Effects of Organization Workplace and Environment To Employee's Performance

New Era University Integrated School
Senior High School Department

FAAP ACSCU-AAI Level III Re-accredited
No. 9 Central Ave., New Era, Quezon City 1107, Philippines, Quezon City
THE CONTRIBUTION OF ORGANIZATIONAL CULTURE AND
COMPANY WORKPLACE TO WORK PERFORMANCE OF
EMPLOYEES
A Partial Fulfillment for the

SENIOR HIGH SCHOOL PROGRAM
NEW ERA UNIVERSITY INTEGRATED SCHOOL
EARL ANGELO L. CRUZ
2020
i
APPROVAL SHEET
The Research Paper entitled “THE CONTRIBUTION OF ORGANIZATIONAL
CULTURE AND COMPANY WORKPLACE TO WORK PERFORMANCE OF
EMPLOYEES” prepared and submitted by EARL ANGELO CRUZ in partial fulfillment of the
requirements for the Senior High School Program in “Inquiries, Investigation, and Immersion
(Research Project)”, has been examined and is hereby recommended for the corresponding Oral
Examination.
Approved by the committee on Oral Examination with a grade of _____ on April 29, 2020.
PROF. RON GUINA
Research Adviser
Accepted in partial fulfillment of the requirements for the degree of Senior High School.
PROF. EMILY ORPIADA DR RONNIE CAINGLET
Head, English Department IS-SHS Vice Principal
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ACKNOWLEDGMENT
The researcher would like to extend his most sincere gratitude to those who extended their
help for completion and accomplishment of this study:
To the Respondents, for giving your most precious time in answering the online survey
questionnaire even during these trying times.
To the Research Adviser Prof. Ron Guina, for sharing his expertise and guidance in the
whole duration of this research.
To Myself, you really did great.
And above anyone else, most of all, to the Almighty God for His continuous help and
intervention not only while doing this research, but much more in my whole academic endeavour.
EALC
The Researcher
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DEDICATION
The researcher would like to dedicate the results and findings, and the recommendations
yielded in this study, those whore are directly concerned by this research. The researcher hopes
you to find benefits in to looking at this study:
To Employees, you are the primary concern of this study. May you find your self-worth at
this and realize that you take space in this slavering world of capitalism.
To Company Owners, Supervisors, Managers, and Administrators, the
recommendations presented in tis research is very much applicable to you. Please be more
considerate to your employees because they are your machine clog that really run your business.
To Future Researchers, provide a wider knowledge on the sufferring and sacrifices of the
working class, so that the people above them, the elites, will realize that their feet is broken, and
these employees are the ones who run for their own and selfish sake.
EALC
The Researcher
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ABSTRACT
TITLE: THE CONTRIBUTION OF ORGANIZATIONAL CULTURE AND
COMPANY WORKPLACE TO WORK PERFORMANCE OF
EMPLOYEES
RESEARCHER: EARL ANGELO L. CRUZ
ADVISER: PROF. RON GUINA
INSTITUTION: NEW ERA UNIVERSITY – INTEGRATED SCHOOL
DEGREE SENIOR HIGH SCHOOL
YEAR: 2020
Anything that contributes to workers’ factors of productivity is related to how a company
runs and directs its staffs, and how structured and unstructured practices are being implemented
and exercised in the organization. Due to the demand of employees, and their rising social impact,
the factors that affect their work performance raise concern to how they affect employees. The
dominant explanation for this was the more recognized participation of the working class to the
economy.
The researcher used a qualitative research design, and a cause-comparative approach in
getting data and information from respondents. The researcher published an online survey
questionnaire. The respondents were asked about how organizational culture and company
workplace contribute to their work performance. They were given three choices: positively, neural,
and negatively.
The results showed that organizational culture and company workplace have positive
contribution to work performance of the employees. In practicing their duty, they found relevant
effects of these aspects to their productivity and outcomes.
