THE IMPACT OF WORKING ENVIRONMENT ON EMPLOYEES

THE IMPACT OF WORKING ENVIRONMENT ON EMPLOYEES’

PERFORMANCE: THE CASE OF INSTITUTE OF FINANCE MANAGEMENT

IN DAR ES SALAAM REGION

CHRISTABELLA P. BUSHIRI

A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE DEGREE OF MASTER IN HUMAN RESOURCES

MANAGEMENT OF THE OPEN UNIVERSITY OF TANZANIA.

2014

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CERTIFICATION

The undersigned certifies that he has read and hereby recommends for acceptance by the

Open University of Tanzania a dissertation titled ‘The impact of working environment

on employees’ performance, the case of Institute of Finance Management in Dar es

Salaam’ in partial fulfillment of the requirements for degree of Masters in Human

Resources Management (MHRM).

_________________________________

Dr. Salum S. Mohamed

(Supervisor)

_________________________________

Date

iii

No part of this dissertation may be reproduced, stored in any retrieval system, or

transmitted in any form by any means, electronic, mechanical, photocopying, recording

or otherwise without prior written permission of the author or the Open University of

Tanzania in that behalf.

DECLARATION

I, Christabella Peter Bushiri do hereby declare that this dissertation is my own original

work and that it has not been presented and will not be presented to any other University

for a similar or any other degree award.

_________________________________

Signature

_________________________________

Date

DEDICATION

I dedicate this dissertation to my family especially my late father Peter Raphael Bushiri

who passed away before he saw the results of his good work. He was always a source of

inspiration and a mentor in serious life situations. Also my dedication goes to my lovely

mother Theopista K. Bushiri, my lovely husband Mwesiga W. Barongo and my lovely

brother Douglas P. Bushiri for being supportive when I struggled to ensure that this

work is complete.

ACKNOWLEDGEMENT

I would like to express my deepest gratitude to the Almighty God for blessing me with

good health, wisdom and passion to persist in fulfillment of the master’s programme in

Human Resources Management. I am grateful to my supervisor Dr.Salum S. Mohamed

from the Open University of Tanzania for his support and guidance during preparation

of this dissertation.I would like to extend my heartfelt acknowledgements for assistance

I received from the senior and junior staffs at Institute of Finance Management who

have guided me through this dissertation.

Finally, special thanks should be directed to my husband Mwesiga Wilson Barongo for

his support and encouragement from the first day I joined Masters of Human Resources

Managementprogramme to completion of this dissertation. He deserves heartfelt thanks.

vii

ABSTRACT

Organizations must step outside their traditional roles and comfort zones to look at new

ways of working. They have to create a work environment where people enjoy what they

do, feel like they have a purpose, have pride in what they do, and can reach their

potential. The study aimed to assess the impact of working environment on employees’

performance at Institute of Finance Management in Dar es Salaam Region. For the

purpose of this study, descriptive research design was used. Simple random sampling

technique was respectively used to select the respondents for the study. Respondents for

this study were fifty (50) made up of twenty-five (25) senior staff and twenty-five (25)

junior staff. Structured questionnaires were used for data collection.

The study findings indicate that, organization working environment had an impact on

members as far as respondents are concerned. The study also revealed that employees’

will improve their performance if the problems identified during the research are tackled

by the management. The problems are flexibility of working environment, work noise

distraction, supervisor’s interpersonal relationship with subordinates, presence of job

aid, the use of performance feedback and improve of work incentives in the organization

so that to motivate employees to perform their job.

In conclusion based on the findings the study recommended that, the organization needs

to have periodic meetings with employees to air their grievances to management and

serve as a motivating factor to the employees. Management should find ways and means

of communicating their goals and strategies to their employees in order to achieve what

the organization is in business for, its mission and vision.

viii

TABLE OF CONTENTS

CERTIFICATION .......................................................................................................... II

COPYRIGHT ................................................................................................................. III

DECLARATION ........................................................................................................... IV

DEDICATION ................................................................................................................. V

ACKNOWLEDGEMENT ............................................................................................ VI

ABSTRACT .................................................................................................................. VII

TABLE OF CONTENTS ............................................................................................ VIII

LIST OF FIGURES ..................................................................................................... XV

CHAPTER ONE .............................................................................................................. 1

1.0 INTRODUCTION ...................................................................................................... 1

1.1 Background to the Study ............................................................................................. 1

1.2 Statement of the Research Problem ............................................................................. 2

1.3 Research Objectives ..................................................................................................... 4

1.3.1 General Objective...................................................................................................... 4

1.3.2 Specific Objectives.................................................................................................... 4

1.3 Research Questions ...................................................................................................... 4

1.5 Significance of the Study ............................................................................................. 5

1.6 Scope of the Study ....................................................................................................... 5

1.7 Organization of the Study ............................................................................................ 6

CHAPTER TWO ............................................................................................................. 7

2.0 LITERATURE REVIEW .......................................................................................... 7

2.1 Introduction .................................................................................................................. 7

2.2 Conceptual Definitions ................................................................................................ 7

2.2.1 Working Environment ............................................................................................... 7

2.2.2 Employee Performance ............................................................................................. 9

2.3 Theoretical Literature Review.................................................................................... 10

2.3.1 Goal-Setting Theory ................................................................................................ 11

2.3.2 Expectancy Theory.................................................................................................. 12

2.3.3 Maslow’s Hierarchy of Needs Theory .................................................................... 12

2.3.4 Frederick Herzberg's Theory ................................................................................... 14

2.3.5 Mcgregor Theory X and Theory Y ......................................................................... 15

2.3.6 Working Environment Factors that Affect Employees Performance ..................... 16

2.3.6.1 Supervisor Support ............................................................................................... 16

2.3.6.2 Job Aid ................................................................................................................. 17

2.3.6.3 Physical Work Environment ................................................................................ 17

2.3.6.4 Performance Feedback ......................................................................................... 18

2.3.6.5 Workplace Incentives ........................................................................................... 19

2.4 Empirical Analysis ..................................................................................................... 19

2.4.1 Empirical Analysis in the World ............................................................................. 19

2.4.2 Empirical Analysis in Africa ................................................................................... 21

2.4.3 Empirical Analysis in Tanzania .............................................................................. 22

2.5 Research Gap ............................................................................................................. 24

2.6 Conceptual Framework .............................................................................................. 25

2.7 Theoretical Framework .............................................................................................. 26

2.7.1 Job Aid and Employee Performance ....................................................................... 26

2.7.2 Supervisor Support and Employee Performance .................................................... 26

2.7.3 Physical Work Environment and Employee Performance ...................................... 27

2.7.4 Work Incentives and Employee Performance ......................................................... 27

2.7.5 Performance Feedback and Employee Performance............................................... 28

CHAPTER THREE ....................................................................................................... 29

3.0 RESEARCH METHODOLOGY ........................................................................... 29

3.1 Introduction ................................................................................................................ 29

3.2 Research Design ......................................................................................................... 29

3.3 Study Area .................................................................................................................. 29

3.4 Population of the Study .............................................................................................. 30

3.5 Sample Size and Sampling Techniques ..................................................................... 30

3.5.1 Sample Size ............................................................................................................. 30

3.5.2 Sampling Techniques .............................................................................................. 31

3.6 Data Collection Methods ........................................................................................... 31

3.6.1 Primary Data ........................................................................................................... 32

3.6.2 Secondary Data ....................................................................................................... 32

3.7 Data Collection Tools ................................................................................................ 32

3.7.1 Questionnaire .......................................................................................................... 33

3.7.2 Observation ............................................................................................................. 33

3.7.3 Interview ................................................................................................................. 33

3.8 Reliability and Validity of Data ................................................................................. 34

3.9 Data Analysis ............................................................................................................. 34

CHAPTER FOUR .......................................................................................................... 35

4.0 PRESENTATION OF FINDINGS, ANALYSIS AND DISCUSSION ................ 35

4.1 Introduction ................................................................................................................ 35

4.2 Findings and Data Analysis ....................................................................................... 35

4.2.1 Gender of Respondents ........................................................................................... 35

4.2.2 Rank of Respondents .............................................................................................. 36

4.2.3 Age of Respondents ................................................................................................ 36

4.2.4 Physical Working Environment .............................................................................. 37

4.2.5 Workplace Noise Distraction .................................................................................. 38

xii

4.2.6 Employee Performance Feedback ........................................................................... 38

4.2.7 Communication of organization Goals and Strategies ............................................ 39

4.2.8 Job Aid .................................................................................................................... 40

4.2.9 Employee Recognition as Individual ...................................................................... 41

4.2.10 Communication between Employees .................................................................... 42

4.2.11 Employee Career Advancement ............................................................................ 43

4.2.12 Employee Relationship with Supervisor ............................................................... 43

4.2.13 Employee Job Security in the Organization .......................................................... 44

4.2.14 Clear Definition of Task ....................................................................................... 45

4.2.15 Supervisor’s Rating on Communication ............................................................... 46

4.2.16 Supervisor’s Rating on Planning and Organizing ................................................. 46

4.2.17 Supervisor’s Rating on Directing and Coordinating ............................................. 47

4.2.18 Supervisor’s Rating on Job/Technical Knowledge ............................................... 48

4.2.20 Work Incentives towards Employee Performance ................................................ 50

4.2.21 Length of Working Period .................................................................................... 52

4.2.22 Referral of a Friend to Work with the Organization ............................................. 52

4.2.23 Fairly Treatment of Rewarding Employees .......................................................... 53

4.3 Discussion of the Findings ......................................................................................... 54

CHAPTER FIVE ............................................................................................................ 56

xiii

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS ............................ 56

5.1 Introduction ................................................................................................................ 56

5.2 Summary of the Main Findings.................................................................................. 57

5.3 Implications of the Findings ...................................................................................... 57

5.4 Conclusion ................................................................................................................. 59

