Thesis Vs. Dissertation | Assignment

Running head: DISSERTATION
The Impact of Working Environment on Employee Performance: In Cash Financial Services
Group Limited Hong Kong Headquarter
Name of the Student
Name of the University
Note of the Author

DISSERTATION
Acknowledgement
I thank the almighty God for giving me the grace and strength throughout the study.
My sincere gratitude goes to my supervisor ______________________ for the positive
criticism from the choice of topic to completion of the study and her dedication to making
this project a success.
Special thanks to my family members and friends for their support and
encouragement throughout the study.
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Abstract
Any organization can expect effective outcome from their employees only if they can provide
an efficient workplace condition and meet their physiological as well as socio-economic
needs. An employee’s mental health is proportional to his productivity, that is, if an employee
is satisfied with the working conditions of his workplace, he can produce more output.
Hence, the organizations nowadays should step out of their traditional ideas and methods of
treating the employees. They should attract the employees with salary hikes and attractive
work environment supplied with efficient machineries such that the employees can
effectively perform in their work procedure.
The employees of the Cash Financial Services Group Limited are judged in this research
study to check how the environment of the organisation affect their performance quality. A
figure of 100 employees were collected from the organization by the Random Sampling
approach. The data that is collected from the employees were both primary as well as
secondary and they were collected by questionnaire method. A descriptive analysis is done in
the data analysis section about the description of the sample. In addition, a demographic
study of the factors is conducted for assessing the influence of the factors on job output of the
employees of the mentioned organization.
In conclusion, a description of the data analysis is summarised and implications according to
the findings are generated in the organization. Certain recommendations are suggested that
the organization can incorporate to improve the areas of the workplace and enhance their
working conditions of the employees. Furthermore, the limitations of the study are
highlighted and the researcher is recommended to carry out further research on certain areas
that were not considered before. Lastly, a reflective and critical review is shared on the
account of the author.
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Table of Contents
Table of Table............................................................................................................................5
Table of Figure...........................................................................................................................5
Chapter 1: Introduction..............................................................................................................6
1.1 Background of the Study..................................................................................................6
1.2 Statement of research problem.........................................................................................6
1.3 Research Objectives and questions..................................................................................7
1.3.1. Research Objectives..................................................................................................7
1.3.2. Research Questions...................................................................................................7
1.4 Significance of the Study..................................................................................................7
1.5 Organisation of the Study.................................................................................................7
Chapter 2: Literature Review.....................................................................................................8
2.1 Introduction......................................................................................................................8
2.2 Theoretical Literature Review..........................................................................................8
2.2.1 Goal-Setting Theory..................................................................................................8
2.2.2 Expectancy Theory....................................................................................................8
2.2.3 Maslow’s Hierarchy of Needs Theory.......................................................................9
2.3 Working Environment Factors that Affect Employees Performance...............................9
2.3.1 Physical Set Up..........................................................................................................9
2.3.2 Hygiene Factors.......................................................................................................10
2.3.3 Work Culture...........................................................................................................10
2.3.4 Training and Development......................................................................................10
2.4 Empirical Analysis.........................................................................................................11
2.4.1 Empirical analysis in the world...............................................................................11
2.4.2 Empirical analysis in the Asia.................................................................................11
2.4.3 Empirical analysis in Hong Kong............................................................................11
2.5 Research Gap..................................................................................................................11
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2.6 Conceptual Framework and Hypothesis.........................................................................12
Chapter 3: Research Methodology...........................................................................................13
3.1 Introduction....................................................................................................................13
3.2 Research Design.............................................................................................................13
3.3 Sample size and technique..............................................................................................13
3.4 Data collection Method..................................................................................................14
3.5 Data analysis Method.....................................................................................................14
Chapter 4: Data analysis...........................................................................................................15
4.1 Introduction....................................................................................................................15
4.2 Demographic Analysis...................................................................................................15
4.3 Factor Analysis...............................................................................................................18
4.3.1 Physical Set Up vs Employee Performance.............................................................18
4.3.2 Hygiene Factors vs Employee Performance............................................................19
4.3.3 Work Culture vs Employee Performance................................................................21
4.3.4 Training and Development vs Employee Performance...........................................22
4.4 Discussion of the Findings.............................................................................................23
Chapter 5: Conclusion and Recommendations........................................................................24
5.1 Introduction....................................................................................................................24
5.2 Summary of the Main Findings......................................................................................24