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TABLE OF CONTENTS
PRELIMINARY PAGES
TITLE PAGE..................................................................................................................................i
APPROVAL SHEET………………………………………………………………………….....ii
ACKNOWLEDGMENT...……………………………………………………………………....iii
DEDICATION…………………………………………………………………………………..iv
ABSTRACT……………………………………………………………………………………...v
TABLE OF CONTENTS………………………………………………………………………..vi
LIST OF TABLES……………………………………………………………………………...vii
LIST OF FIGURES……………………………………………………………………………viii
Chapter I – Introduction
The Problem and Its Background………………………………………………………...1
Statement of the Problem………………………………………………………………...3
Hypothesis………………………………………………………………………………..4
Significance of the Study………………………………………………………………...4
Definition of Terms………………………………………………………………………5
Chapter II – Review of Related Literature
Review of related Literature……………………………………………………………...5
Conceptual Framework…………………………………………………………………13
Theoretical Framework…………………………………………………………………13
Chapter III – Methodology
Research Design………………………………………………………………………...14
Population and Sampling……………………………………………………………….14
Sources of Data…………………………………………………………………………15
Data Gathering Procedure………………………………………………………………15
Data Analysis…………………………………………………………………………...15
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Chapter IV – Presentation, Interpretation, and Analysis of Data
Tables, Figures, and Interpretations…………………………………………………….16
Chapter V – Summary, Conclusion, and Recommendations
Summary………………………………………………………………………………..31
Conclusion………………………………………………………………………………32
Recommendations……………………………………………………………………….33
References……………………………………………………………………………………...34
Appendices
Appendix A: Online Survey Questionnaire Link……………………………………….37
Appendix B: Online Survey Questionnaire……………………………………………..37
Appendix C: Researcher Profile………………………………………………………...43
List of Tables
Table 1: Dimensions of Organizational Culture…………………………………………7
Table 2: Age of Respondents…………………………………………………………...16
Table 3 Where Respondents Work……………………………………………………..17
Table 4: How Long The Respondents Been Working………………………………….18
Table 5: Awareness of Respondents to Organizational Culture………………………..19
Table 6: Awareness of Respondents to Company Workplace and Environment………20
Table 7: Friendliness, Safety, and Trust-Worthiness of the Respondents’ Company
Workplace……………………………………………………………………..21
Table 8: Non-conduciveness of Company Environments………………………………22
Table 9: Help of Management Style to Work Performance…………………………….23
Table 10: Demotivating Are the Collective Principles in Work………………………...24
Table 11: Effects and Contribution of Dimensions of Organizational Culture to
Work Performance of Employees……………………………………………25
Table 12: Effects and Contribution of Dimensions of Company Workplace to
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Table 13: Dissatisfaction to the Dimensions Leads to Not Being Productive………….29
Table 14: Relationship of Organizational Culture and Company Workplace………….30
List of Figures
Figure 1: Conceptual Framework……………………………………………………….13
Figure 2: Description and Relationship of Variables…………………………………...14
Figure 3: : Effects and Contribution of Dimensions of Organizational Culture to
Work Performance of Employees…………………………………………...26
Figure 4: Effects and Contribution of Dimensions of Company Workplace to
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CHAPTER I
INTRODUCTION
The Problem and Its Background
The improvisation of current contexts of organizational culture and company workplace
continues to have an effect to employees’ performance. Anything that contributes to workers’
factors of productivity is related to how a company runs and directs its staffs, and how structured
and unstructured practices are being implemented and exercised in the organization. Conformity
of employees and the extension of it to their performance to organizational culture and workplace
have been observed by some scholars, however organizational excellences could be varied from
organization to organization and certain cultural traits could be source of competitive advantages
through causal ambiguity (Barney, 1991; Peters and Waterman, 1982). However, efforts to
conduct these researches in developing countries are lacking and needs more attention (Uddin et
al., 2012), and such is observed in the Philippines, and many other arising nations. On the other
side, according to Cummings and Swabb (1997), employees must be committed to meeting
organization’s objectives instead of their personal objectives, instigating the initiative of
employees to improve their work performance and productivity, despite having or not considering
the consequences of organizational culture and company workplace. According to Chien (2015),
a successful organization requires employees who are willing to do more than their usual job scope
and contribute performance that exceed goal’s expectations. In the light of these events, a cross-
sectional study among different industries and fields of work will be very beneficial to contributing
a new knowledge of how a diverse culture and workplace can affect employees’ performance.
The goal of expanding our knowledge about these subjects are motivated by the
experiences of employees. As the level of competency among industries, and with the acquisition
of new technologies, it is vital to look at how employees are catching and coping up to new trends
and how these affect their field of work and their productivity. In the research conducted by Julie
(2016), he noted that technology is changing by the day, and the attention of managers is on human
resource that are related to effect these changes for a higher performance. The monitoring activities
of managers are now based on how employees conduct their performance using technology.
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More companies are trying to improve the culture that has been established in their
workplace. According to the article of Lepis (2017), research shows that an organization with
strong company culture results in higher employee-engagement scores. Higher engagement equals
higher productivity, less absenteeism, increased productivity, among others. With these findings
the researcher aims to look for the effectivity and application of such implications to Filipino
employees considering a number of demographic factors such as class status, the size of the
company they are working in, and the current status of the country and its societal regards.