5.5 Recommendations ...................................................................................................... 59

5.6 Limitations of the Study ............................................................................................. 60

5.7 Suggested Area for Further Study .............................................................................. 61

REFERENCE ................................................................................................................. 62

APPENDICES ................................................................................................................ 69

xiv

LIST OF TABLES

Table 3.1: Sample Composition of the Study ................................................................. 31

Table 4.1: Gender of Respondents ................................................................................... 35

Table 4.2: Rank of Respondents ...................................................................................... 36

Table 4.3 : Age of Respondents ....................................................................................... 36

Table 4. 4: Physical Working Environment ..................................................................... 37

Table 4.5 : Workplace Noise Distraction ......................................................................... 38

Table 4.6: Employee Performance Feedback................................................................... 39

Table 4.7: Communication of Organization Goals and Strategies ................................... 40

Table 4.8: Job Aid ............................................................................................................ 40

Table 4.9: Employee Recognition as Individual .............................................................. 41

Table 4.10: Communication between Employees ............................................................ 42

Table 4.11: Employee Career Advancement ................................................................... 43

Table 4.12: Employee Relationship with Supervisor ....................................................... 44

Table 4.13: Employee Job Security in the Organization.................................................. 44

Table 4.14: Clear Definition of Task .............................................................................. 45

LIST OF FIGURES

Figure 2.1 Maslow’s theory hierarchy needs ................................................................... 13

Figure 2.2: Conceptual Framework.................................................................................. 25

Figure 4. 1: Supervisor’s rating on communication ........................................................ 46

Figure 4.2: Supervisor’s rating on planning and organizing ........................................... 47

Figure 4.3: Supervisor’s rating on directing and coordinating ........................................ 48

Figure 4.4: Supervisor’s rating on job/technical knowledge ........................................... 49

Figure 4.5: Supervisor’s rating on interpersonal relationship .......................................... 50

Figure 4.6: Work incentives towards employee performance ........................................ 51

Figure 4.7: Length of working period ............................................................................. 52

Figure 4.8: Referral of a friend to work with the organization ........................................ 53

Figure 4.9: Fairly treatment of rewarding employees ..................................................... 54

CHAPTER ONE

1.0 INTRODUCTION

1.1 Background to the Study

Working environment plays an important role towards the employees ‘performance.

Working environment is argued to impact immensely on employees’ performance

either towards negative or the positive outcomes (Chandrasekar2001).In the world,

there are international organizations who debate the rights of employee. Most people

spend fifty percent of their lives within indoor environments, which greatly influence

their mental status, actions, abilities and performance (Dorgan, 1994). Better outcomes

and increased productivity is assumed to be the result of better workplace environment.

Better physical environment of office will boosts the employees and ultimately

improve their productivity. Various literature pertain to the study of multiple offices

and office buildings indicated that the factors such as dissatisfaction, cluttered

workplaces and the physical environment are playing a major role in the loss of

employees’ productivity (Carnevale 1992,Clements- Croome 1997).

In the 1990’s, the factors of work environment had changed due to the changes in

several factors such as the social environment, information technology and the flexible

ways of organizing work processes (Hasun & Makhbul, 2005). When employees’ are

physically and emotionally fit will have the desire to work and their performance

outcomes shall be increased. Moreover, a proper workplace environment helps in

reducing the number of absenteeism and thus can increase thee mployees’ performance

which leads to increased productivity at the workplace (Boles et al.2004).

As the Economic and Social Council reported in 2007, global economic growth is

increasingly failing to create the kinds of new and better jobs that can lead to a

reduction in poverty. Despite high and sustained economic growth in many developing

countries, unemployment is rising, a large proportion of the labour force is working

below poverty level wages, and the majority of non-agricultural employment is situated

in the informal economy. It is of little surprise that in recent years there has been a shift

of focus from a singular interest in economic growth to an enlarged concern with

improving the quality of work. Governments from across Africa have forcefully called

for action to overcome these challenges. The African Union Extraordinary Summit on

Employment and Poverty Alleviation in Africa (Ouagadougou, September 2004)

overwhelmingly endorsed the ILO’s Decent Work Agenda with an emphasis on the

creation of quality jobs. The Government of the UnitedRepublic of Tanzania supports

this pan-African call for the integration of employment growth and improved quality of

work, as reflected in its National Strategy for Growth and Reduction of Poverty 2005–

2010 and its National Employment Policy of 2008.

1.2 Statement of the Research Problem

Noble (2009) states that more attention should be paid in identifying and dealing with

working environment because when employee have negative perception to their

environment they sometimes suffer from chronic stress. Opperman (2002) stated that,

working environment means those processes, systems, structures, tools or conditions

inthe workplace that impact favorably or unfavorably individual performance. The

working environment also includes policies, rules, culture, resources, working

relationships, work location, internal and external environmental factors, all of which

influence the ways that employee perform their job functions.

This study is designed to examine the impact of working environment on employee’s

performance at the institute of finance management. This is the public institution which

operates at the center of Dar es Salaam city with about 9000 students and 320

employees. The problem identified which made to undergo this research is based on the

physical work environment which mostly affect employees’ performance. The institute

is located in an area of 4 acres which is small compared to the number of students and

employees. This resulted to lack of enough offices for employees to do their work

effectively, noise which cause discomfort depending on the task they are given and the

environment of the place they are working.

Through this study the employer will get to know how its work environment impacts

greatly on the employee’s level of motivation and performance. A well designed office

signals the values and objectives of the organization and the use of design in office

interior communicates an organization values and identity. Office design therefore

should be one of the factors in affecting employee’s productivity. Employee’s morale is

often interrelated when it comes to productivity in the work environment. It is therefore

important to find out the impact of working environment on employees’ performance at

this institute which will provide knowledge and measures to other public institutions in

Tanzania.

1.3 Research Objectives

This research will be guided by the following study objectives

1.3.1 General Objective

The general objective of this study is to assess the impact of working environment on

employees’ performance at the Institute of Finance Management in Dar es Salaam.

1.3.2 Specific Objectives

i. To determine the contribution of performance feedback on employees’

performance.

ii. To assess the use of job aid towards employees’ performance.

iii. To determine whether physical work environment has influence on

employees’ performance.

iv. To examine whether supervisor support contribute towards employees’

performance.

1.3 Research Questions

i. How does performance feedback improve employees’ performance?

ii. How can job aid enhance employees ‘performance?

iii. What are the physical work environments that add towards employees’

performance?

iv. Which contribution does a supervisor has towards employees’

performance?

1.5 Significance of the Study

It is anticipated that the findings of the study will pave way for the authorities of the

institute of finance management to accept the variable that affects employees’ working

environment and their performance at the organization. Such an acceptance could be

utilized to improve on the working conditions of employees. It will also visualize that

the findings of this study will enable the organization to know how to address issues

concerning the employees and its working environment and to consider office design as

an important factor in increasing employees’ performance.

It will therefore serve as a reference material for future researches in this area. Also, the

results will throw more light on factors affecting employee’s performance as far as

their environments are concerned. The study is expected to provide knowledge and

measures to improve the working environment of employees for better performance in

public institution specifically at the Institute of Finance Management in Dar es Salaam

Region.

1.6 Scope of the Study

The study will focus on employees at the Institute of Finance Management. This is the

public institution which operates at the city center of Dar es Salaam Region with about

9000 students and about 320 employees. This study will find out how working

environment has a significant impact upon employee performance and productivity.

1.7 Organization of the Study

The study will be structured into five chapters. Chapter one will deal with introduction,

statement of research problem, research objectives and significance of the study.

Chapter two will consist of literature review which will comprise of conceptual

definitions, theoretical review, empirical analysis and conceptual frame work. Chapter

three will contain the research methodology which comprise of the research design,

study area, research population, sampling design, and data collection methods. Chapter

four will highlight the presentation and interpretation of data as well as discussing of

findings. Chapter five will contain the summary of the study, recommendations and

conclusions.

CHAPTER TWO

2.0 LITERATURE REVIEW

2.1 Introduction

This literature review attempts to discuss the various literature related to working

environment which has impact on employee performance. The discussion also

identifies gaps left by other researchers of similar studies. However, this study attempts

to fill those gaps so that the write-up can contribute to a new body of knowledge in the

academic world. Through this review, literature is re-packaged and analyzed as a way

of bringing new insights into the problem studied.

2.2 Conceptual Definitions

This subsection provides definitions of key concepts such as working environment and

employee performance from various sources.

2.2.1 Working environment

Kohun (1992), defines working environment as an entirely which comprises the

totality of forces, actions and other influential factors that are currently and, or

potentially contending with the employee’s activities and performance. Working

environment is the sum of the interrelationship that exists within the employees and

the environment in which the employees work.

Brenner (2004) was of the opinion that “the ability to share knowledge

throughout organizations depends on how the work environment is designed to enable

organizations to utilize work environment as if it were an asset. This helps

organizations to improve effectiveness and allow employees to benefit from

collective knowledge”. In addition, he argued that working environment designed to

suit employee’s satisfaction and free flow of exchange of ideas is a better medium of

motivating employees towards higher productivity.

Opperman (2002) defines working environment is a composite of three major sub-

environments: the technical environment, the human environment and the

organizational environment. Technical environment refers to tools, equipment,

technological infrastructure and other physical or technical elements. The technical

environment creates elements that enable employees perform their respective

responsibilities and activities. The human environment refers to peers, others with

whom employees relates, team and work groups, interactional issues, the leadership

and management. This environment is designed in such a way that encourages informal

interaction in the work place so that the opportunity to share knowledge and exchange

ideas could be enhanced. This is a basis to attain maximum productivity.

Organizational environment include systems, procedures, practices, values and

philosophies. Management has control over organizational environment. Measurement

system where people are rewarded on quantity, hence workers will have little interest in

helping those workers who are trying to improve quality. Thus, issues of organizational

environment influence employee’s productivity.

