Full Project - IMPACT OF WORK ENVIRONMENT ON ORGANIZATION PERFORMANCE IN EWEKORO LGA, OGUN STATE

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Full Project – IMPACT OF WORK ENVIRONMENT ON ORGANIZATION PERFORMANCE IN EWEKORO LGA, OGUN STATE

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CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Generally, work environment refers to one’s immediate surroundings including water, air, land in which one lives that influence one’s life. But for the purpose of this research, work environment here shall be referred to as elements within the work environment, such as working environment, management style, inter- relationship amongst staff and motivational factors – incentives, salary increase and opportunity to develop oneself. These have impact on the overall performance of an employee. Man wherever he is, be it at home, school or even the Government he keeps is always influenced by his work environment. The reason being that he is easily assimilated into the totality of his environment. An improved work environment will result in a reduction in a number of complaints and absenteeism and will bring an increase in productivity, Roelofson (2002).

Employee makes critical difference between success and failure. The effectiveness with which organizations manage, develop, motivate and engage the willing contribution of the employees will enable them to capitalize on their expertise most efficiently. There is a link between people management and business performance. According to Roelofson one of the fundamental human requirements is work environment that allows people to perform their work optimally under comfortable condition.

People are beginning to be conscious of the fact that to be happy and cheerful in one’s work place, some conditions must be present even with little pay. For example, not withstanding whatever is provided for a seamstress for her job, if there is no machine, all that is provided comes to naught. Again, when a librarian is provided for a noisy environment, he will not carry out his work effectively because the environment suitable for effective library function is quietness and orderliness. Similarly, an Accountant who deals with figures will be annoyed if he is sharing a calculator with four staff members. Also, the secretary is looked upon as human machine, trained with the responsibility of taking note of what others may regard as minor and making suggestions based on records available. To effectively carry out these and other functions, the secretary needs a ‘hightech’ office where some electronic machines will complement his/her human ability.

In an employment situation, the employee promises to live up to expectation. The employer expects nothing less. But the point is: has the employer provided a work environment that will facilitate the effective discharge of the employees’ assigned duties? Most employers keep complaining of poor returns from employee without taking out time to find out why the new employer has not performed beyond what the former one was able to do.

If an organization provides its employees with better work and most conducive working environment they can perform exceptionally well, and companies can capitalize on their enhanced productivity in the shape of cost reduction, which will ultimately contribute awards rich profits. The relationship between employee attitudes and Government performance, as suggested by Patterson et’ al., (1997), is highly correlated. They suggested that managers of organizations who are eager to promote productivity and Profitability should pay close attention to the attitudes of their employees in order to make them more positive.

The work environment has the biggest effect on organization performance and productivity. As a result of that, businesses are taking a more strategic approach to environmental management to enhance their productivity through improving the performance level of the employees. (Govindarajulu, 2004).

It is evident in the research findings of Patterson et’al, (2004) that the more satisfied workers are with their work environment the better the Government is likely to perform in terms of subsequent profitability and productivity and vice versa.

Many managers and supervisors labour under the mistaken impression that the level of organization performance on the job is only proportional to the size of the employee’s pay packet. Although this may be true in a minority of cases. Numerous employee 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 positive effect on organization performance and productivity. When these other factors are missing or diluted, the employee comes to work only for a paycheck. In this case, the employee is present at work in body only, leaving their mind outside the gate. (Business Performance Pty Ltd, 2006). The key factors and how each can be utilized by supervisors and managers to boost performance are:

Goal- setting

Employees should be involved in setting meaningful goals and performance measures for their work. This can be done informally between the employee and their immediate supervisor or as part of an organization’s formal performance management process. Here each employee is actively engaged in the goal-setting process and takes ownership of the final agreed goal and measures.

Performance feedback

Employees should be regularly given feedback on how they are performing. This should consist of both positive feedback on what the employee is doing right as well as feedback on what requires improvement. The feedback needs to be as objective as possible and delivered with the appropriate interpersonal and conflict resulting skills. It can be a mix of both informal feedback delivered as part of a formal performance management cycle.

Role congruity

The role the employee is required to perform should consistent with their expectations on joining the organization and any subsequent training. The organization’s role expectations are typically reflected in formal documents’ such as job Description and Role specifications. These expectations should be consistent with tasks allocation to employees.

Incentives

What motivates employees in particular should be determined and also set up formal and informal structures for rewarding employees that behave in the way required.

Supervisor support

Supervisor should act as advocates for employees, gathering and distributing the resources needed by them in order for them to do a good job. Immediate supervisor and managers need to display the interpersonal skills required to engage employees and enhance their self-confidence. This includes providing positive encouragement for a job well done.

Resource availability

Adequate maternal resources need to be available to enable employees perform to the best of their ability. It will help them work easier and help minimize error rate and customer dissatisfaction by supplying job aids. These can include templates, guides, models and checklists.