In examining the culture of the organization and its corresponding effects to performance
of employees, it is inevitable to also recognize the factors of workplace to how staff manage to
work. Such conditions are beset to examine the satisfactory of employees to their workplace and
how compliant are the factors of workplace to staff’s performance. In the study conducted by
Pradhan and Jena (2016), they were able to capitalize on the importance of the workplace to
yielding of productive performance of employees. In this particular study however, what we define
as workplace is the physical and ergonomic arrangement of tangible objects in the room or building
where employees work in. Stallworth and Kleiner (1996) argue that increasingly an organization’s
physical layout is designed around employee needs in order to maximize productivity and
satisfaction. According to Leblebici (2012), there is a widely accepted assumption that better
workplace environment motivates employees and produces better results. The researcher found a
significant inter-relevance between company workplace and employees’ performance.
The benefit of having this study conducted is the possibility of taking a broader look on
how companies lead, run, and direct the labor of their staff through their organizational culture.
Workplace, which plays an important role on the performance of workers, is also observed, and
the effects to the later will be concluded. This research also entails a better understanding on how
employees accept, adjust, and cope up to what has been given to them by both controllable and
inevitable circumstances in front of them. Although this study does not condone the romanticizing
of precedented hardship and suffering of employees, the relevance of such situation to their work
performance is noticeable.
Generally, the goal of this study is to present valuable literature, and to yield essential
results for the betterment of all whom this research concerns. The concerns of employees should
not be taken for granted, as employees and human capital are the most important asset of an
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organization (Guest, 2001). As to this, the researcher aims to find the causal relationship of
organizational culture and workplace to work performance of employees.
Recent studies on the factors affecting employees’ performance have been prevalent
through years (See: Khan and Jabbar, 2013; Bob, 2011; Armstrong, 2015; Shahzad et al., 2008;
Maxwell and Chukwudi, 2018, among many others). But taking these factors into consideration,
one shed area of this study is the effects of description of organizational culture and workplace to
the aforementioned materials of proponent. The conflict arises as when and how organizational
culture and workplace affect the performance of employees when at work. Based on the findings
of Julie (2016) on employee productivity and performance, the researcher upholds the belief that
his findings are affected as well by organizational culture and workplace (Maxwell and Chukwudi,
2018).
Statement of the Problem
As response to these findings and to the found the researcher was able to formulate
questions that needed to be answered at the end of the study. These questions were designed to
further help the researcher in reaching its goal in conducting the study, and to give a foundation in
bridging the research gaps discussed. The statement of the problems is as follows:
1. What are the effects of organizational culture and workplace to the factors that
affect employees’ performance?
2. How well aware are the employees of their company’s organizational culture and
workplace?
3. How do structured and unstructured practices among the people of the organization
affect employees’ performance?
4. How does physical, emotional, psychological, social, and organizational aspects of
the workplace affect the efficiency and effectivity of employees and their output?
5. How are organizational culture and company workplace interrelated to each other?
The conforming of employees to the prevailing culture, practices, and norms of the
organization they work in are responsive to how they perform (Khan and Jabbar, 2013). Workplace
on the other hand also plays a vital role on how employees work (Borman and Wotowildo, 1993).
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Hypothesis
The study being conducted was given by the researcher these hypotheses:
1.) Organizational culture has positive contribution to employee performance
2.) Company workplace has positive contribution to employee performance
Significance of the Study
The researcher intended to expand its purpose on benefitting the following, and propose to
extend the findings of this study to them:
First, to company owners. The purpose of this study was to help finding out how
employees are working under certain conditions, specifically under the influence of organizational
culture and workplace. Company owners and their actions respond to how managed the company
culture is. They are also in charge for setting the standard of workplace in totality.
Second, to company supervisors, managers, and administrators. As the ones who
directly lead the labor of staffs and monitor their performance, it is vital for them to see how the
determinants of organizational culture and workplace affect the factors that influence the work
performance of employees. The vitality of instilling a culture of productivity was shown in this
particular study.
Third, to employees. The quality of their labor reflects on how and where they work. Being
productive is solely not affected by any personal choices and decisions (Eby, 2006). Factors that
are not under their control influence greatly on how they work. This study was intended to feed
the knowledge on employees on in what other aspects is their performance affected.
Forth and lastly, to future researchers. May this study become a significant addition in
this field of knowledge. This study provides useful literature for further studies.
Scope and Limitations
The scope of this study is limited to employees who work for select companies in the
Philippines, ranging from accounting, engineering, government-run organizations, and others. Any
more findings that may be found beyond the limit of this research will be nevertheless presented
as it may show up a good relevance to the study of such topic. Any findings however that may be
found entitled to this research will be fully considered and be taken not for granted. The researcher
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believes that any connectivity found that may be helpful enough for the betterment of this study
should be given attention with.
