Work Environment influence on Employees Commitment - Research Paper Example

How does the work environment influence employees’ commitment according to their ages, genders, nationalities, education levels, personalities, characteristics and beliefs as well as how the employees’ commitments is related to ages, genders and nationalities. Table of Contents Abstract 3 Introduction 3 Statement of Problem 4 Literature Review and Concepts 5 Working Environment and Employee Commitment 6 Employee commitment and Personal Attributes 7 Theoretical Framework 11 Methods 12 Results 14 Data Analysis 15 Limitations 16 Conclusions 17 Reference 18 Appendix 19 Name: College: Course: Tutor: Date: ABSTRACT The present research analyzed the influence of employee commitment in the work environment according to their gender, ages, education levels, nationality, and personality. The research questions are raised to assist the research. Interviews and research and structured questionnaires with three sub sections were used to collect the data. The results showed that good communication network and motivation at work place have significant effects on workers’ productivity. It was recommended that employers should introduce effective strategies that improve employee commitment. INTRODUCTION Employees play a huge role in ensuring organizational success. They adjust their fundamental behaviors and attitudes to attain and uphold high behavior/performance. One attitude that could result to improved performance amongst employees is employee commitment (Jafri 2011, p.90). This could be the main rationale behind the emergence of employee commitment as a hopeful research area. Khan et al, (2007, p78) write that commitment entails emotional attachment, identification with the organization and involvement. Commitment amongst employees remains critical in any organization because highly dedicated personnel tend to be innovative and creative, top job performers, and continue working for their organizations for a long time (Khashefi et al, 2013, p.506). Committed personnel are seen as competitive advantage of their respective organizations because they are capable of responding, adapting, or changing to match with swift technological development, increased rivalry, organizational streamlining, increased consumer demands, and innovative approaches of conducting business. Additional, organizations can not guarantee permanent jobs in the current dynamic and swift-paced business setting thus making the idea of employee commitment more relevant (Kassahun 2005, p.29). Therefore, it is important for an organization to identify this type of outlook in personnel. Researchers have carried out remarkable study efforts to identify employee commitment and its facets in diverse contexts. Both situational (work environment) and personal factors contribute to employees’ commitment to their firms. Traditional researchers only analyzed the role of work environment and neglected the personnel attributes. Therefore, this study will attempt to fill this gap. This study will explore the effects of selected individual attributes on employees’ commitment. The second section will explain the concept of employee commitment and give literature review on how work environment influence employees’ commitment in line with their ages, genders, nationalities, educational levels, personality's characteristics and beliefs. The literature reviewed in this discourse will help in the creation of hypotheses to be assessed in the study. The study will also describe the methods used, the results, and then the conclusion. STATEMENT OF THE PROBLEM Organizational success mostly depends on the ability of the management to provide good working environment for employees. This has been noted to have positive impacts on the level of production and efficiency while undertaking organizational duties. For instance, Adhikari and Gautam (2011, p.7) opine that whereas HR practices are invaluable in raising organizational productivity and performance, organizations must deal with issues relating to compliance and commitment in order to improve productivity. Motivated workforce is happier and productive. In addition to these, the organization’s employee retention level is improved. Conversely, the challenge of motivating employees has long been recognized as an integral part of managing organizations. Motivation plays an exceedingly important role in moving an organization towards excellence. Various researchers have reviewed different factors that influence staff motivation. Das (1996) established that these factors include; work conditions, responsibilities assigned, and work relationships. According to Oluoch (2007), follow up and application of performance appraisal recommendations tended to motivate and yield greater job satisfaction while Kihara (2008) and Kiilu (2008) revealed that motivation includes advancement, recognition, representation in decision-making and job security. None of these local and international studies have reviewed the factors that influence motivation of employees working in international non governmental organizations. This study seeks to fill this gap by answering the question, what are the factors influencing employee’s commitment in the work place and motivation of staff working in a given organization. LITERATURE REVIEW AND CONCEPTS Employee commitment refers to the mental state that connects an employee to a company. Lesabe and Nkosi (2007, p 38) opine that commitment is different from motivation and that commitment influences employee attitudes motives and behavior. Researchers have used two major approaches to describe commitment. These are One-dimensional and Multidimensional. Multi-dimensional approach is also known as three-component paradigm of organizational commitment. This study will use employee commitment as a multi-dimensional structure. Organizational commitment has three distinct elements namely normative, continuance, and affective commitment under multi-dimensional approach (Bakan, Büyükbeşe and Erşahan 2011, p.234). Normative commitment is the sense of duty and obligation to stay in an organization (Coetzee 2005, p.135). Personnel with high normative commitment deem that they should continue to work for their companies because it is moral and right. Continuance commitment refers to personnel attachment to an organization founded on the idea of benefit and cost. Affective