2.2.2 Employee Performance

Sinha (2001) stated that employees’ performance is depending on the willingness and

also the openness of the employees itself on doing their job. He also stated that by

having this willingness and openness of the employees in doing their job, it could

increase the employees’ productivity which also leads to the performance.

Stup (2003) also explained that to have a standard performance, employers have to get

the employees task to be done on track as to achieve the organization goal or target. By

having the work or job done on track, employers could be able to monitor their

employees and help them to improve their performance.

Furthermore, a reward system should be implemented based on the performance of the

employees. This is to motivate the employees in order to perform more on their task.

There are several factors that being described by Stup (2003) towards the

success of the employees’ performance. The factors are such as physical work

environment, equipment, meaningful work, performance expectation, feedback on

performance, reward for good or bad system, standard operating procedures,

knowledge, skills and attitudes.

Franco et al (2002) defined performance that relies on internal motivation but presence

of internal factors such as necessary skills, intellectual capacity and resources to do the

job clearly have an impact. As a consequence employers are supposed to provide

appropriate working conditions in order to make sure the performance of

employees meet the required standards.

2.3 Theoretical Literature Review

Employees' performance has been established to be directly related to employees'

motivation. This assertion was corroborated by different management theories since the

works of Frederick Taylor on 'The Principle of Scientific Management' in 1911and

Henry Gantt on 'Works, Wages and Profits' in 1913. Modern employees'

motivation management methods have evolved over time which discredited Taylor's"

differential piece rate -work" and Gantt's "task and bonus wage" systems. The

modern employees' motivation management methods are employees' oriented and are

more effective (Gardner and Lambert 1972).

Maslow (1943) said that people work to survive and live through financial

compensation, to make new friends, to have job security, for a sense of achievement

and to feel important in the society, to have a sense of identity, and most especially

to have job satisfaction. All employees that have job satisfaction are high performers

in their respective workplaces.

Taylor (1911) opined that the most important motivator of workers is salary and wages

when he said that "non-incentive wage system encourages low productivity". He said

that if employees receive the same wage irrespective of their individual

contribution to the goal, they will work less and that employees think working at a

higher rate means fewer employees may be needed which discourages employees to

work more (Gardner and Lambert 1972).

Basing on those explanations, this study indicates that the success of any organization

largely depends on the motivation of its employees.

2.3.1 Goal-setting Theory

The goal-setting theory had been proposed by Edwin Locke in the year 1968. This

theory suggests that the individual goals established by an employee play an important

role in motivating him for superior performance. Skills required include the ability to

engage employees in mutual goal setting clarify role expectations and provide regular

performance feedback. Time and energy will also need to be given to providing

relevant performance incentives, managing processes, providing adequate resources

and workplace training.It also advice that in order to drive the organization to peak

performance managers and supervisors must put out front the human face of their

organization. Principle here is the human-to-human interaction through providing

individualized support and encouragement to each and every employee (Salaman et al,

2005).

Employee performance is a major multidimensional construct aimed to achieve results

and has a strong link with planned goals of an organization (Abbas and Yaqoob, 2009).

Performance is the key multi character factor intended to attain outcomes which has a

major connection with planned objectives of the organization (Sabir et al. 2012).

Employees ‘goals achievement in this theory is by creating of work environment

attractive, comfortable, satisfactory and motivating to employees so as to give them a

sense of pride and purpose in what they do. How working environment is designed and

occupied affects not only how people feel, but also their work performance,

commitment to their employer, and the creation of new knowledge in the organization

(Taiwo, 2009).

2.3.2 Expectancy Theory

The most widely accepted explanations of motivation have been propounded by Victor

Vroom. His theory is commonly known as expectancy theory. The theory argues that

the strength of a tendency to act in a specific way depends on the strength of an

expectation that the act will be followed by a given outcome and on the attractiveness

of that outcome to the individual to make this simple. Expectancy theory says that an

employee can be motivated to perform better when there is a belief that the better

performance will lead to good performance appraisal and shall result into realization of

personal goal in form of some reward future events. The theory focuses on three things

efforts and performance relationship, performance and reward relationship, rewards

and personal goal relationship (Salaman et al, 2005).

This theory is based on the hypothesis that individuals adjust their behavior in the

organization on the basis of anticipated satisfaction of valued goals set by them. In

order for employees to perform in this theory is by making sure each employee's

workplace goals and values are aligned with the organization's mission and vision is

important for creating and maintaining a high level of motivation. That can lead to

higher productivity, improve employee performance, reduce the chances of low

employee morale, encourage teamwork and instill a positive attitude during challenging

times (Salaman et al, 2005).

2.3.3 Maslow’s Hierarchy of Needs Theory

Abraham Maslow defined need as a physiological or psychological deficiency that a

person feels the compulsion to satisfy. This need can create tensions that can influence

a person's work attitudes and behaviors. Maslow formed a theory based on his

definition of need that proposes that humans are motivated by multiple needs and that

these needs exist in a hierarchical order. His premise is that only unsatisfied need can

influence behavior; a satisfied need is not a motivator (Ramlall, 2004).

Figure 2.1 Maslow’s theory hierarchy needs

Source: Ramlall, S. (2004)

A person starts at the bottom of the hierarchy (pyramid) and will initially seek to satisfy

basic needs (e.g. food, shelter).Once these physiological needs have been satisfied, they

are no longer a motivator. The individual moves up to the next level. Safety needs at

work could include physical safety (e.g. protective clothing) as well as protection

against unemployment, loss of income through sickness etc).Social needs recognize

that most people want to belong to a group. These would include the need for love and

belonging (e.g. working with colleague who supports you at work, teamwork,

communication).Esteem needs are about being given recognition for a job well done.

They reflect the fact that many people seek the esteem and respect of others. A

promotion at work might achieve this. Self- actualization is about how people think

about themselves - this is often measured by the extent of success and/or challenge at

work (Ramlall, 2004).One should also take care that employees don’t just work for

financial incentives. One should create an environment where employees like to come

to work because they enjoy their jobs hence increase performance. Incentives also

motivate the employees when you want them to go that extra mile to achieve your

targets. Maslow's model has great potential appeal in the business world. The message

is clear - if management can find out which level each employee has reached, then they

can decide on suitable rewards (Ramlall, 2004).

2.3.4 Frederick Herzberg's Theory

Herzberg's theory concludes that certain factors in the workplace result in job

satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. The

factors that motivate people can change over their lifetime, but "respect for me as a

person" is one of the top motivating factors at any stage of life. He distinguished

between motivators; (e.g. challenging work, recognition, responsibility) which give

positive satisfaction, and hygiene factors; (e.g. status, job security, salary and fringe

benefits) that do not motivate if present, but, if absent, result in demonization. The

theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure

Theory." Herzberg described four basic states that could occur:

1. High Motivation/High Hygiene: Perfect state of happy, motivated employees

2. High Motivation/Low Hygiene: Motivated employees who love the work but

have lots of Complaints

3. Low Motivation/High Hygiene: Bored employees punching a clock for a Pay

check

4. Low Motivation/Low Hygiene: Total mess of bored, unhappy employees.

Herzberg's research proved that people will strive to achieve 'hygiene' needs because

they are unhappy without them, but once satisfied the effect soon wears off -

satisfaction is temporary. Then as now, poorly managed organizations fail to

understand that people are not 'motivated' by addressing 'hygiene' needs. People are

only truly motivated by enabling them to reach for and satisfy the factors that Herzberg

identified as real motivators, such as achievement, advancement, development, etc.,

which represent a far deeper level of meaning and fulfillment.

2.3.5 McGregor Theory X and Theory Y

McGregor has developed a theory of motivation on the basis of hypotheses relating to

human behavior. According to him, the function of motivating people involves certain

assumption about human nature. Theory X and Y are two sets of assumptions about the

nature of people. THEORY X considers individuals who dislike work and avoid it

where possible, individuals who lack ambition dislike responsibility and prefer to be

led, and individuals who desire security. The management implications for Theory X

workers were that, to achieve organizational objectives, a business would need to

impose a management system of coercion, control and punishment. THEORY Y

considers effort at work as just like rest or play, ordinary people who do not dislike

work. Depending on the working conditions, work could be considered a source of

satisfaction or punishment, individuals who seek responsibility (if they are motivated).

The management implications for Theory X workers are that, to achieve organizational

objectives, rewards of varying kinds are likely to be the most popular motivator. The

challenge for management with Theory Y workers is to create a working environment

(or culture) where workers can show and develop their creativity.

2.3.6 Working Environment Factors that Affect Employees Performance

An attractive and supportive working environment provide conditions that enable

employees to perform effectively, making best use of their knowledge, skills and

competences and the available resources in order to provide high-quality of

organization service. Basing on this study the factors are explained below.

2.3.6.1 Supervisor Support

A supervisor is also known as a person with an experience leader, a person who can

solve problem and also the role model at the first level of organizational management

(Adair, 1988; Nijman, 2004). Therefore, as an experience leader, the supervisors

had always being involved in conducting a training program. The training

program that is being conducted are such as establishing the objectives, selecting

the trainer, developing a lesson plans, selecting the program method and techniques

that is being used, preparing the materials, scheduling the program and also conduct

a training needs analysis (Adair, 1988; Elangovan & Karakowsky 1999). Rabey,

(2007) stated that, a supervisor could be a trainer to the employees, as the trainer

will assist the employees in getting their job done by guiding employees on the

operational process especially when it comes to a new operational procedure. A

supervisor support could lead to the employees’ performance but there is a case that the

supervisor had failed in supporting their employees. For example, the

miscommunication between employees and the supervisor in term of delivering the

information or process on the job to the employees (Harris et. al., 2000).