Definition of Terms
1) Organizational culture – (Needel, 2004) body of value that shapes the way employees
behave at their task; collective principles of organizational activities.
2) Workplace – (Tripathi, 2014) the work environment can be defined as the environment in
which people work that include physical setting, job profile, culture and market condition.
CHAPTER II
REVIEW OF RELATED LITERATURE AND STUDIES
On Organizational Culture and Employee Performance
Organizational culture was described by Needel (2004) as body of value that shapes the
way employees behave at their task. Organizational culture is a collective principles of
organizational activities, and a product of such factors as history, product, market, technology,
type of employees and management style (Ugwulebo, 2014) Culture encompasses all aspects of
the organization (Maxwell and Chukwudi, 2018) As Goke (2015) points out, culture embraces
organizational values, norms, leadership styles, reward system etc. values are outstanding
guides to organizational actions. Every organization has a set of values, whether or not it is written.
Values guide the perspectives of the organization as well as its actions (Goke, 2015).
Maxwell and Chukwudi (2018) further described that organizational culture consists of
beliefs and values shared within the organization. It influences the worker’s degree of job
satisfaction as well as the level and quality of their performance (Agulanna and Madu, 2003).
Sharplin (1983) defined organizational culture as “the system of shared values, beliefs, and habits
within an organization that interacts with formal structure to produce behavioral norms. On another
note, Armstrong (2006) defined organizational culture as the pattern of values, norms, beliefs,
attitudes and assumptions that may not have been articulated but shape the ways in which people
behave and things get done. Spender (1990) defined it as a belief system shared by an
organization’s members. In his own definition, Schein (1983) saw organizational culture as
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the pattern of basic assumptions that a given group has invented, discovered, or developed in
learning to cope with its problem of external adaptation and internal integration. Organization
culture is the set of values, often taken for granted, that help people in an organization, understand
which actions are considered acceptable and which are considered unacceptable (Moorhead and
Giffin, 1992). The implementation of the organizational culture required every employee to agree
and comply in full, meaningful culture imposed a strong culture (Musriha, 2013)
Frank (1990) shared that culture govern what the company stands for, how it allocates
resources, its organizational structure, the system it uses, the people it hires, the fit between jobs
and people, the result it recognizes and rewards, what it defines as problems and opportunities,
and how it deals with them. Based on the definition given, organizational culture impacts greatly
the operations of the business. In operating the business, it is inevitable to look on how employees
perform when at work (Kiisel, 2020). The culture of an organization is sometimes conceptualized
as the climate or weather of a place (Maxwell and Chukwudi, 2018) Furthermore, culture affects
not only the way managers behave within the organization but also the decisions they make about
the organization with its environment and its strategy (Lorch,1988).
Furthermore, organizational culture will give employees the freedom to practice their faith,
thus, organizational culture will make the employee feel satisfied with his work (Musriha, 2013).
He added that organizational effectiveness can be improved by creating a culture that will lead to
the achievement of organizational objectives and at the same time will satisfy employees. O'Reilly
et al. (1991) states, there is a relationship between the strength of organizational culture with the
culture of employee selection and performance, with a strong organizational culture will be able
to improve employee performance. Culture can provide power to the behavior of members of the
organization, because it can foster consistency and predictability creativity and manage problems
in the organization (Hodge et al., 2003)
Organizational culture has instigated a lot of effects to work performance of employees
and influences greatly the factors that affect them. On the other hand, identifying the dimensions
of organizational culture is vital in achieving the yielding of whether company culture cultivates
positive of negative impact on employees’ performance and productivity.