5.3 Implications of the Findings...........................................................................................24
5.4 Conclusion......................................................................................................................25
5.5 Recommendations..........................................................................................................25
5.6 Limitations of the Study.................................................................................................25
5.7 Suggested Area for Further Study..................................................................................26
Chapter 6: Reflective account and Critical Review.................................................................27
Reference..................................................................................................................................28
Appendix..................................................................................................................................32
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Table of Table
Table 1: Description of Sample................................................................................................14
Table 2: Gender........................................................................................................................15
Table 3: Age.............................................................................................................................16
Table 4: Profession Period.......................................................................................................17
Table 5: Work-Station Setup....................................................................................................18
Table 6: Equipment Design and Quality..................................................................................18
Table 7: Workplace Layout......................................................................................................19
Table 8: Building Design and Age...........................................................................................19
Table 9: Cleanliness.................................................................................................................19
Table 10: Space........................................................................................................................20
Table 11: Air Quality...............................................................................................................20
Table 12: Ventilation................................................................................................................20
Table 13: Supervision’s Leadership.........................................................................................21
Table 14: Work Pressure..........................................................................................................21
Table 15: Rewards and Incentives...........................................................................................21
Table 16: Recognition..............................................................................................................22
Table 17: Process Training.......................................................................................................22
Table 18: Product Training......................................................................................................22
Table 19: Cross-Departmental Training...................................................................................23
Table of Figure
Figure 1: Conceptual Framework.............................................................................................12
Figure 2: Pie-Chart for Gender of the Employees...................................................................16
Figure 3: Pie Chart for the Age of the Employees...................................................................16
Figure 4: Pie-Chart representing Profession Period of the Employees....................................18
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Chapter 1: Introduction
1.1 Background of the Study
A standard organization is always bound to take care of its employees because, they
are considered to be the most important asset of it. An organization will successfully take
care of its employees by paying attention to their needs on a regular basis. An employee of an
organization spends maximum part of the day in his workplace to serve the organization
(Pawirosumarto, Sarjana and Muchtar 2017). Facing workplace challenges, he will not be
able to deliver optimum quality of service towards the organization (Chandani et al. 2016).
Thus, to expect proper outcome from an employee and maximize the productivity of an
organization, it should maintain an advanced and healthy workplace with availability of basic
amenities and comfort ability.
There are both physical and emotional challenges for an employee in the Cash
Financial Services Group Limited. The building is ancient with improper electrical
connections and an unhygienic environment and it becomes quite difficult for an employee to
cope up with it. Moreover, an inefficient employee suffers due to lack of sufficient training
and development solutions. Employees get demotivated sometimes if they do not get
effective evaluation from their leaders (Panatik and Nojumuddin 2018). Hence, workplace
environment in Cash Financial Services Group Limited can play a key role in determining the
performance factor of employees.
1.2 Statement of research problem
This research study discusses about the issues in the Cash Financial Services Group
Limited at Hong Kong that might not help in the production of the members. Nowadays, the
organizations tend to become successful if they provide unique and innovative services to
their customers and by doing so they gain a competitive advantage in the market. Howsoever,
to accomplish this success, the key factor that an organization should focus on is the
satisfaction and comfort ability of the employees in the workplace they provides. The
organization of Cash Financial Services Group Limited fails to satisfy their employees due to
various inefficiencies incorporated within the organization.
The workplace environment at Cash Financial Services Group Limited is quite
challenging for the employees due to the supervision of the leaders. They tend to stuff
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workload on the employees and do not arrange for internal rewards and recognition regularly.
This leads to dissatisfaction of the staffs at large (Purwaningsih, Eliyana and Sridadi 2019).
Moreover, they are stressed to work for extra hours apart from their stipulated shift timings.
The employees also face challenges while using the IT services from the company. The
systems are not upgraded and thus the rate of productivity lessens down to a greater rate.
1.3 Research Objectives and questions
1.3.1. Research Objectives
The main objective of this research is to identify the different challenges of workplace
environment faced by the employees in Cash Financial Services Group Limited and how
these challenges affect their overall performance in the organization leading to unproductivity
and loss of clients adhering the financial services from the organization.
1.3.2. Research Questions
 Determine the different types of challenges at workplace that can affect an
employee’s performance?
 What are the hygiene factors that might affect the employees mentally?
 How physical setup of a workplace enhances the motivation of an employee?
 How will training program facilities improve the quality parameter of performance?
1.4 Significance of the Study
This study is done with the sole purpose to explore issues in the workplace of Cash
Financial Services Group Limited faced by the employees and how the organization can
attend these issues to potentially improve the quality of their environment. This study will
help to have an in-depth insight about the physical as well as the emotional challenges that an
employee can face while working in the organization. Hence, the company can look into
these issues and do the needful to resolve them at its earliest for retaining the mutual benefit
of the employees as well as the organization itself and also help to hold employees for a long-
term period.