commitment is the psychological connection of an employee with an organization founded on similarities between the employee’s individual goals and values. Most organizations seek this form of commitment on its personnel. WORKING ENVIRONMENT AND EMPLOYEE COMMITMENT Machines, computers, and technology characterize the contemporary working environment that through unremitting interaction flood employees’ brains with important information (Mohapatra and Sharma 2010, p.281). Organizations should guarantee favorable working environments facilitating privacy and interaction, cross-discipliniarity and functionality, as well as formality and informality. Accordingly, organizations can leverage their working environment in order to improve employee commitment and improve results. Providing sufficient facilities to employees generates higher commitment levels. According to DeLoria (2001, p.19), different human resource processes such as communication, decision making and leadership styles have positive correlations with commitment. These ultimately define the working environment. Adverse working environments and inadequate and inefficient working tools affect personnel commitment and plans to remain in the organization. From a security perspective, conditions of a specific work environment affect personnel safety opinions and ultimately their commitment. The idea that organizations can shape creativity and innovation through design or changing the work settings possess significant implications on operations. Some studies argue that open workplaces offer greater flexibility levels and motivate teamwork. Innovative environments are also linked to increases in personnel collaboration, high productivity, increased satisfaction, and positive attitudes (McGuire and McLaren 2007, p.45, Marelli, 2010, p.31). Therefore: Ho: Working environment has no significant effects on Employee Commitment EMPLOYEE COMMITMENTAND PERSONAL ATTRIBUTES Both personal and organizational variables function in the organizational commitment. This study will focus on personal variables such as age, gender, nationality, personality characteristics, educational levels and beliefs. Kassahun (2005) has indicated that dynamics such as age, gender, nationality, personality characteristics, educational levels and beliefs are considerably associated with employee commitment. Some studies discovered that tenured personnel tend to be more dedicated compared to less-tenured personnel. These studies also discovered that women are more dedicated than men (Marsden1993) and that highly learned personnel are less committed when compared to less educated personnel. Awadh(2007, p.112) notes that individual traits are either influenced by the environment or the management’s attitude toward job performance. These are eventually apparent in the final commitment and motivation to work in an organization. Coetzee (2005) identified negative relation between employee commitment and personal attributes (p.209). In this study, the researchers observed that age and education levels were not important dynamics of organizational commitment. There is also a positive relationship between commitment and personal characteristics. Kassahun (2005) notes that age and gender have a positive relationship in employee commitment but identified a negative correlation between education qualifications and commitment (p.34). According to Mohapatra and Sharma (2010), facets such as education level, personal characteristics, and age are elemental aspects of employee commitment (60). Other researchers have indicated age to be positively linked to organizational commitment. A likely explanation for this connection is the existence of few options of employment amongst older workers who realize that quitting their jobs may be expensive than staying. Other studies indicate that age negatively and positively affect employees’ job performance. Researchers who believe that age negatively affect employees’ commitment believe that personal skills particularly speed, strengths, agility, and co-ordination decay over time. Further, prolonged job boredom and lack of intellectual stimulation contributes to reduction in performance at workplace. Motivational level of employees declines as the age of retirement comes nearer because they feel it is their time to rest and they do not have to learn more about the organization. There is also an assumption that older workers often lack flexibility and they tend to resist the new technology that is why organizations are actively seeking for individuals who are adaptable and open to changes and learn them with ease. The negativity associated with old age employees clearly hinders employment of old workers. Also, absenteeism of old workers may affect performance at workplace because aging people have many commitments and they experience poor health that is associated with aging, therefore may require large recovery periods, hence highly affect an organization. Researchers who believe that age positively affects performance of employees at workplace state that older employees have more experience than new and young especially if working in a peaceful environment (Kassahun 2005, p.34). Older employees bring positive qualities at work, such as good and better judgment. Additionally, older employees show commitment and good quality of work. This can be hypothesized as: H1: The relationship between age and employee commitment is inconsistent Some commitment researchers have discovered that women display greater levels of commitment than their male counterparts. Traditional researchers such as Kohlberg and Piaget suggested that female and male employees, due to their gender, had faced diverse experiences in life and contributed in diverse activities throughout their formative years (Coetzee 2005, p.210). It is likely that they would possess diverse attitudes, beliefs, and perceptions at workplace. Some studies show that gender diversities can influence employee commitment to the degree of occupying a lower position in the labor market; women are likely to come across few alternative employment opportunities, therefore strengthening their bond with their current workplace. Other researchers believe that women are more organizationally dedicated than men. Female employees are more committed in blue collar jobs while men are more committed in while collar jobs. H2: There is a positive relationship