In order to gain the employees performance, both party in between the employees and

supervisor needs to play their part which is to commit with the relationship. If full

commitment is given, it will leads to positive result to the performance from the

employees (Blau, 1964).

2.3.6.2 Job Aid

Rossett and Gauier (1991) stated that, the purpose of job aid is to direct and guide as to

enlighten the employees performance. Job aid also helps in order to support the

employees’ performance. An example of a military performance had been reviewed by

(Duncan 1985) regarding the military reliance on job aids between 1958 and 1972

which is significant and positive contribution toward the military performance. He

also stated that based on the results of military analysis, job aid saved money without

jeopardizing employees work performance. There are three ways to increase

performance based on the job aid (Cavanaugh, 2004). The first way is through the

external support which means that the employees need to take leave from work and

look for the source as for their reference to their job. The second way is through

the extrinsic support. An extrinsic support means that the job aid is being given within

the system itself. As for the third way, it is called the intrinsic support. An intrinsic

support is an insider or software that is being used as for the efficiency of workflow.

2.3.6.3Physical Work Environment

Physical working environment can result a person to fit or misfit to the environment of

the workplace. A physical work environment can also be known as an ergonomic

workplace. Researches on the workplace environment need to be done in order to get

an ergonomic workplace for every each of the employees. By having this ergonomic

physical workplace at their workplace, it will help employees from not getting the

nerve injury (Cooper & Dewe, 2004).

Furthermore, McCoy and Evans (2005) stated that the elements of working

environment need to be proper so that the employees would not be stressed while

getting their job done. In their article, they also stated that the physical element

plays an important role in developing the network and relationship at workplace.

Result of the employees’ performance can be increased from five to ten percent

depending on the improvement of the physical workplace design at their workplace

(Brill, 1992).

Further, Amir (2010) mentions elements that related to the working environment. There

are two main elements which are the office layout plan and also the office comfort.

Amir (2010) also stated that a physical workplace is an area in an organization that is

being arranged so that the goal of the organization could be achieved.

2.3.6.4 Performance Feedback

Performance feedback is an information exchange and conflict resolution process

between the employee and supervisor. This consists of both positive feedback on what

the employee is doing right as well as feedback on what requires improvement.

Managers and supervisors will need to be comfortable with working with the whole

range of workplace factors that influence employee performance. While the supervisor

gives his/her feedback and requirements, the employee enables to give his her feedback

regarding his/her requirements. Although this process is formal, it could be managed

informally by gaining closer relations for two sides (Chandrasekar, 2011).

2.3.6.5 Workplace Incentives

The organization determines what motivates its employees and sets up formal and

informal structures for rewarding employees behaving in the way required. Rewards

may consist of a mix of internal rewards, such as challenging assignments, and external

rewards, such as higher compensation and peer recognition (Chandrasekar, 2011).

Performance of professional employees is poor not only due to working environment

factors but also due to lack of human resource management aspect such as recognition

of employees who performs well, poor working condition, absence of performance

appraisal system and poor feedback on performance outcome .Therefore significant

changes in promotions, compensation and benefits helps in keeping employees satisfied

and in turn increases production.

2.4 Empirical Analysis

This empirical analysis attempts to discuss various studies on working environment

which has impact on employee performance. These studies will be categorized as

empirical analysis in the world, empirical analysis in Africa and empirical analysis in

Tanzania.

2.4.1 Empirical Analysis in the World

Historically, the job satisfaction-performance linkage has been primarily discussed by

theorists from the Socio-technical and Human Relations schools of thought. According

to the Socio-technical approach (Emery & Trist, 1960), organizational performance

depends on congruence between the technical and social structures of the organization.

Building on this notion, the Human Relations perspective posits that satisfied workers

are productive workers (Likert, 1961; McGregor, 1960). Thus, organizational

productivity and efficiency is achieved through employee satisfaction and attention to

employees’ physical as well as socio-emotional needs. Human relations researchers

further argue that employee satisfaction sentiments are best achieved through

maintaining a positive social organizational environment, such as by providing

autonomy, participation, and mutual trust (Likert, 1961). Based on this logic, employee

satisfaction is believed to influence the development of routine patterns of interaction

within organizations. Through mutual interactions, employees develop relationships

with co-workers that also prescribe behavioral expectations and influence behaviors

(e.g,norms or informal standards of acceptable behavior).

For example, an unhappy employee could be prevented from lowering their

performance by control mechanisms (e.g., standards of measurement, supervisory

influence); however, widespread dissatisfaction among employees could lead to a strike

or sabotage that might hinder an organization’s effectiveness. Alternatively, dissatisfied

employees might choose to maintain performance levels (due to control mechanisms)

but neglect to inform supervisors of important information that, over time, would result

in lower organizational effectiveness or efficiency. Thus, employees’ job satisfaction

sentiments are important because they can determine collaborative effort (Harter et al.,

2002).Brenner (2004) asserted that the ability of employees within an organization to

share knowledge throughout the system depends on the conditions of their work

environment. Some employees tend to be more productive in a well facilitated work

environment. More so, the quality of comfort variable from work environment

determines the level of satisfaction and productivity of workers. Workers productivity

cannot be optimal, if the conditions of work environment are not favorable. Improved

work environment enhances employee’s productivity.

2.4.2 Empirical Analysis in Africa

Africa today suffers from some aspects of economic, social and political

underdevelopment, but that the most salient characteristic is their poverty (Kamoche,

1997).The argument can thus be made that improving work habits in African

institutions can contribute to Africa’s "graduation from poverty and vulnerability to

well-being and security and development” (Bibangambah 2002). That is development

measured in terms of its three components—economic, social and political, the

technological dimension being part of the economic component—meaning the process

of enhancement of capacity to effectively and adequately meet people's needs (UNDP,

1999). Africa’s incapacitation or lack of capacity to address the needs of her people or

affect desired and appropriate urban and rural management practices is indicative of the

criticality of capacity and capacity enhancement defined by the right work habits of the

working actors. Poor work habits’ adverse impaction productivity and growth is not a

new discovery (Pritchett,2005).The argument has been made that effective

development requires high standards of ethical and performance behaviors, particularly

in relation to national governance and major development projects (World Bank, 1999).

The wave of globalization now requires agencies of governments and companies in

other parts of the world including African nations to conduct their business in an

environment characterized by speed and being connected (World Bank, 1981). The

development and retention of intellectual capital determines the competitive advantage

of companies (Pritchett,2005). To survive in the 21century, institutions in Africa must

be disposed to constant change and be adaptable to identify with leading people

strategies and practices that correlate with excellent financial performance and adopt

effective benchmarking practices against leading practices in participating sectors

(Drucker, 1993; Senge, 1990).

As suggested by Govindarajulu (2004), in the twenty-first century, businesses are

taking more strategic approach to environmental management to enhance their

productivity through improving the performance level of the employees. It is evident in

the research findings of Patterson et al., (1997) 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. The management that dictate how, exactly, to maximize employee

productivity center around two major areas of focus: personal motivation and the

infrastructure of the work environment.

2.4.3 Empirical Analysis in Tanzania

Job satisfaction plays a vital role for any organization to achieve its goals and missions.

It is not a new subject since it captured the attention of many scholars for many

decades. It refers to the degree or level of contentment (Agho et al, 1993) or discontent

of an employee regarding his/her work in general. It is a mental attitude and perception

of the work (Hussin, 2011) that may eventually create the intention to join an

organization, stay or leave the job. Employees have their own needs, interests,

preferences, choices, feelings and wishes which make them comfortable and feel that

they are in a right place in accordance to their capabilities, and that the job will be the

source of satisfying their needs and expectations.

According to a report by Sumra (2005), several areas of interest on teachers’ status in

Tanzania have been identified. These areas can be examined to understand the

contextual national situation of teachers in government-owned schools in Tanzania. It

is through this national contextual situation that analysis can be done to examine the

factors that affect government school teachers’ job satisfaction and performance. These

factors have been categorized as working conditions and living conditions.

Generally the living and working condition of teachers are poor and not promising for

better employees’ performance as well as students’ academic achievements. This

means the higher the satisfaction, the higher the employees’ performance. It implies

that, if other factors remain constant then satisfaction is directly proportional to

performance. This relationship suggests that, if the working and living conditions of

teachers will be improved, it is likely that their satisfaction level will also increase their

performance. Motivation has a direct influence on job performance (Inayatullah

&Jehangir, 2012). When employees are motivated positively it is a catalyst for higher

performance. Moreover, there is a statistically strong relationship between the attitude

of employees and the satisfaction with the reward they expect as a return of their

performance. An employee’s positive attitude increases his/her satisfaction level. There

is also a direct relationship between leadership and performance (Adeyemi, 2010 cited

by Inayatullah & Jehangir, 2012). Good leadership catalyzes high employees’

performance. Some literatures cited by Agho et all, (1993) shows that there is a positive

relationship between job satisfaction and productivity, but also other scholars like

Inayatullah & Jehangir (2012) assert that employees motivation increase productivity.

To achieve high levels of employee productivity, organizations must ensure that the

physical environment is conducive to organizational needs facilitating interaction and

privacy, formality and informality, functionality and cross-disciplinarily. Consequently,

the physical environment is a tool that can be leveraged both to improve business

results (Mohr, 1996) and employee well-being (Huang, Robertson and Chang, 2004).

Ensuring adequate facilities are provided to employees is critical to generating greater

employee commitment and productivity. The provision of inadequate equipment and

adverse working conditions has been shown to affect employee commitment and

intention to stay with the organization.

2.5 Research Gap

In the review of the literature, theoretical and empirical studies like Sumra

(2005),Brenner (2004), Sekar (2011), (Harter et al., 2002) have been addressed

especially on how working environment relate and affect employee performance as it is

practiced in various areas in theworld. It is the quality of the employee’s workplace

environment that most impacts on their level of motivation and subsequent

performance. How well they engage within the organization, especially with their

immediate environment, influences to a great extent their error rate, level of innovation

and collaboration with other employees and absenteeism. Also most employees leave

their organization because of the relationship with their immediate supervisor or

manager.