1.5 Organisation of the Study
The structure of the study is divided into 6 chapters. The first chapter comprises of the
Background Study, the Research Statement, Objectives and the Significance. The second
chapter discusses about the Literature Review, Empirical Analysis and the Conceptual
Framework. The Research Design is discussed in detail in the third chapter and the fourth one
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comprises of Data Analysis and Findings. In the fifth chapter, Conclusions and
Recommendations are given along with a Critical Review in the sixth Chapter.
Chapter 2: Literature Review
2.1 Introduction
A theoretic framework regarding the study about the relationship between the
performance of the employee and the environment of the work sphere is provided in the
chapter. There can exist numerous factors in a work place that can effect on an employee’s
performance. Different literatures are discussed in this chapter that highlights the gap in the
research study of various authors. The link between the two factors are discussed on the
Theory of Goal-Setting, The Theory of Expectancy and the Maslow’s Hierarchy of Needs
Theory. An empirical analysis along with a conceptual framework is discussed to wrap up
this chapter.
2.2 Theoretical Literature Review
2.2.1 Goal-Setting Theory
The Goal-Setting Theory was established by the Edwin Locke in 1960, specifically
affirms that an employee who sets difficult goals are efficient in delivering a better
performance than an employee who accustoms himself with easier goals. As stated by Locke
and Latham (2019), an employee will be successful in accomplishing his goals if the
environment of the organization that he is working in is not challenging enough. According
to Neubert and Dyck (2016), the smooth environment of a workplace and a harmonious work
culture amongst the employees highly motivates an employee to perform his tasks with
efficiency and meet the goals that is set by himself. Furthermore, Ghasarma, Putri and Adam
(2017), states that balanced work pressure also helps the employee to set his goals and
schedule his tasks accordingly such that he can achieve his target at the right time with
optimum quality. If an employee is able to fulfil his goals he should be recognised for his
work by his team leader for motivating him in his further progress.
2.2.2 Expectancy Theory
Lloyd and Mertens (2018) states that, the Expectancy Theory of Motivation was
approved by Victor H. Vroom in 1976 and comprises of three components, namely the
expectancy, the valence and the instrumentality of an individual. As articulated by De Vito et
al. (2018), an individual expects a desired outcome from the tasks he performs in an
organization and will be successful not only based on his skill sets, but if gets the right
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amount of resources from the workplace. Biswal, Nimbalkar and Joshi (2019) states that if an
employee is not efficient enough, he should be provided with proper training and
development program that will enhance his skills and in turn mutually benefit the
organization and him. Hence, according to this theory, an employee should expect an
efficient work station in terms of cleanliness, operations and culture that will help him to
perform his tasks without any hindrance. If an employee fails to get such advanced condition,
it will affect his focus in the work and reduce his efficiency in the desired outcome.
2.2.3 Maslow’s Hierarchy of Needs Theory
Einstein, Addams and Roosevelt (2016) states that, Abraham Maslow in 1943
introduced his psychology theory of basic human needs in the paper of ‘A Theory of Human
Motivation’. This theory highlights the five level of needs that are self-actualization, self-
esteem, love, psychological and safety. An employee in a workplace will be able to evaluate
his creativity spontaneously if he can get a supportive and advanced workplace. According to
Stawasz (2019), if he is recognised for his problem-solving capabilities it will increase his
self-confidence and esteem and help him to achieve his further goals. An employee should
get the respect he deserves from his co-workers and leaders or else, he will not enjoy the
environment of the workplace and will be demotivated. Idiegbeyan-Ose (2018), states that,
safety in the workplace environment is also a critical factor that should be provided to an
employee, especially for the female workers of an organization. Lastly, availability of food,
water and basic amenities in a workplace helps the employee to meet his psychological
needs.
2.3 Working Environment Factors that Affect Employees Performance
2.3.1 Physical Set Up
According to Iqbal, Nisar and Ali (2018), the physical setup of workplace
environment in an organization depends upon the design and age of the building as well as
the layout of the workplace. In addition, design and quality of the equipment used determines
the efficiency of the overall work station set up. If the building incorporates ancient
infrastructure, it will be dull and old that will fail to motivate the youthful energy of a young
employee (Nderitu and Ndeto 2019). In addition, if the workspace layout has space issues,
then the workplace will be overcrowded by the employees leading to their reduced
performance level (Riyanto, Sutrisno and Ali 2017). Lack of efficient and new-age
machineries also lessens the efficiency of an employee (Guest 2017). The company of Cash
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Financial Services Group Limited might have workspace layout problems that their
employees suffer.