between employee commitment and gender Most studies concerning commitment and education level imply that education negatively correlates with organizational commitment. This converse correlation is influenced by the fact that most educated persons have high expectations that some organizations may fail to meet. Some researchers also suggest that more educated personnel have various job alternatives and are unlikely to be entrenched in an organization or position. Another well-known idea is that learned employees are less dedicated to their work because they are further committed to their trade or profession. Some researchers believe that the correlation between employee commitment and education is hugely because of work experiences rather than a function of a person’s prospects for substitute employment or the extent of employee commitment to a trade or career. This can be hypothesized as: H3: Employee commitment and educational level are inversely related Behavioral studies indicate that personal characteristics influence employee commitment in an organization. Some workers are more inclined to engage in cooperative behaviors than other workers (Mohapatra and Sharma 2010, p.284). Particularly, highly-conscientious and extroverted workers possess a positive attitude towards life (they are optimistic) which make them more committed than introverts (unsocial). According to Barcus (2007, p.14) the correlation between age and commitment is more positive than education levels. Team-oriented workers and those who set their goals and show concern to others engage in added citizenship conducts. Equally, altruistic (value assisting others) and empathetic employees tend to show citizenship conducts at their workplaces. This can be hypothesized as: H4: The correlation between employee commitment and personal characteristics is consistent Nationality studies state that nationality has a huge influence on organizational commitment. Every employee comes from a different culture especially in companies operating globally. Cultural factors play a huge role in organizational commitment. For instance, an employee from Europe may have a different culture from an African employee. Some employees may have “self-withdrawal attitudes,” “wait and see attitudes,” “attitude towards time,” “conformism,” and “fatalism” (Coetzee 2005, p.61) Employees with self-withdrawal mind-sets fail to learn from other individuals, accept cues from others, and lack interest in other people’s activities. Employees with a “wait and see” mind-set delay decision-making regarding minor issues until they deteriorate. Some employees believe in fatalism where they think everything arrives inevitably through the influence of an absolute, prominent cause known as fate. Conformity means that employees only submit to accepted ethical rules, such as following their own customs, ideas, and modes at their workplaces. THEORETICAL FRAMEWORK Maximization of individuals’ motivation to achieve the organization’s objectives is only obtained through a thorough understanding of theories of motivation. Such theories grew from realization that the principles of “scientific management” and “involving the radical division of labor by managers” (Mohapatra and Sharma 2010, p.286), relied too much upon an assumption that economic reward motivates. This realization, combined with an emerging consciousness regarding the conditions of the working classes in the industrialized West (Braverman, 1974), saw the birth of a new school of thought called “the human relations movement” marked by the Hawthorne Study (Roethlisberger & Dickson, 1939). “Hierarchy of Needs Theory” of Maslow: Probably the most obvious starting point for a consideration of concepts of work motivation commences with Maslow’s (1954) “hierarchy of needs”. However, it is somewhat unfortunate that such a widely promulgated hypothesis regarding factors that motivate people, thus far, appears to lack empirical backing (Wahba and Bridwell, 1976) and appears to be peppered with untested assumptions. Nevertheless, it formed the basis of a revised hierarchy produced by Alderfer (1969) identifying the core needs of existence, relatedness and growth. Core learned and culturally sensitive needs of achievement, power and affiliation were proposed by McClelland (1975) as explaining motivation. Herzberg Hygiene Theory: Herzberg et al. (1959) moved on from hierarchical needs to examine what they termed as “motivators” and “hygiene factors” in the workplace, postulating that where job satisfaction was high there would be correspondingly high motivation. Although one can argue that this work constituted an examination of job satisfaction rather than motivation. Robbins (1998, p. 173) believes that the recent growth of worker participation in planning and controlling their work is due to Herzberg et al.’s (1959) recommendation that those factors that they find intrinsically rewarding (achievement, recognition, the work itself, responsibility and growth) should be emphasized. X and Y Theory: Emphasis upon the manager’s essentially negative or essentially positive view of human nature comprises McGregor’s (1960) Theory X and Y. Therefore, McGregor himself subscribed to the more positive view of his fellow men as being creative; able to exercise self control and self direction; and likely to seek responsibility and to enjoy work. He recommended such behaviors as participative decision making in organizations. Theory X, though, would suggest that a more authoritarian style of management is required in order to push workers towards meeting organizational needs and meeting targets. Nevertheless, in the absence of rigorous empirical evidence to support his views, they must remain merely assumption X and assumption Y, dependent upon situational and other variables. METHODS The researcher will outline the various methods used to obtain and analyze data. The study on the factors influencing employees in the work place was carried out by the use of various tools. This study was aimed at investigating and analyzing the relationship that exists between the work environment, gender, age, personal characteristics and employee commitment to their work. As such the study covers research population of the study, sources of data, data collection, data analysis and presentation. The researcher selected the population of this study. The researcher obtained data from two