However the gap identified from theoretical and empirical analysis is that, management

must take an active role in not only defining the physical environment of the workplace

and making it conducive for workers but also alter the management style to suit the

employees. This refers to changing aspects like ethics, behavior, commitment,

professionalism, drive and interpersonal relations in employees for the better

performance. Also principals of management that dictate how, exactly, to maximize

employee productivity center around two major areas of focus: personal motivation and

the infrastructure of the work environment. Therefore from the above explanations,

this study aims to determine the impact of working environment on employees’

performance at the Institute of Finance Management in Dar es Salaam.

2.6 Conceptual Framework

Based on the literature review, the relationship between working environment and

employee performance can be conceptualized and depicted in Figure 2.2.

Figure 2.2: Conceptual Framework

Source: Researcher

Working Environment Factors

Dependent

Independent Variables Dependent Variable

Job Aid

Supervisor

Support

Physical work

environment

Work

incentives

Performance

feedback

EMPLOYEE

PERFORMANCE

2.7 Theoretical Framework

Theoretical framework attempts to give explanation of the variables as considered in

the conceptual framework. The relationship is defined in such a way that the set of

factors impact on an individual, which in turn determine the final outcome in

terms of increased or decreased performance of that individual.

2.7.1 Job Aid and Employee Performance

A job aid is the external aid to an individual. The purpose of this job aid is to support

the work activity (Rossett & Gauier-Downes, 1991).Being one of the working

environment factors for employee performance, job aid is being used to guide the job

performance in real time. This means that by having this job aid it will support the

employees to perform and plan for the development so that it can be used as to obtain

the optimal use for performance. Job aid made work to be easier and help minimize

error rates. These can include templates, guides, models and checklists.

2.7.2 Supervisor Support and Employee Performance

Immediate supervisors act as advocates for employees, gathering and distributing the

resources needed by the employees for them to be able to do a good job and providing

positive encouragement for a job well done. As the working environment factor,

supervisor interpersonal role is important to encourage positive relations and increase

self-confidence of the employee and in return improve employee performance (Blau,

1964).

2.7.3 Physical Work Environment and Employee Performance

Physical factors in the workplace such as poor layout or overcrowding can lead to

common types of accident such as tripping or striking against objects. There are also

some other factor that could affect the employees performance such as noise which will

cause discomfort on the employees and thus reduce the employees’ productivity. An

employee could be affected depending on the task they are given and also the

environment of the place they are working. By having a good environment, the

employees could apply their energy and their full attention to perform work (Vischer,

2007).

2.7.4 Work Incentives and Employee Performance

Work incentive for increasing employee performance is often thought to be based on

salary and promotion. In addition, a motivating work environment must be the one in

which employees are treated fairly. No matter what level of input a particular worker

has in relation to the business processes as a whole, it is essential for a manager to give

each employee a sense of playing a dynamic, integral role in something much larger.

Indeed, engendering loyalty is a key element of motivating workers and thereby

increasing the overall productivity and employee performance .Therefore the

organization determines what motivates its employees and sets up formal and informal

structures for rewarding them as the working environment factor which enhances

performance.

2.7.5 Performance Feedback and Employee Performance

Performance feedbacks are regular feedback to employees’ information 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

resolution skills. It can be a mix of both informal feedback and feedback delivered as

part of a formal performance management cycle (Chandrasekar, 2011).

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Introduction

This chapter describes the methods that were used to gather the data relevant to

the study. It contains the research design, population, sample size and sampling

technique, sampling procedure and explains the method and procedures for data

collection, analysis and interpretation of the research findings.

3.2 Research Design

Research design refers to a plan which shows the strategy of an inquiry thought

appropriate to the research (Kothari, 2004). For the purpose of this study, descriptive

research design was used. The descriptive design describes phenomena as they exist. It

issued to identify and obtain information on the characteristics of a particular problem

or issue. Descriptive research design was selected because it has the advantage of

producing good amount of responses from a wide range of people. Also, this design

provides a meaningful and accurate picture of events and seeks to explain people’s

perception and behavior on the basis of the data collected. The advantage with this

design is that it helps to find views as they are in their natural setting.

3.3 Study Area

The study area of this research was at The Institute of Finance Management in Dar es

Salaam. This study aimed to target human resource management officers who are

responsible on employee’s performance management and the employees. The Institute

of Finance Management in Dar es Salaam was selected due to its geographical location

and the existed factors that employees are encounter in attaining their job. Therefore,

this study expects to get more useful information for the subject matter to pave a way

for the management on how to overcome those challenges so that to enhance

employees performance by improving their working environment.

3.4 Population of the Study

A population is any group of individuals that has one or more characteristics in

common and that are of interest to the researcher (Creswell, 2005).Therefore, the target

population of this study included human resources officers, head of departments,

directors who manage human resources and staff members. The total population size at

institute of finance management is 320 employees which includes teaching and non-

teaching staffs.

3.5 Sample Size and Sampling Techniques

3.5.1 Sample Size

Kothari, (2004) defines sample as small group of respondents drawn from a population

about which a researcher is interested in getting the information so as to arrive at a

conclusion. This study selected respondents who are responsible on employee’s

performance management and employees themselves (staff members). Respondents

help the researcher plans and to generalize the findings (Best & Kahn, 2006).In this

study, a sample of 50 respondents of both teaching and non-teaching employees were

used by answering questionnaires for the purpose of getting the findings of the study. A

sample of 50respondentswere selected out of 320 employees because they considered

to represent and having vital information for the study by virtue of their positions.

Sekaran (2010) stated that, in research investigations involving several hundreds or

thousands of elements, it would be practically impossible to collect data from, or test,

or examine every element. Even if it were possible, it would be prohibitive in terms of

time, cost and other human resources. That’s why sampling to make a research feasible.

A breakdown of the sample is presented in Table 3.1

Table 3.1: Sample Composition of the Study

Participants

Target Population Size

Sample Size

Human resources officers

Head of departments

Directors

Staff members

261

TOTAL

320

Source: Researcher

3.5.2 Sampling Techniques

In this study random sampling technique was used in collecting data. Creswell, (2005)

defined random sampling as a subset of individuals that are randomly selected from a

population .The goal is to obtain a sample that is representative of the larger

population. Random sampling technique was adopted in getting the respondents to

answer the questionnaires. Kothari, (2004) says that sampling technique is used

because it guarantees desired representation of the relevant sub groups.

3.6 Data Collection Methods

In this study both primary and secondary data were used as methods of data collection.

Primary data are those data which have been collected for the first time such as

questionnaire while secondary data are those data that has been collected by someone

else and exist somewhere (Kothari 2004).

3.6.1 Primary Data

Primary data is original and collected for the first time by the researcher. It is gathered

through questionnaire and interviews. By using primary data as the method, we collect

data during the course of doing experiment in experimental research (Kothari 2004). In

this study data was gathered through questionnaire and interviewing the management

and employees at the Institute of Finance Management. The reason of using primary

data as a method of data collection is simply involves observation and questionnaire

which enable the researcher to gather information which could not be easily obtained.

3.6.2 Secondary Data

Secondary data are those data that are already available and were collected from

secondary sources of data such as journals, books, newspapers, websites, publications

and other documents available in libraries including research reports from distinguished

academicians (Kothari 2004).In this study secondary data collected by going through

various documents like books, journals, websites which are relevant to the theme of the

study for the purpose of gathering information.

3.7 Data collection tools

According to Creswell (2005) no single technique or instrument may be considered to

be adequate in itself in collecting valid and reliable data. Therefore two major tools

were used to obtain adequate and reliable information for this study. These include

interviews and questionnaires of both structured and semi-structured nature. This study

used data collection tools which involve observation, interview and questionnaires.

3.7.1 Questionnaire

According to Kothari (2004), a questionnaire is a method of collecting data which uses

a set of questions for collecting data. In this method data are collected with the help of

questions. Through this method, selected respondents of this study had to answer

questions on their own and bring back to the researcher. Both structured and semi

structured questions were used in helping the researcher to get answers and relevant

information from respondent.

3.7.2 Observation

Kothari (2004) stated that, observation method allows the researcher to observe how

respondents conduct their day-to-day and how those activities relate to job

performance. In this study, the method was used in order to assess employee’s working

environment and the availability of resources for their job performance within the

organization. The observation helped to collect nonverbal responses from the

respondents. This was done through the use of checklist.

3.7.3 Interview

The interview method of data collection involves presentation of oral verbal stimuli and

replying in term of oral-verbal responses. This method is used through personal

interview and if possible telephone interview (Kothari 2004). In this study personal

interview was used which required a person known as interviewer(researcher) by

asking questions in face to face contact to the interviewee(respondents). The reason for

using interview as a method of collecting data was that, more depth information can be

obtained. Interview used open ended questions from which respondents were able to

discuss issues of interests in details.

3.8 Reliability and Validity of Data

Best and Kahn(2006) define validity as the quality of a data gathering instrument or

procedure that enables it to measure what is supposed to measure. In justifying the

validity of this study, number of steps was taken. First, the use of random sample and

convenience sample provided the study with rich information that enabled the

generalization of finding to wider populations. Second, the data collection methods

through the use of questionnaire and interview ensured excellent results.

Reliability on the other hand, is the degree of consistency that the instrument or

procedure demonstrates (Best and Kahn 2006).In this study reliability was achieved by

measuring consistent results from the respondents. Reliability of data was assured

through information collected from relevant respondents with specific attention to key

issues related to working environment and employees performance, factors which

hindering employees performance, proper wording of instructions and logical

arrangement of questions that were asked.