2.3.2 Hygiene Factors
The space within an organization is an essential factor to enhance employee
productivity (Mathews and Khann 2016). If there is a crunch of space, the place will be
overcrowded and might lead to chaos and the concentration of the employees will be
hampered (Charles and Katuse 2018). Hence, they will not be able to perform with effective
productivity. According to Ogbo, Anthony and Kosisochukwu (2017), if the workplace
suffers from poor ventilation, the atmosphere will be heated up leading to discomfort of the
employees and lessen down work performance. Cleanliness of a workplace is also important
because the employees will get affected psychologically and hamper his efficiency in his
tasks (Aritonang, Sadalia and Wibowo 2018). Quality of air in the office should be
maintained by air purifiers else it can affect the employee psychologically.
2.3.3 Work Culture
The work culture within an organization is highly important in upgrading the
achievement of the employees and affects negatively if harmony is not maintained within the
organization. The leaders should attend the need of the employees rather than misbehaving
with them for petty issues (Tu et al. 2018). Work pressure should be equally divided amongst
the employees and the leaders should not imply favouritism in the work sphere. According to
Mo and Shi (2017), the organization should arrange for rewards and recognise the employees
for their hard work and effort. This will lead to employee satisfaction and they will be
motivated to perform better (Budie et al. 2019). As stated by Gamayuni and Dewi (2019),
they should be paid incentives when they meet their target and yet pursue extra work with full
productivity.
2.3.4 Training and Development
According to Manzoor et al. (2019), not all employees within an organization can
perform and deliver equal amount of productivity at the same rate. There are inefficient
employees in an organization who requires training classes and development routines to
enhance their productivity and upgrade their skill sets (Noe and Kodwani 2018). Hence to
extract optimum services from the underperforming employees, the organization should
arrange for process trainings. Morsy, Ahmed and Ali (2016), states that they should be given
training about the products and enhance their quality of services to maintain the product
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quality. Cross departmental trainings will help the employees to try out their efficiency in
other departments and thus serve the organization better.
2.4 Empirical Analysis
The empirical analysis section thoroughly discusses how the performance of the
employees are influenced by the workplace environment in three sections, which is
throughout the world, in Asia and in Hong Kong.
2.4.1 Empirical analysis in the world
The organizational performance of an employee is highly dependent on the factors
like the technical efficiency, advanced developments and the smooth social structure of the
organizations. According to the perspective of Human Relations, the satisfaction of an
employee promotes the employee to produce better and provide quality services to the
organization he is working for (Al-Omari and Okasheh 2017). Hence, any organization, small
or big should focus on attaining the satisfaction of the employees by attaining physical and
the socio-economic needs. The senior employees should develop interactions with the new
joiners and enhance the social environment of the workplace.
2.4.2 Empirical analysis in the Asia
The working conditions in Asia has significantly improved with the involvement of a
wide range of women in the working sectors. According to Huang et al. (2016), countries like
Bangladesh, India, China and many more have started involving women in their workplace
for the development of the economy in the country. However, in effect of this improvisation,
the workplace environment needs to be safe and secured for the females to work with
optimum productivity. According to Baumann et al. (2016), poor labour practices in Asia are
reduced with counter-effective measures to enhance employee satisfaction. This leads to the
employee’s increased trust on the organization and help them to perform better.
2.4.3 Empirical analysis in Hong Kong
The employees of Hong Kong are reportedly complaining about the working schedule
that compels them to work for long hours of shift. This reduces their family time and leads to
continuous stress and depression. Thus, long working hours for an employee results in the
increase in family dispute of an employee and reduces mental peace (Birtch, Chiang and Van
Esch 2016). This can lead to hamper of the service of the employee towards the organization
and reduce their effectiveness of work.
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Physical Set Up
k station set up, Equipment design and quality, Workplace layout, Building Design and Age]
Hygiene Factors
[Cleanliness, Space, Air Quality, Ventilation]
Work Culture
[Supervisor’s leadership, Work Pressure, Rewards and Incentives, Recognition]
Training and Development
[Process Training, Product Training, Cross departmental Training]
Employee Performance
[Error Rate, Output Rate, Level of Innovation, Absenteeism, length of se
Workplace Environment
2.5 Research Gap
Discussing different literature reviews and conducting an empirical analysis of (Al-
Omari and Okasheh 2017), Huang et al. (2016) and (Birtch, Chiang and Van Esch 2016), a
research gap is identified about the role of the organization in enhancing the relationship
between the employees by inducing suitable management styles for the workers. The
organizations should majorly focus on the hard work and effort of the employees and
personally motivate them with rewards on a regular basis. It should also take measures on
improving the inter-personal relationship amongst the leaders and the team members. This
study will determine the effect of workplace ambiance on the members at Cash Financial
Services Group Limited.