sources. That is; Primary source which shows the original data collected in the process of investigation. It provides the first-hand data collected at the source of origin. The primary source of data is more accurate, reliable and it gives relevant information that is required by the researcher. This includes interviews, questionnaires and observation. The researcher opted to use interviews and questionnaires since they are more convenient to employees. This is because it is easy to conduct and give them to the human resource and employees. The researcher will also be able to identify the necessary improvements at the work place. Secondary source is the information that already exists, having been collected for another purpose that will be useful for the problem at hand. This data is collected from journals, magazines, newspapers, internet and textbooks. This data was readily available and cheap to obtain as compared to primary data. The researcher used secondary data to obtain more relevant information about employees, their work place and what motivates them. Although the data obtained from secondary sources may not be accurate but it is quick and saves time. The data collected by the researcher was classified into appropriate classes so as to determine differences and similarities. This was also to be done to remove irrelevant information and retain the relevant one to the study. The data was used to scrutinize the effects of office setting, such as communication and workspace, on personnel wellbeing, productivity, and performance. The study used personnel from non-governmental organizations. Three companies were randomly selected. They are, X Electricity Board, Y Waste Disposal Board and Z Hospitals Board of Management. The researchers randomly selected 120 subjects from junior, middle, and management members from the three establishments. Therefore, the study used 360 participants. The study also distributed 360 questionnaires to respondents between the age of 22 and 55 years but only 350 were filled appropriately for data analysis. The average age of respondents was 35.45 while the standard deviation was 4.18. The participants were Secondary School Certificate holders and First Degree holders. The questionnaire used in this study had three sections (A-C) and also used modern structured scales with fitting psychometric properties. Part A and B consists of questions while C is their level in the company (Wiener, 1996, P, 32) Co. Z (highly motivated) Productivity Co. Y (partially motivated) Co. X (never motivated) Motivation According to the graph it is clear that the more you motivate your employees the higher the productivity despite their differences. RESULTS The purpose of this study was to identify how work environment influence employee's commitment according to their ages, genders, nationalities, educational levels, personality's characteristics and beliefs. As suggested in literature, several factors affect how employees’ express commitment in their respective organizations. A total of 360 questionnaires were distributed where by 350 were returned. Out of the 350 questionnaires that were returned, only 300 were applicable. The response rate was 83%. Table A represents the number of participants according to their age. The results showed that where 34.3% of the respondents were below 25 years, 37.1% were over 30 years, and 28.6% were more than 40 years old. Table B includes the number of participants based on gender. The results indicated that 54.3% were Male and 45.7% were female. Table C includes the number of participants based on gender. The results indicated that 22.9% had High School education, 17.1% had College Diplomas, 28.6% had Bachelor Degrees, 14.3% had Masters Degrees, and 17.1% had Doctoral Degrees. DATA ANALYSIS The purpose of data analysis in this context was used to identify how the work environment influence employee's commitment according to their ages, genders, nationalities, educational levels, personality's characteristics and beliefs. The study used multi-dimensional approach such that employee commitment was used a multi-dimensional structure. The study distributed 360 questionnaires but only 350 were returned, of which 300 were applicable. This means that the response rate was 83%. The researcher coded the surveys after receiving them. After receiving the surveys, the researcher entered the data in an ASCII file and then analyzed it. Data analysis in this study started with descriptive facts where the researcher calculated the frequency distribution of every variable. A frequency distribution generates tables of frequency tallies and percentage of individual variables. The frequency distribution illustrates values taken by every variable. For instance, if a participant replies “strongly agree” in his/her questionnaire, the researcher recorded that response as “1,” “agree” was recorded as “2”, “Disagree was recorded as “3”, and “Strongly Disagree” was recorded as “4.” The researcher used ANOVA (analysis on variables) or t-test to closely examine the effect of independent variables upon dependent variables. The t statistics test was conducted by analyzing the dependent variable, organizational commitment, founded on age, gender, nationality, educational level, personality's characteristics and beliefs. In this analysis, the researcher employed a two samples analysis assuming unequal variances. In the different categories analyzed, the alpha level was maintained at 0.05 and significance level of 95%. Based on the analysis of the data obtained from the questionnaire, the five hypothesis tested gave conflicting results albeit in support of the existing literature. For instance, the study hypothesized that the working environment has negligible impacts on the employees’ commitment level. Using a two tailed t test to evaluate the validity of the above assertion, the variable had a p-value of 0.01 in a two tailed test and a p value of 0.005 for a one tailed test. It should be noted that the t tests performed assumed unequal variances in the means. From the results, findings do not have adaptable significance. In essence, working environment has direct negative and positive impacts on commitment. t-Test: Two-Sample Assuming Unequal Variances   Variable 1 Variable 2 Mean 116.6667 0.333333333 Variance 433.3333 0.003529333 Observations 3 3 Hypothesized Mean Difference 0 df 2 t Stat 9.679479 P(T Read More