3.9 Data Analysis

Data from the answered questionnaires in this study was analyzed by using

percentages. The collected data was checked for consistency and then frequencies and

percentages used to show responses of the distribution. The results were presented in

tables and chart form. The software used for analysis of the findings was Statistical

Package for Social Sciences (SPSS).

CHAPTER FOUR

PRESENTATION OF FINDINGS, ANALYSIS AND DISCUSSION

4.1 Introduction

This chapter covers the analysis and interpretation of the various data collected through

the use of questionnaires and interview as per objectives of the study. The overall

number of employees at Institute of Finance Management is three hundred and twenty

(320). The sample of 50 employees was taken and fifty (50) questionnaires were

printed and distributed to respondents/employees for the purpose of collecting data.

The total number of questions was 23 and below is the analysis of the collected data.

4.2 Findings and Data Analysis

4.2.1 Gender of Respondents

The study involved gender distribution of respondents in order to answer the

questionnaires provided as shown on the table.

Table 4.1: Gender of Respondents

Respondents

Frequency

Percent

Valid

percent

Cumulative

percent

Female

48.0

Male

52.0

100.0

Total

100.0

Source: Researcher

Table 4.1 above depicts that 52% and 48 % of respondents of male and female

respectively answered the questionnaires distributed.

4.2.2 Rank of Respondents

The rank of respondents in this study was used in order to answer the distributed

questionnaires.

Table 4.2: Rank of Respondents

Respondents

Frequency

Percent

Valid

percent

Cumulative

percent

Junior staffs

50.0

Senior staffs

50.0

100.0

Total

100.0

Source: Researcher

From the table4.2, the junior staff of the organization makes up 50% of the employees

who responded the distributed questionnaires. The remaining 50% make up the senior

staff.

4.2.3 Age of Respondents

In this study, age of the respondents was considered to be important in finding the

impact of working environment on employees’ performance at institute of finance

management.

Table 4.3 : Age of Respondents

Respondents

Frequency

Percent

Valid

percent

Cumulative

percent

20-30 years

28.0

31-40years

40.0

68.0

41-50 years

26.0

94.0

50 and above

6.0

100.0

Total

100.0

Source: Researcher

The 31-40 year group constituted 40% of respondents and was highest number of

respondents followed by 20-30 with 28% and then the 40-50 which made up 26% of

the respondents. The lowest number of respondents was within the 50 and above which

made 6% of employees.

4.2.4Physical Working Environment

Physical working environment in this study have been considered as one of the factors

towards employees’ performance as responded by employees through distributed

questionnaires.

Table 4. 4: Physical Working Environment

Responses

Frequency

Percent

Valid percent

Cumulative percent

Very bad

22.0

Bad

20.0

46.0

Moderate

26.0

68.0

Good

16.0

52.0

Very good

16.0

100.0

Total

100.0

Source: Researcher

Majority of the employees from the table 4.4 which constitute 26% described their

physical working environment towards performance as moderate to influence them to

stay in the office and work comfortable. 22% of the employees said the physical

working environments very bad for them stay in the office and work comfortable.20%

of the employees describe the physical working environment towards performance as

bad for them stay in the office and work comfortable while 16% of employees said

their physical working environment is good and the remaining 16% of employees was

very good for them and work comfortable. Majority of employees agree that there

exists a strong relation between physical working environment and motivation for them

to perform. This shows that it is the responsibilities of the organization to provide

friendly working environment which will influence employees to work comfortable and

perform their job.

4.2.5 Workplace Noise Distraction

The table 4.5 explained the presence of how noise distractions at the working place

affected employees’ performance.

Table 4.5 : Workplace Noise Distraction

Responses

Frequency

Percent

Valid

percent

Cumulative

percent

Strongly disagree

10.0

20.0

Disagree

30.0

Agree

22.0

52.0

Strongly agree

38.0

100.0

TOTAL

100.0

Source: Researcher

From the table 4.5,38% of employees are strongly agree that presence of noise

distractions at the working place affects their performance negatively while30% of the

employees disagree that the noise at their workplace distracts them. 22% of employees

agree that the noise distractions at the working place affect their performance. The

remaining 10% of employees strongly disagree that noise at their work place distracts

them. Workplace noise distraction has impact on employees’ performance as resulted

to uncomfortable and loosing employees’ concentration in performing their task.

4.2.6 Employee Performance Feedback

The following responses explained how employees performance feedback applied by

supervisor towards employees performance.

Table 4.6: Employee Performance Feedback

Responses

Frequency

Percent

Valid

percent

Cumulative

percent

Always

16.0

Usually

20.0

40.0

Sometimes

32.0

68.0

Rarely

16.0

32.00

Never

14.0

100.0

Not sure

2.0

Total

100.0

Source: Researcher

As shown from the table 4.6, 32% of the employees said they are sometimes receiving

performance feedback from their supervisor, followed by 20% who said they are

usually get performance feedback from their supervisor. 16% of the employees said

they are rarely getting performance feedback from supervisor and another 16% said

they are always receive performance feedback whereas 14% said they are never receive

their performance feedback and lastly 2%not sure on receiving performance feedback

from the supervisor. Employee performance feedback contributes on employee

performance because it consists of both positive feedback on what the employee is

doing right as well as feedback on what requires improvement.

4.2.7 Communication of Organization Goals and Strategies

The table 4.7 described the importance of communication of organization goals and

strategies towards employees’ performance.

Table 4.7: Communication of Organization Goals and Strategies

Responses

Frequency

Percent

Valid

percent

Cumulative

percent

Strongly disagree

12.0

50.0

Disagree

12.0

38.0

Agree

36.0

86.0

Strongly agree

40.0

100.0

Total

100.0

Source: Researcher

From the table 4.7, 40% of the employees said they strongly agree the organization

communicates its goals and strategies to them. 36% of the employees also said they

agree that, the organization’s goals and strategies are communicated to them. Also 12%

of the employees disagree that goals and strategies of organization are communicated

to them. Another 12% of the employees said they strongly disagree that the

organization’s goals and strategies are communicated to them. Communication of

organization goals and strategies helps the employees to achieve what the organization

is in business for and fulfill its organization mission and vision.

4.2.8 Job Aid

The following response explained the presence of job aid at the organization which

contribute son employees’ job performance.

Table 4.8: Job Aid

Response

Frequency

Percent

Valid percent

Cumulative percent

Strongly disagree

10.0

20.0

Disagree

10.0

36.0

Agree

30.0

52.0

Strongly agree

50.0

100.0

Total

100.0

Source: Researcher

The table 4.8 defines that, 50% of the employees are strongly agree that the presence of

job aid at the organization will contribute much in their job performance.30% of thee

Employees agree on the presence of job aid at the organization will contribute their job

performance while 10% of the employees are disagree on the use of job aid to enhance

performance. Another 10% of the employees strongly disagree on the presence of job

aid being the factor of their performance. The presence of job aid at the organization

supports employees to perform and plan for the development, made their work to be

easier and help to minimize error rates.

4.2.9 Employee Recognition as Individual

Employee recognition as individual was considered to be important factor towards

employee performance. The following were the response.

Table 4.9: Employee Recognition as Individual

Response

Frequency

Percent

Valid percent

Cumulative percent

Always

16.0

Usually

20.0

36.0

Sometimes

32.0

68.0

Rarely

16.0

84.0

Never

14.0

98.0

Not sure

2.0

100.0

Total

100.0

Source: Researcher

As shown from table 4.9 that, 32% of the employees said they are sometimes

recognized as individual, followed by 20% who said they are usually recognized as

individuals in the organization. 16% of the employees said they are rarely recognized

as individuals and another 16% said they are always recognized as individuals whereas

14% said they are never recognized as individuals by the organization. 2% said they

not sure if they are recognized as individuals in the organization or not. Being not

recognized as individual has negative impact on employees performance because of no

feeling exist between them and the organization which occasionally demoralize them as

they cannot air their views.

4.2.10 Communication between Employees

The responses from the table 4.10 described how employees are given opportunity to

interact with other employees on a formal level towards their job performance.

Table 4.10: Communication between Employees

Responses

Frequency

Percentage

Valid percent

Cumulative percent

Strongly disagree

12.0

Disagree

8.0

20.0

Neither agree

4.0

24.0

Agree

34.0

58.0

Strongly agree

42.0

100.0

Total

100.0

Source: Researcher

From the table 4.10, 42% of the employees strongly agree that they receive enough

opportunity to interact with other employees on a formal level. On the other hand, 34%

of the employees said they agree that the organization gives them the opportunity to

interact with other employees while 12% said they strongly disagree that they are

allowed to interact with their fellow colleagues on a formal level. 8% of employees

said they disagree that the organization allows them to interact with other employees

and 2% says that they neither agree nor disagree that the organization allows them to

interact with other employees on a formal level. Communication between employees

promotes trust and loyalty among them and encourages better team work and

relationship shows communication system at the workplace which resulted in employee

performance.

4.2.11 Employee Career Advancement

In table 4.11 there were response on employee career advancement in the organization.

Table 4.11: Employee Career Advancement

Responses

Frequency

Percent

Valid

percent

Cumulative

percent

Strongly disagree

8.0

Disagree

20.0

28.0

Neither agree

8.0

36.0

Agree

40.0

76.0

Strongly agree

24.0

100.0

Total

100.0

Source: Researcher

Majority of the employees from table 4.11 which representing 40% said they agree to

have a clear path for career advancement in the organization while 24% said they

strongly agree to have a clear path for career advancement.20% of the employees said

they disagreed to have a clear path of career advancement in the organization whereas

8% said they neither agreed nor disagreed of having clear path of career advancement.

8% of the employees on other hand said they strongly disagreed to having a clear path

for career advancement. By having clear path for career advancement in the

organization helps in employee performance by working comfortable and increase

organization productivity.

