asserts that the ability of employees within an organization to share knowledge through the system depends on the conditions of their work. It is revealed that corporate executives from various industries disclosed that many organizations do not fully leverage their physical work environment to enable increase collaboration, innovation and improve work effectiveness. It is also observed that employees tend to be more productive in a well facilitated environment. The quality of comfort derivable from work environment determines the level of satisfaction and performance of workers (Brenner, 2004). Improved work environment will enhance employees’ performance. For example a standard health facility in the organization will protect the life of workers in case of any sickness or hazard of any kind. The growth of any organization which determines its survival in the competitive industry depends to a large extent on the performance of its workforce (Quible, 2000). Most people spend fifty percent of their lives within their working environment which greatly influence their mental actions, ability and performance (Quible, 2000.). Better outcomes and increased performance is assumed to be the result of better workplace environment. When assessing the workplace environment, consideration should be given to individual human characteristics such as age, sex, experience, physical stature etc., and how well these human characteristics match the physical environment. Appropriate design of workplace environments will ensure that they accommodate a broad variety of human characteristics (Merchant et al 2003). The work environment should satisfy the physical and mental requirements of the people who work within it. The necessary adjustments to the work area, in terms of the heights and angles of furniture and equipment, should be made for the comfort and safety of each person (Huges, 2007). Physical environmental factors can have an adverse impact on people. The specific physical factors that limit performance will vary depending on both the work environment and individual differences. Those people who are working within an environment are the ones best able to identify factors that affect their work. It is important to involve these ‘hands-on’ people in consultations with supervisors, managers and occupational health and safety personnel when considering options for controlling the risks in question(soundstorms, 1992).

Project detailsContents
 
Number of Pages104 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
ReferenceReference
QuestionnaireQuestionnaire
AppendixAppendix
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


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