2.6 Conceptual Framework and Hypothesis
Figure 1: Conceptual Framework
(Source: Created by Author)
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Chapter 3: Research Methodology
3.1 Introduction
The research methodologies are discussed in this chapter, in particular by the data that
was gathered for the given study. The significant data collected is assured to be relevant and
primary in nature and are collected from authentic sources. This chapter comprises of the
design of research, the size of the sample as well as the techniques of sampling. The
procedure for collecting the samples is also discussed thoroughly. The procedure for
collecting the data, analysing them and interpreting them correctly are explained for the
research findings.
3.2 Research Design
Amongst the three kinds of researching techniques, descriptive design of research is
being used for the detailed study of the events and gaining a proper insight on the given topic
(Gray 2019). The advantage of using the descriptive design method is that, it focuses on the
responses collected from a wide range of people and thus generates sufficient data for the
conduction of the research. According to Rahi (2017), the most advantageous part of
selecting this descriptive method is that, the data is collected from the natural setting and thus
an accurate view of the perception of the people can be deduced while following this
methodology.
3.3 Sample size and technique
A sample of 100 employees for the given study, were selected from the organization
of Cash Financial Services Group Limited to evaluate their performance and how it is
affected by the environment of the organization. The sampling technique that is chosen for
collecting the data is the random sampling technique (Etikan, Alkassim and Abubakar 2016).
This technique incorporates acquiring a set of random samples from a larger population that
will be helpful for the study. Sharma (2017) states that these random samples are chosen in a
way that they impersonate a significant part of the larger part of the population and thus
approximately accurate deductions can be about the population from the sample itself.
Participants Sample Size
Human Resources Officers 8
Head of Department Officers 10
Staff Members 82
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Total 100
Table 1: Description of Sample
(Source: Data based)
3.4 Data collection Method
Primary as well as secondary data is collected from their respective sources to
conduct the research effectively. Primary data refers to the actual data that is obtained from
the employees of Cash Financial Services Group Limited for the first time and is reliable
enough for carrying out the research. The secondary data are previously collected by a first
time researcher and is available over the newspaper, journals and other sources (Johnston
2017). According to Suppes et al. (2018), the data collection tool used for collecting the
primary data is the questionnaire method where the employees of Cash Financial Services
Group Limited will answer a set of questions honestly for the research.
3.5 Data analysis Method
Quantitative Analysis of Data is performed in the organization of Cash Financial
Services Group Limited to understand the effect of the workplace habitat on the staffs of the
company. After the data collection, the data consistency is checked before the further
procedure (Heeringa, West and Berglund 2017). During the analysis, frequencies and
percentages are used to represent the collected data in the tables and charts. The results are
also represented either in tabular form or by chart. According to Ong and Puteh (2017), the
data will be analysed through regression of data and the software that is used for the analysis
is Statistical Package for Social Sciences (SPSS).
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Chapter 4: Data analysis
4.1 Introduction
The chapter discusses thoroughly about the sample that is collected from the survey
and the analysis that is extracted from the data. Firstly, this chapter elaborates the descriptive
analysis of the sample that is collected from Cash Financial Services Group Limited, which is
the description of the employees. In the second section of the chapter an inferential analysis
will be derived about the factors of the office environment that affects the employee
production. Lastly, it discusses about the findings from the analysis and how much it is in
conformity with the discussed literature.
4.2 Demographic Analysis
Frequency Percent
Valid Female 35 35.0
Male 52 52.0
Prefer not to say 13 13.0
Total 100 100.0
Table 2: Gender
(Source: Data based)
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Figure 2: Pie-Chart for Gender of the Employees
(Source: Created by Author)
Table 2 clearly depicts the gender of the employees that is present in the sample
collected from the organization of Cash Financial Services Group Limited. The categories
into which the sample is divided are ‘Male’, ‘Female’ and ‘Prefer not to Say’. From the table,
it is visible that in the sample, 35 employees declared themselves to be females and 52
employees declared themselves to be males. However, the remaining 13 employees preferred
not to declare their gender during the survey. The pie chart also depicts that 52% employees
are male, 35% employees are female and 13% did not mention their gender.