4.2.12Employee Relationship with Supervisor

The responses in table 4.12 described the employee relationship with supervisor

towards job performance.

Table 4.12: Employee Relationship with Supervisor

Responses

Frequency

Percent

Valid percent

Cumulative percent

Very bad

6.0

16.0

Bad

4.0

28.0

Moderate

12.0

48.0

Good

50.0

68.0

Very good

28.0

100.0

Total

100.0

Source: Researcher

From the table 4.12, 50% of the employees said to have a good relationship with their

supervisor, whereas 28% said to have a very good relationship with their supervisor.

12% of employees said to have moderate relationship with their supervisor while 6%

said to have very bad relationship with their supervisor and remaining 4% of

employees have bad relationship with their supervisor. Employee relationship with

supervisor contributes on job performance because a supervisor act as advocate for

employees by gathering and distributing the resources needed by the employees which

provide positive encouragement for a job well done.

4.2.13 Employee Job Security in the Organization

The following were the response regarding the presence of employee job security in the

organization towards their performance.

Table 4.13: Employee Job Security in the Organization

Responses

Frequency

Percent

Valid percent

Cumulative percent

Very bad

Bad

Moderate

30.0

Good

50.0

100.0

Very good

20.0

Total

100.0

Source: Researcher

From the table 4.13 the majority of employees who represent 50% describe to have

good job security within the organization whereby 30% described their job security in

the organization as moderate. The remaining 20% said their job security in the

organization is very good in their staying. Employee job security in the organization

contributes on employee performance because it plays a vital role in attract, keep and

motivate them to perform their assigned task.

4.2.14 Clear Definition of Task

The following were the response on employees’ clear definition of task.

Table 4.14: Clear Definition of Task

Responses

Frequency

Percent

Valid

percent

Cumulative

percent

Strongly disagree

6.0

Disagree

4.0

10.0

Neither agree

12.0

22.0

Agree

28.0

50.0

Strongly agree

50.0

100.0

Total

100.0

Source: Researcher

From the table 4.14, 50% of the employees strongly agree to have the clear definition

of task at their workplace whereas 28% agree to have clear definition of task. 12%

neither agree nor disagree to clear definition of their task at their work place. 6% also

strongly disagree to the clear definition of task and the remaining 4% disagree to the

clear definition of task at their working place. Clear definition of task motivates

employees to perform their job effectively and to achieve organization goals.

4.2.15 Supervisor’s Rating on Communication

A supervisor has contribution on employee performance. The following were the

response from employees on rating their supervisor on communication towards their

job performance.

Figure 4. 1: Supervisor’s rating on communication

Source: Researcher

The figure 4.1 described that, 32% of the employees rated their supervisor’s

communication skills as been good towards their job performance while 24% rated

their supervisor as very good in terms of communication. 20% of employees said their

supervisor’s communication towards their job performance is average and 18% of

employees rated their supervisor as excellent in terms of communication. The last 6%

of employees said they are poor with their communication skills. In order to gain the

employees performance, both employees and supervisor needs to play their part of

relationship commitment that leads to positive result to the performance.

4.2.16 Supervisor’s Rating on Planning and Organizing

A good supervisor needs to be competent in planning and organizing at the working

place. The responses in figure 4.2 explained how employees rated their supervisor on

planning and organizing at their working place.

20%

32%

24%

18%

Poor

Average

Good

Very good

Excellent

Figure 4.2: Supervisor’s rating on planning and organizing

Source: Researcher

As shown from the figure 4.2, 30% of employees rated their supervisor being good in

terms of planning and organizing at their workplace towards performance whereas 26%

responded by saying their supervisor rate in planning and organizing towards their

performance is average. 22% said that their supervisor contribution towards their job

performance is very good in planning and organizing while 20% rated their supervisor

as excellent when it comes to planning and organizing. Lastly is 2% of employees who

rated their supervisor are poor. Supervisor’s ability on planning and organizing helps in

getting their job done by guiding employees on operational process.

4.2.17 Supervisor’s Rating on Directing and Coordinating

The following were the response from employees on rating their supervisor on

directing and coordinating towards their job performance.

26%

30%

22%

20%

Poor

Average

Good

Very good

Excellent

Figure 4.3: Supervisor’s rating on directing and coordinating

Source: Researcher

Majority of employees from the figure 4.3 represent 40% rated average to their

supervisor when it comes to directing and coordinating towards their job performance.

30% of employees responded by saying their supervisor are very good in directing and

coordinating activities and as such they feel very much comfortable working with them

while 30% of the employees who responded said their supervisor are good with

directing and coordinating. Supervisor’s competence on directing and coordinating

contribute on employees’ performance if the supervisor is having a very good

communication skill especially during directing and coordinating on the training

program, the employees will probably increase their competency and job performance.

4.2.18 Supervisor’s Rating on Job/Technical Knowledge

The responses from figure 4.4 described how employees rated their supervisor on

job/technical knowledge towards their job performance.

40%

30%

Poor

Average

Good

Very good

Excellent

Figure 4.4: Supervisor’s rating on job/technical knowledge

Source: Researcher

The figure 4.4 described that, 54% of employees responded by saying their supervisor

are very good in job/technical knowledge towards performance. 20% of employees also

responded by saying their supervisor have good job/technical knowledge towards

performance whereas 18% said their supervisor are excellent with their job. The

remaining 8% of employees rated their supervisor being average in terms of

job/technical knowledge towards job performance. Supervisor’s job/technical

knowledge has contribution on employee performance because a supervisor is regarded

as an experience leader who can solve employee problems by establishing objectives,

selecting program method and techniques which leads to positive result to the

performance from employee.

4.2.19 Supervisor’s Rating on Interpersonal Relationship

The following were the employees’ response on rating their supervisor on interpersonal

relationship towards their job performance.

Figure 4.5: Supervisor’s rating on interpersonal relationship

Source: Researcher

From the figure 4.5, 32% of employees responded by rating their supervisor’s

interpersonal relationship is good at the working place. 26% of employees rated their

supervisor being very good in terms of their interpersonal relationship while 16% rated

their supervisor as excellent in interpersonal relationship. Some of the employees said

their supervisor interpersonal relationship is poor at the working which represent 14%

of employees whereas 12% said their supervisor’s interpersonal relationship is average

towards job performance. Supervisor’s interpersonal relationship contributes on

employees’ performance in terms of delivering the information or process on the job to

the employees at the working place. If full commitment is given, it leads to positive

result to the performance from the employees.

4.2.20 Work Incentives towards Employee Performance

Work incentives were also considered to be the important factor towards employees’

performance in this study. The following were the response from employees on how

work incentives contribute towards their job performance.

14%

12%

32%

26%

16%

Poor

Average

Good

Very good

Excellent

Figure 4.6: Work incentives towards employee performance

Source: Researcher

As shown from the figure 4.6, 50% of employees were strongly agree that work

incentives in the organization will motivate them and hence employee performance.

Then 28% of employees agreed on work incentives being as the motivation factor for

them to perform.12% of employees are neither agreed on work incentives being the

factor for them to perform while 6% of employees were strongly disagree on work

incentives as the motivation factor for performance. The remaining 4% of employees

disagreed on work incentives as a factor of employee performance. Work incentives

have impact on employee performance because by having the work or job done on

track, employers could be able to monitor their employees and help them to improve

their performance. Furthermore, a reward system should be implemented based on the

performance of the employees. This is to motivate the employees in order to perform

more on their task.

Strongly

disagree

Disagree

Neither agree

Agree

Strongly agree

4.2.21 Length of Working Period

In this study length of working period was also considered towards employee’s

performance as presented in the figure 4.7.

Figure 4.7: Length of working period

Source: Researcher

Majority of employees as shown from the figure 4.7 according to them have worked

with the organization for a period of 2-5 years representing 50%, followed by 20% of

employees who have worked with the organization within the period of 6 month-

2years. 18% of the employees have worked with the organization for a period of 5-10

years and 8% have worked with the organization over 10 years. 4% of the remaining

respondents have worked with the organization for less than 6 months. Length of

working period on employee performance is determined by person’s ability to perform

also including the opportunity and willingness to perform as well.

4.2.22Referral of a Friend to Work with the Organization

The following were the response from employees regarding their referral of a friend to

work with the organization.

Figure 4.8: Referral of a friend to work with the organization

Source: Researcher

From the figure 4.8, 44% of the employees answered by saying they will definitely

refer a friend to work with the organization whereas 40% said they will probably

recommend a friend to work with the organization. 10% of the employees on the other

hand said they are not sure if they will recommend a friend to the organization and 6%

said they will probably not refer a friend to work with the organization. Organization

has to provide friendly working environment which attract and influence employees to

work comfortable and perform their job effectively as a means of referral of a friend to

work with the organization.

4.2.23 Fairly Treatment of Rewarding Employees

In this study fairly treatment of rewarding employees was also considered towards

employees’ performance as presented in the figure 4.9.

Figure 4.9: Fairly treatment of rewarding employees

Source: Researcher

The figure 4.9 describe that, 36% of the employees said to some extent the organization

has fairly treatment on rewarding employees who perform well. 26% of employees

responded by saying there is mostly fairly treatment on rewarding performers while

20% of employees said there is always fairly treatment on rewarding employees who

perform well.14% of the employees responded by saying there is often fairly treatment

on rewarding performers and the remaining 4% said the organization is not at all fair on

treatment for rewarding employees who performs well. The organization needs to

determine what motivates its employees by setting up formal and informal structures

for rewarding which enhances employees’ performance.

4.3 Discussion of the Findings

Findings show that almost 50% of employees agreed that there exists a strong relation

between physical working environment and motivation for them to perform. This

shows that it is the responsibilities of the organization to provide friendly working

environment which will influence employees to work comfortable and perform their

job. By having a good environment, the employees could apply their energy and their

full attention to perform workVischer, (2007).

