PHYSICAL WORKING ENVIRONMENT AND ORGANIZATIONAL PERFORMANCE
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PHYSICAL WORKING ENVIRONMENT AND ORGANIZATIONAL PERFORMANCE
CHAPITRE ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Organisations can no longer afford to waste their workforce’s potential in today’s competitive business environment. The physical working environment of an individual has a significant impact on their level of motivation and performance. Employee morale, productivity, and engagement are all influenced by the physical working environment, both positively and negatively.
It’s no surprise that new programmes targeting lifestyle modifications, work/life balance, health and fitness – formerly overlooked as essential perks – are now fundamental considerations for potential employees and typical practises among the most recognised organisations.
Man’s immediate surroundings, which he manipulates for his survival, are referred to as the environment. Wrongful manipulation introduces dangers that make working conditions dangerous and reduces worker productivity.
As a result, the workplace is an atmosphere in which the worker executes his work (Chapins, 1995), but an effective workplace is one in which management can expect results (Mike, 2010; Shikdar, 2002).
The physical working environment influences how people interact, do jobs, and are led in an organisation. The physical working environment, as a component of the work environment, has had a direct impact on the human sense and has subtly altered interpersonal interactions and hence productivity.
This is because the qualities of a room or meeting space for a group have an impact on productivity and performance level. In today’s business world, the physical workplace environment is the most important aspect in keeping an employee satisfied.
Today’s workplace is unique, diverse, and ever-changing. The traditional employer/employee relationship has been thrown on its head. Workers live in a booming economy with nearly endless work choices.
This confluence of circumstances has created an environment in which the company needs its employees more than the employees need the company (Smith, 2011).
A vast number of physical work environment studies have revealed that workers/users are content with various workspace qualities. Users’ preferences for lighting, ventilation rates,
access to natural light, and acoustic environment are extremely significant to their productivity and workstation performance (Humphries, 2005; Veitch, Charles, Newsham, Marquardt, &Geerts, 2004; Karasek& Theorell, 1990).
Lighting and other elements such as ergonomic furniture have been shown to improve employee health and productivity (Dilani, 2004; Milton, Glencross& Walters, 2000; Veitch&Newsham, 2000). This is due to the fact that light has a significant impact on workers’/people’s physical, physiological, and psychological health,
as well as their overall performance at work. Ambient features in office environments, such as lighting, temperature, the presence of windows, free air movement, and so on, suggest that these physical environment elements influence employee attitudes, behaviours, satisfaction, performance, and productivity (Larsen, Adams, Deal, Kweon& Tyler, 1998).
Closed office floor plans, whether each person has their own office or there are only a few workers in each closed office, provide employees with more privacy than an open plan office layout.
They have the opportunity to work in peace and quiet, which allows them to focus on the job at hand without being overly distracted by what their colleagues are doing.
It allows employees to think by themselves or be creative without being interrupted (Mwbex, 2010). The presence of noise in the open office plan is unpleasant and demotivating, with a high level of distraction and disruption combined with a limited amount of privacy (Evans & Johnson, 2000).
The workplace is rapidly changing due to technological advancement, new communication methods, virtual reality, e-market improvement, and alternative job patterns (Challenger, 2000).
Organisations have increasingly turned to some form of environment, such as open office space, to support these rapid changes while preserving or improving outcomes (Terricone and Luca, 2002).
In comparison to totally enclosed private offices, this sort of work space encourages new ways of working and flexible workplaces that provide interpersonal access and ease of contact. When compared to closed office environments, the open plan office has boosted staff productivity (Becker, 2002).
Furthermore, communicating with someone you can see is easier than communicating with someone who is adjacent/distant or divided by things from you (J’Istvan in Business (2010).
The open office establishes an egalitarian structure with equal working circumstances, which lowers employee distance and enhances communication flow (Brennan, Chugh& Kline, 2002; Hedge, 1986, 2000).
Noise is a major source of employee distraction, resulting in decreased productivity, substantial inaccuracy, and increased job-related stress. According to Bruce (2008), workplace interruptions reduce employee productivity by up to 40% and increase errors by 27%.
Furthermore, Moloney (2011) validated the importance of natural light and air (ventilation) to worker performance, referencing a Loftness research from 2003. The study found that buildings with day-lighting systems increased output by 3-18%.
1.2 STATEMENT OF THE PROBLEM
The majority of organisations and industries have dangerous and unhealthy working environments. Poorly constructed workstations, inadequate furniture, a lack of ventilation, inappropriate lighting, excessive noise, insufficient safety precautions in fire emergencies, and a lack of personal protection equipment are examples of these.
People who work in such environments are at risk of occupational sickness, which has an influence on employee performance. As a result of the workplace environment, organisational performance suffers.
It is a broad occupational sector in which individuals face major problems at work, such as environmental and physical concerns. As a result, providing facilities to improve their performance will be tough.
1.3 OBJECTIVES OF THE STUDY
The following are the study’s objectives:
To investigate the effect of physical working conditions on organisational performance.
Identifying the aspects that contribute to a healthy physical working environment in a company.
To identify additional characteristics that improve organisational success.
1.4 RESEARCH QUESTIONS
What effect does the physical working environment have on organisational performance?
What variables contribute to a healthy physical working environment in an organisation?
What other elements improve organisational performance?
HYPOTHESIS 1.5
HO: There is no link between the physical working environment and organisational performance.
HA: There is a strong link between the physical working environment and organisational performance.
1.6 SIGNIFICANCE OF THE STUDY
The following are the study’s implications:
The findings of this study will inform business managers about the association between physical working conditions and organisational performance. It will also educate employees on the variables that contribute to a good physical working environment, allowing them to perform better.
This study will contribute to the body of literature on the effect of personality traits on student academic achievement, forming the empirical literature for future research in the field.
1.7 SCOPE AND LIMITATIONS OF THE STUDY
This research will look at the connection between the physical working environment and organisational performance.
STUDY LIMITATIONS
Financial constraint- A lack of funds tends to restrict the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection procedure (internet, questionnaire, and interview).
Time constraint- The researcher will conduct this investigation alongside other academic activities. As a result, the amount of time spent on research will be reduced.
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