Frequency Percent
Valid between 20 - 25 28 28.0
between 25 - 35 31 31.0
between 35- 45 20 20.0
more than 45 21 21.0
Total 100 100.0
Table 3: Age
(Source: Data based)
Figure 3: Pie Chart for the Age of the Employees
(Source: Created by Author)
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In Table 3, age of the performers of Cash Financial Services Group Limited are
highlighted that are in the sample. The age groups are divided into four categories, the
employees that are between 20-25 years, between 25-35 years, between 35-45 years and the
ones that are more than 45 years. From the sample it is seen that, 28 young employees are
between the age group of 20-25 years. In the next age group of 25-35 years there are 31
employees and the age group of 35-45 years consists of 20 employees. Furthermore, 21
employees from the sample are more than 45 years. The pie chart displays the percentage of
employees in each age group.
Frequency Percent
Valid less than 1 year 19 19.0
less than 3 years 32 32.0
less than 5 years 21 21.0
more than 5 years 28 28.0
Total 100 100.0
Table 4: Profession Period
(Source: Data based)
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Figure 4: Pie-Chart representing Profession Period of the Employees
(Source: Created by Author)
In the Table 4, ‘Profession Period’ of the employees working for the organization of
Cash Financial Services Group Limited, in the sample are detected. The period is divided into
four groups that are ‘Less than 1 year’, ‘Less than 3 years’, ‘Less than 5 years’ and ‘More
than 5 years’. It is clearly visible that 19 employees are new joiners and are working for less
than a year. There are 32 employees that are serving for less than 3 years and 21 employees
that are working for less than 5 years in the organization. The employees who are assisting
for more than 5 years are 28. The associated pie chart depicts these frequencies as
percentages for the profession period of the employees.
4.3 Factor Analysis
4.3.1 Physical Set Up vs Employee Performance
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 29 29.00%
Disagree 16 16.00%
Neutral 12 12.00%
Strongly agree 34 34.00%
Strongly
disagree 9 9.00%
Grand Total 100 100.00%
Table 5: Work-Station Setup
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 20 20.00%
Disagree 15 15.00%
Neutral 17 17.00%
Strongly agree 43 43.00%
Strongly
disagree 5 5.00%
Grand Total 100 100.00%
Table 6: Equipment Design and Quality
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 21 21.00%
Disagree 13 13.00%
Neutral 13 13.00%
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Strongly agree 48 48.00%
Strongly
disagree 5 5.00%
Grand Total 100 100.00%
Table 7: Workplace Layout
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 25 25.00%
Disagree 13 13.00%
Neutral 20 20.00%
Strongly agree 37 37.00%
Strongly
disagree 5 5.00%
Grand Total 100 100.00%
Table 8: Building Design and Age
(Source: Created by Author)
The factor of ‘Physical Setup’ has a significant positive effect statistically on the
Employee Performance. From the tables, it is visible that 34% employees strongly agrees that
Workstation Setup has an influence on their productivity. Similarly, 43% staffs, 48% staffs
and 37% staffs thinks that Equipment design and Quality, Workplace Layout and Building
Design and Age are an important factor to decide their job performance. Hence, in overall it
can be concluded that the Physical Setup of a Workplace decides how much productively an
employee can perform. This is clearly evident from the response of the employees from the
organization of Cash Financial Services Group Limited who thinks that their work can get
hampered due to the above mentioned factors.
4.3.2 Hygiene Factors vs Employee Performance
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 34 34.00%
Disagree 10 10.00%
Neutral 10 10.00%
Strongly agree 42 42.00%
Strongly
disagree 4 4.00%
Grand Total 100 100.00%
Table 9: Cleanliness
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 31 31.00%
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Disagree 11 11.00%
Neutral 14 14.00%
Strongly agree 38 38.00%
Strongly
disagree 6 6.00%
Grand Total 100 100.00%
Table 10: Space
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 32 32.00%
Disagree 6 6.00%
Neutral 19 19.00%
Strongly agree 39 39.00%
Strongly
disagree 4 4.00%
Grand Total 100 100.00%
Table 11: Air Quality
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 30 30.00%
Disagree 9 9.00%
Neutral 12 12.00%
Strongly agree 44 44.00%
Strongly
disagree 5 5.00%
Grand Total 100 100.00%
Table 12: Ventilation
(Source: Created by Author)
The factor of ‘Hygiene Factors’ has a statistically positive influence on the Employee
Performance. It can be seen from the table that, 42% employees agree about maintaining
cleanliness in the workplace because it psychologically helps an employee to get motivated
towards work. Again, 38% employees strongly agrees that the workplace environment should
be spacious enough for them to work freely and hardly make any mistakes due to congestion.
Good Quality of Air is demanded by 39% of the employees at Cash Financial Services Group
Limited such that they can focus on their work properly. 44% employees of the organization
thinks that proper ventilation will lead to cooling of air and will help them to work properly
in the company.