1.2 A BRIEF HISTORY OF EWEKORO LGA

Ewekoro is a Local Government Area in Ogun State, Nigeria. Its headquarters are in the town of Itori, at 6°56′00″N 3°13′00″E. It has an area of 594 km2 and a population of 55,156 at the 2006 census. The postal code of the area is 112. Ewekoro LGA is of great economic importance to the local economy as it being quarried for a production of cement by Lafarge (West African Portland Cement Government) Ewekoro and Dangote group. The cement has been quarried since the year 1959, which was the start of Lafarge cement in the country of Nigeria. Despite being underdeveloped, Ewekoro has the potential to be, a favorable destination to potential investments due to its proximity to the two largest cities in the south west of Nigeria.

1.3 STATEMENT OF PROBLEM

As has been suggested, the average business firms place more premiums on profit, especially in a capitalist economy as ours. Employers believe they can hire and fire at any time, as far as there is someone willing to do the job even at a lower pay with this unfortunate state of affairs, work environment are not given proper attention.

This disturbing tread in Ewekoro LGA has coursed the Government to lose its staff who leave in search of a better work environment in terms of better promotion policy, better remuneration, good and better working conditions. On this note, this work attempts to find out the extent to which the work environment such as works environment, motivation feeds like salary increase in Ewekoro LGA has affected the job performance and productivity of its employees.

1.4 OBJECTIVE OF THE STUDY

The study is aimed at ascertaining whether there is a casual relationship between the conditions available in the manufacturing environment of Ewekoro LGA and the staff performance. The work will also investigate whether perceived promotional opportunities will make employees stay with the Government and whether money is the main motivating factor. Furthermore, the following objectives will also be considered:

To find out whether incentives such as bonus performance allowances, etc is an attractive inducement to workers.
To find out whether salaries paid to the Ewekoro LGA employees are considered attractive when compared to other manufacturing companies.

Finally, this work will seek to suggest to managers, supervisors, administrations and others who have workers under their control, a workable policy and strategy to providing a conducive zeal and enhance the job

1.5 SIGNIFICANCE OF THE STUDY

This study will explore the effect of work environment on organization performance and the make-up of what constitutes a good work environment in the Government used as a case study. It is intended to be of interest to the top management in the manufacturing companies who would find the study very essential as a guide in structuring the work environment and make it a better place, putting all the necessary facilities in place to enhance efficiency and also increase the level of job performance.

1.6 SCOPE OF THE STUDY

The study is not designed to cover the manufacturing companies in Nigeria but it is limited to Ewekoro LGA, Ogun office. Efforts have been specifically devoted to find out how the effect of work environment affects the job performance of staff of Ewekoro LGA for this purpose, the study covers both the junior and middle level management staff.

1.7 LIMITATION OF THE STUDY

This is limited to Ewekoro LGA Ogun office in Ogun metropolis due to time and logistics constraints, which made extensive coverage of the manufacturing location impossible.

1.8 RESEARCH QUESTIONS

To further focus on this study, the following research questions are posed:

Are employees in Ewekoro LGA likely to resign if salaries paid by the Government are perceived to be behind salaries paid by manufacturing companies of equivalent rating?
Dose the work environment in Ewekoro LGA encourage staff to put in longer hours in their jobs because they are adequately compensated in terms of better salaries, attractive housing allowances, transport allowances, etc?
Dose the work environment in Ewekoro LGA provide opportunities for staff to grow and develop themselves intellectually.
Has the work environment in Ewekoro LGA being such that employees are getting promotion as at when due?
Are there external training programmes organised by the Government for staff to improve themselves and enhance the performance of their jobs?

1.9 RESEARCH HYPOTHESES

Null Hypothesis (Ho): the working environment of Ewekoro LGA is a motivating factor.

Alternative Hypothesis (HA): The working environment of Ewekoro LGA is not in any way a motivating factor.

(Ho): Motivation enhances productivity and performance of employees in Ewekoro LGA.

(HA): Motivation does not enhance productivity and performance of employees in Ewekoro LGA.

(Ho): Provision of a good working environment and conditions of service lead to low rate of absenteeism and low rate of job changing amongst the staff of Ewekoro LGA

(HA): Provision of a good working environment and conditions of service does not have any effect on the rate of absenteeism and job change amongst the staff of Ewekoro LGA.

(Ho): Increase in salary and bonuses increases employees performance.

(HA): Increase in salary and bonuses do not increase employees performance.

(Ho): Abundant opportunities to grow and develop oneself in the Government motivate employees.

(HA): Abundant opportunities to grow and develop oneself does not motivate employees.

1.10 DEFINITION OF TERMS

In this research the under listed terms shall be deemed as having the following meanings respectively:

Environment: Surrounding conditions that influence development or growth.

Employee: Someone who works in an office or a person, who performs services for an employer under a contract of service.

Performance: This is the act of doing a piece of work which one is either ordered to do or promised to do. It could be as the result of an act, which is measured in quality or in quantity.

Productivity: The rate or efficiency of work especially in manufacturing production.

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Full Project – IMPACT OF WORK ENVIRONMENT ON ORGANIZATION PERFORMANCE IN EWEKORO LGA, OGUN STATE

Click here to Get The Complete Research Project Chapter 1-5

Full Project – IMPACT OF WORK ENVIRONMENT ON ORGANIZATION PERFORMANCE IN EWEKORO LGA, OGUN STATE

Full Project – IMPACT OF WORK ENVIRONMENT ON ORGANIZATION PERFORMANCE IN EWEKORO LGA, OGUN STATE

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