Cummings and Schwab (1973) mentioned the connection between leadership behavior

and employees performance. It is further supported by Maritz (1995)who reported that

effective leadership behavior facilitates the attainment of the subordinate’s desires,

which then results in effective performance. A finding shows that 32% of respondents

agreed with the thinking that their head of department communicate effectively which

is supported by Salacuse (2007) who indicates that leaders are now required to lead by

negotiation, they need to communicate effectively by appealing to the interests of the

followers. 40% of respondents agreed on employees’ participation in meetings and

sharing ideas. The findings are supported by Cassar(1999) that employee participation

and involvement in decision making have a positive association with positive work

attitudes and employee commitment. 40% of the respondents agreed with the statement

that “good communication environment at work place is necessary to improve

performance”. Findings are supported by Chen (2011) who found that there are positive

relationships between organizational communication, organizational commitment and

job performance. Kotter, (1988) noted that effective organizational communication

promotes productivity.

Findings show that 32% of respondents rated their supervisor interpersonal relationship

at the working place as good. As the working environment factor, supervisor

interpersonal role is important to encourage positive relations and increase self-

confidence of the employee and in return improve employee performance (Blau, 1964).

CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This section contains the major findings that came out of the study and the conclusion

drawn. It covers conclusion and recommendations areas for further study.

The study investigated the impact of working environment on employees’ performance

at Institute of Finance Management in Dar es Salaam region. It sought to find out

whether working environment can influence employee’s performance at the institute.

Descriptive sample survey was used to carry out the study. This was because the study

was intended to measure the respondents’ views about the issue. Sampling technique

was respectively used to select the respondents for the study. In all, Fifty 50

respondents comprising Twenty Five (25) Junior staff and Twenty Five (25) Senior

staff were involved in the study. The research instrument that was used in the data

gathering was a questionnaire. To give direction to the study, the following research

questions were asked, how does performance feedback improve employees’

performance? How can job aid enhance employees’ performance? What are the

physical work environments that add towards employees’ performance? Which

contribution does a supervisor has towards employees’ performance? The data gathered

were analyzed using SPSS. It was found out that most factors that comprise workplace

influence employee’s behavior. This is however the working environment affects the

employee in one way or the other and employees play a very crucial role in an

organization like Institute of Finance Management.

5.2 Summary of the Main Findings

The study revealed that the organization working environment had an impact on

members as far as respondents are concerned. The study found that, the organization

needs to improve its physical working environment so that to influence employees to

stay in the office, work comfortable and perform their job. The study also revealed that

employees are sometimes not recognized as individuals i.e. no feeling exist between

them and the organization and this occasionally demoralize them as they cannot air

their views. Through this study it revealed that employees’ performance depended

much on the presence of job aid at the organization. This means by having job aid it

will support the employees to perform and plan for the development so that it can be

used as to obtain the optimal use for performance. It was also found that, the

organization to some extent has fairly treatment on rewarding employees who perform

well. The study also revealed that employee’s will improve their performance if the

problems identified during the research are tackled by the management. The problems

are flexibility of working environment, work noise distraction, supervisor’s

interpersonal relationship with subordinates, presence of job aid, the use of

performance feedback and improve of work incentives in the organization so that to

motivate employees to perform their job.

5.3 Implications of the Findings

In order to improve the performance, management can consult the employees before

decision making to seek their suggestions. In order to rectify that the management has

to encourage their employees to experiment new methods and try out creative ideas

which will results a positive impact on their performance. The management has to

organize more training and development programs for improving the performance of

employees. Since most of the employees are not satisfied with the monetary benefits,

the management has to consider this as a serious issue and try to give more salaries

according to their years of experience as well as improving their physical working

environment. The management has to look into the grievances and complaints of the

employees on observable phenomena which are influenced by emotions or personal

prejudices. Promotions have to be given according to their experiences and

performance. The management must take an active role in not only defining the

physical environment of the workplace and making it conducive for workers but also

alter the management style to suit the employees. This refers to changing aspects like

ethics, behaviour, commitment, professionalism, drive and interpersonal relations in

employees for the better. Supervisors must reduce the tendency to micromanage and

instead display that they have confidence in the ability of their team members and trusts

them to do their work efficiently. If the supervisor treats his subordinates as

professionals then there is no reason that they should not behave in that way. Such an

attitude promotes trust and loyalty among the employees and encourages better

teamwork among them. Besides, they develop a sense of ownership towards the

organization. Creating a work environment in which employees are productive is

essential to increased profits for organization, corporation or small business. Principals

of management that dictate how, exactly, to maximize employee productivity center

around two major areas of focus: personal motivation and the infrastructure of the work

environment which have influence on employees’ performance.

5.4 Conclusion

Working environment plays a vital role in motivating employees to perform their

assigned job. Since money is not a sufficient motivator in encouraging the workplace

performance required in today’s competitive business environment. The ability to

attract, keep and motivate high-performance is becoming increasingly important in

today’s competitive organizational environments. The study also revealed that

employee’s will improve their performance if the problems identified during the

research are tackled by the management. At the end of the research, it was realized that

the employee’s working environment find themselves in affect their productivity

greatly. Therefore it is the responsibilities of the organization to provide friendly

working environment which will influence employees to work comfortable and

perform their job.

5.5 Recommendations

Based on the results of findings, the following are recommendations for future

implementation.

Periodic meetings with employees to air their grievances to management to serve as a

motivating factor to the employees. Managers should also be counseled on their

relationships with their subordinates.

The organization should have a good program in place for their employees work life

balance as this can be a great factor to motivate and retain them.

Management should try as much as possible to build a work environment that attracts,

retain and motivate its employees so that to help them work comfortable and increase

organization productivity.

Employers should make available adjustable and flexible furniture to all workers in

order to make them more comfortable. This in the long run keeps the employees

healthy.

Employers should have in place a good working condition for their employees in order

to boost their morale and made them more efficient. An example is making their

benefit programs to suit employees.

Management should find ways and means of communicating their goals and strategies

to their employees in order to achieve what the organization is in business for, its

mission and vision.

5.6 Limitations of the Study

This study looked at employees working at Institute of Finance Management in Dar es

Salaam Region regarding the impact of working environment and their job

performance. However the limitations could be considered as an opportunity for future

research on the effect of work environment and performance of employees in different

units. It may also include both public and private sectors.

5.7 Suggested area for Further Study

The study explored only impact of working environment on employees’ performance at

Institute of Finance Management. Therefore, other researchers should conduct study in

other companies or institutions including those located up country. Also further study

should aim to explore advantages which the organizations reap on improving working

environment.

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APPENDICES

THE IMPACT OF WORKING ENVIRONMENT ON EMPLOYEES

PERFORMANCE: THE CASE OF INSTITUTE OF FINANCE MANAGEMENT

IN DAR ES SALAAM.

INSTRUCTIONS:

Please READ each question carefully.

ENCIRCLE the option you think best suits you.

Encircle only ONE option for each question.

Name :( optional)…………………..Designation:………………….Sex ……………….

Date…………………

Statement

Very bad

Bad

Moderate

Good

Very good

How would you describe

your office building

spaceinfluence you to

stay in the office and

work comfortably?

How would you describe

your relationship with

fellow workers?

How would you describe

your relationship with

your supervisor?

What is the level of

feedback that you

receive from your

supervisor?

How would you describe

your job security in this

organization?

5. Due to overall office environment can you complete your daily tasks easily?

1. Not at all

2. To some extent

3. Often

4. Mostly

5. Always

6. Do you feel that employees are recognized as individuals?

1. Always

2. Usually

3. Sometimes

4. Rarely

5. Never

6. Not sure

7. Would you refer a friend to apply for a job at this organization?

1. Definitely

2. Probably

3. Not sure

4. Probably not

5. Definitely not

8. My job requirements are clear

1. Strongly disagree

2. Disagree

3. Neutral

4. Agree

5. Strongly agree

9. I have a clear path for career advancement.

1. Strongly disagree

2. Disagree

3. Neutral

4. Agree

5. Strongly agree

10. Does the organization clearly communicate its goals and strategies to me?

1. Strongly disagree

2. Disagree

3. Neutral

4. Agree

5. Strongly agree

11. How would you rate your Supervisor in each of the following areas? Please assign

a rating on a scale from 1 to 5, where 1 represents ‘Poor’ and 5 represents ‘Excellent’.

Poor Average Good Very Good Excellent

Communication 1 2 3 4 5

Planning and organizing 1 2 3 4 5

Directing and coordinating 1 2 3 4 5

Job/Technical knowledge 1 2 3 4 5

Interpersonal relationship 1 2 3 4 5

‘THANK YOU FOR YOUR PARTICIPATION’

INTERVIEW QUESTIONS FOR RESEARCH STUDY

THE IMPACT OF WORKING ENVIRONMENT ON EMPLOYEES

PERFORMANCE: THE CASE OF INSTITUTE OF FINANCE MANAGEMENT

IN DAR ES SALAAM.

Name :( optional)…………………..Designation……………….….Sex ……………….

Date……………………………………..

1. For how long have you been working at Institute of Finance Management?

2. What are your roles and responsibilities for the Institute to attain its goals?

3. Do you think the working environment at this organization influence you to

work comfortably and perform well?

4. From your experience, does the organization goal have anything to do with your

job performance?

5. Which work incentives from the organization helps you in job performance?

6. How does your supervisor contribute in job performance?

7. From your experience, do you think there is fairly treatment of rewarding

employees who performs well?

8. What will be your recommendation about the working environment to enhance

job performance?

9. Does performance feedback applied in this organization to help in performance

maintenance?

10. What can you say about leadership style from your supervisor and the whole

organization as far as working environment and job performance is concern?

11. How would you describe your relationship with other workers?

12. How does open and free communication from your supervisor applied on job

performance?

‘THANK YOU FOR YOUR PARTICIPATION’