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4.3.3 Work Culture vs Employee Performance
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 33 33.00%
Disagree 8 8.00%
Neutral 17 17.00%
Strongly agree 35 35.00%
Strongly
disagree 7 7.00%
Grand Total 100 100.00%
Table 13: Supervision’s Leadership
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 26 26.00%
Disagree 8 8.00%
Neutral 17 17.00%
Strongly agree 44 44.00%
Strongly
disagree 5 5.00%
Grand Total 100 100.00%
Table 14: Work Pressure
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 30 30.00%
Disagree 7 7.00%
Neutral 14 14.00%
Strongly agree 42 42.00%
Strongly
disagree 7 7.00%
Grand Total 100 100.00%
Table 15: Rewards and Incentives
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 25 25.00%
Disagree 11 11.00%
Neutral 12 12.00%
Strongly agree 49 49.00%
Strongly
disagree 3 3.00%
Grand Total 100 100.00%
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Table 16: Recognition
(Source: Created by Author)
The factor of ‘Work Culture’ has a potentially positive eventuality on the Employee
Performance. 35% staffs of Cash Financial Services Group Limited states that they feel
motivated if they are provided with an influential leader. 44% employees in the organization
also thinks that they are burdened with huge work pressure that leads to stress and they
cannot perform effectively. Although, 42% employees think that if they get rewards and
incentives for the extra effort they put in, they will be highly motivated to work with their
best quality. 49% of the members also are likely to get recognition for their hard work such
that they are motivated to work further in the organization and prove to be a role model of
performance.
4.3.4 Training and Development vs Employee Performance
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 27 27.00%
Disagree 8 8.00%
Neutral 14 14.00%
Strongly agree 45 45.00%
Strongly
disagree 6 6.00%
Grand Total 100 100.00%
Table 17: Process Training
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 28 28.00%
Disagree 10 10.00%
Neutral 10 10.00%
Strongly agree 49 49.00%
Strongly
disagree 3 3.00%
Grand Total 100 100.00%
Table 18: Product Training
(Source: Created by Author)
Row Labels
Count of
Respondents
Count of
Respondents2
Agree 32 32.00%
Disagree 10 10.00%
Neutral 17 17.00%
Strongly agree 37 37.00%
Strongly 4 4.00%
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disagree
Grand Total 100 100.00%
Table 19: Cross-Departmental Training
(Source: Created by Author)
The factor of ‘Training and Development’ has a statistically positive aftermath on the
Employee Performance. 45% of the employees of Cash Financial Services Group Limited
agrees with the fact that if they are provided with Process Training, they will be aware of the
functionalities of the process and provide optimum work for the organization. In addition, if
they are allowed with Product Training, then 49% employees think that they can meet their
target in achieving the desired product through their hard work. Also, 37% of the employees
think that if they are allowed for Cross-departmental training, they will be able to expose
their added skill set and prove their quality work for the company.
4.4 Discussion of the Findings
Taking into consideration, the descriptive analysis of sample of 100 employees
collected from Cash Financial Services Group Limited, it is clearly visible that although some
of them preferred not to say their gender, there are maximum number of male employees in
the organization than the female employees. In addition, the company incorporates an
average number of employees in each age group and thus there is a proportion of young,
middle-aged as well as old employees. Although, 31% of staffs are from the age group of 25-
35 years, that signifies these employees experience a seniority level and yet can bring
revolutionary business ideas for the enhancement of the organization if they are provided
with a proper environment in the workplace.
However, analysing the profession period of the employees, it is seen that the
maximum number of employees have served the organization for less than three years. In
addition, there are also quite a number of employees who are working for Cash Financial
Services Group Limited for more than five years. These employees can maintain the
environment of the workplace and act as an influencing factor for the new joiners of the
organization. While discussing the four factors that can affect the organization’s
environment, it is seen that these factors did not influence much the proficiency of the
employees at Cash Financial Services Group Limited.
The ‘Physical Setup’ and the ‘Hygiene Factors’ are very important for the members of
the organization of Cash Financial Services Group Limited. They are very particular in
having their company to be spacious such that they can minimize their errors and gain a
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quality work while doing their tasks. Furthermore, they wants their organization to be clean
and ventilated with good quality of air. In addition, they also want the ‘Work Culture’ to be
motivating enough by having a good leader in each team and getting rewards and recognition
for their work. Finally, to improve their performance, they want to have process and product
trainings. They also want to experience cross-departmental trainings such that they can
evaluate themselves in various work and evaluate their skill sets.
Chapter 5: Conclusion and Recommendations
5.1 Introduction
This section of paper discusses about the major derivations and conclusions that can
be analysed from the study, based on which recommendations are given for improvement of
the workplaces that will enhance the employee productivity of the organization. To conduct
this analysis, SPSS software is used and the questionnaire method is used for collecting data.
The sample was obtained from the Cash Financial Services Group Limited to determine
which factors are affecting the skills of the employees of that particular organization. It was
found that most of the factors did not have any direct influence on the performance of the
employee’s work performance.
5.2 Summary of the Main Findings
Analysing the study, it is found that factors like Physical Setup and Work Culture of
the Cash Financial Services Group Limited did not affect the employee performance much.
Hence, the senior employees of the company should continue with this leadership style and
improve it in various ways for increasing employment retention. However, the employees
themselves should individually maintain the hygiene factors like cleanliness and space
management such that the co-workers are not affected. The Training and Development
programs in the company should be improved such that it has effective results on the
employees of the organization.
5.3 Implications of the Findings
Thus, the organization of Cash Financial Services Group Limited, should take proper
measures to train their employees in different advanced technologies and help them to carry
out the technical actions smoothly. The management should also enhance cross departmental
trainings such that the employees can explore their scope and provide better services, apart
from their core sectors. In addition, the management can take measures for maintaining the
hygiene factors for the psychological satisfaction of the employees. Space management,
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cleanliness, air quality and ventilation should be the key concern for the organizations to
improve the hygienic conditions of the company.
5.4 Conclusion
The workplace conditions plays a determining role in ordaining the performance of
the employees of any organization. It is the need of the organization to enhance employee
satisfaction for gaining better quality of services from them. In this competitive era, the
companies will achieve success only if they can retain employees for a longer period. Thus,
the analysis from the research helps to realise that, if an organization tries to meet the
employee’s needs and provide them with a flexible atmosphere, the employees in turn will
think about the benefit of the organization and provide services accordingly.
5.5 Recommendations
Concluding on the research and analysis, the following recommendations are stated
such that it can be implemented in the future.
 The organization should discuss about its mission and vision with the employees,
make them aware about the objectives of the organization and explain them the
strategies by which they will achieve the targets on a regular basis.
 The organization should arrange their workspace layout as per the need of the flexible
employee communication such that the employees can save time in communicating
with their co-workers as well as their reporting persons in the company.
 The organization should also provide with spacious cubicles such that the employees
can work with flexibility. In addition, the organization should promote cleanliness not
only in the main work area but also in the washrooms and corridors of the company.
 The organization should arrange for internal rewards and recognition programs within
the departments such that the employees are identified for their effort and talent in the
services they are providing to the company. This will help to increase the motivation
for them to work better.
 The company should arrange for scheduled training periods such that the inefficient or
underperforming employees get a chance to prove their abilities and improve their
services.
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5.6 Limitations of the Study
The research is conducted in the organization of Cash Financial Services Group
Limited to verify about the impact of the conditions of the working sphere on the production
of the employees of that organization. However, limitations can be considered in the salary
package of the employees, whether that is a satisfactory condition or not. Furthermore, the
research can be conducted could have been conducted department-wise to get a more
particular view of the employees. In addition, this study could have been conducted in both
the public as well as the private sectors for further comparison of the workplace environment
and its effects.
5.7 Suggested Area for Further Study
The study was concerned only with the employees of the Cash Financial Services
Group Limited for verifying the factors that affected employee performance in a workplace
environment. However, the researchers can carry on this study on other finance firms in the
other regions of Hong Kong. Along with that, the researchers can incorporate about the
factors that will influence the employee performance positively for a comparative research.
This will help the organization overcome its existing limitations as well as implement the
advantageous factors for better productivity.
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Chapter 6: Reflective account and Critical Review
According to my personal opinion, the environmental conditions of a workplace
proportional to the productive performance of the workers in an organization. Better the
conditions of a workplace, it helps the employees of an organization to focus on his work and
provide with quality services. I think the work culture of an organization should be the prime
factor that will determine the job comfort of the employees. If an employee is not contented
with leadership style of his senior, he will never be able to concentrate on his work due to
disruption of mental peace. Along with the work culture, other factors like the work layout,
clean hygienic conditions and training procedures also enhance the activities of staffs within
the organization.
For the employees in the Cash Financial Services Group Limited, the workers are
benefitted with good work culture as well as physical layout of the organization. However,
the organization should focus on improving its hygienic conditions within the workplace and
make the employees aware about the cleanliness habits that has to be maintained in the work
area. The company should also arrange for training programs to reduce the error rate of the
employees and influence them to provide robust functionality in their operations.
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Appendix
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