In determining the contribution of organizational culture to work performance of
employees, it is undeniable that we need to consider the factors and determinants affecting
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organizational culture. According to the studies of Sarros et al., (2005), they postulated dimensions
of organizational culture. Although many academicians who have worked on the same field of
knowledge also posted their own dimensions of organizational culture (See: Denison and Neale,
1996; Van der Post et al., 1997; Veiga et al., 2000; and Park, 2001, among others), for the sake of
simplicity and considering the time frame, the models of Sarros et al., (2005) will be used. The
dimensions of organizational culture are as follows (Sarros et al., 2005):
FACTORS ITEMS
Competitiveness Achievement orientation

An emphasis on quality
Being distinctive, different from others
Being competitive
Social Responsibility Being reflective
Having a good reputation
Being socially responsible
Having a clear guiding philosophy
Supportiveness Being team-oriented
Sharing information freely
Being people oriented
Collaboration
Innovation Being innovative
Quick to take advantage of opportunities
Risk taking
Taking individual responsibility
Emphasis on Rewards Fairness
Opportunities for professional growth
High pay for good performance
Praise for good performance
Performance Orientation Having high expectation for performance
Enthusiasm for job
Being results oriented
Being highly organized
Stability Stability
Being calm
Security employment
Low conflict
Table 1: Dimensions of Organizational Culture (Sarros et al., 2005)
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On Company Workplace and Employee Performance
The workplace environment is the employees immediate surrounding where he performs
his work. Employees’ workplace environment is a key determinant of the quality of their work and
their level of productivity (Satyendra, 2019). According to Tripathi (2014) the work environment
can be defined as the environment in which people work that include physical setting, job profile,
culture and market condition. Work environment can be thought of simply as the environment in
which people work (Briner, 2000) as such; it is a very broad category that encompasses the
physical setting, for example: heat and equipment, characteristics of the job itself, for example,
workload and task complexity. He adds that it also encompasses broader organizational features
and even aspects of the external organizational setting such as culture, history, local labor market
conditions, industry sector, and work life balance.
Employees in many organizations are encountering with working problems related to
workplace environmental and physical factors (Nanzushi, 2015). It has been argued by Pech and
Slade (2006) that employee disengagement is increasing and it has become important to make
workplaces that positively influence workforce.
New evidence of a strong correlation between productivity, creativity and even profitability
with employee working conditions, such as: light, air, noise, health, culture, design, movement
and the quality of furniture have been established in a new report (Bean, 2017). The syndicated
research project, Wellness Together, carried out by Sapio Research, of 1000 UK based office
workers and 50 Facilities Management experts, suggests a strong link between people feeling
catered and cared for by their workplace or employers and how this impacts business performance.
The study identifies that in order to achieve true ‘wellness’ attention to every single component
that can impact mental and physical health needs to be considered, from building structures and
company cultures through to the physical furniture and fittings that employees require to work
efficiently and effectively (Hales, 2017). The study also found out that workplace conditions drive
profitability, productivity, and innovation. Researchers from Sapio (2017) also noted that having
healthy food and access to outdoor spaces result to having better performance of employees. On
the other hand, messy desks and shared spaces, hunting for stationery, unpleasant odor, and too
loud nearby offices and people contribute to the halting of employee productivity. Employees that
8
rate themselves as having low physical and mental well-being typically feel less stable to do the
things that are good for their concentration, Hale (2017) added.
Workplace environment is an important component of work life for employees as
employees spend significant part of their time at work, and it affects them in one way or
the other (Hafeez et al., 2019). Kamarulzaman et al., (2001) concluded that the employees who
are satisfied from their work environment can lead towards more positive work outcomes. They
found that working environment is essential, as in a comfortable environment employee can focus
on their job correctly, and it leads to a better employee performance, which leads to improved
organizational productivity. According to Hafeez et al. (2019), previous researchers found that
several environmental factors such as noise, color, temperature, workplace design and use of
indoor plants influence employee performance and well-being.
Based on previous researches, it can be determined that in the organization, the
working environment is significant and has a high impact on employees with different aspects
(Hafeez et al., 2019). They also concluded that however, if the organization environment is
friendly, safe, and trusted, it impacts employees positively and their performance, creativity,
productivity, commitment, and financial health drive high, which also influences the
organization augmentations. If organization environment does not attract the employees and they
have a negative perception of different workplace environment elements like absenteeism,
performance, stress-related illness, and productivity, then eventually their obligation has reduced
to a low level which in turn affects the organization productivity and augmentations (Cottini
& Ghinetti, 2012).
Naharuddin and Sadegi (2013) found in their research that the workplace environment
significantly impacts the performance of the employees. Leblebici (2012) conducted their
research on a foreign bank in Turkey and analyzed the working environment conditions in
relation to employee productivity. The researcher said workplace environment consists of
physical and behavioral environmental factors. They considered Physical components
consisting of: natural light, cleanliness, ventilation, heating/cooling facilities, comfortable
working environment, informal meeting area, office layout, working desk/ area and general and
personal storage space. Behavioral components included: creative physical environment,
distraction, social interaction and office layout in terms of ease of working. They found
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that healthy behavioral workplace condition yields positive consequences on employees even if
physical environmental conditions are unfavorable, another finding of the study was:
behavioral components of working environment affect employee performance more
significantly than physical components (Hafeez et al., 2019) Additionally, Brill (1992) estimates
that improvements in the physical design of the workplace may result in a 5-10 percent increase
in employee productivity. Working environment is argued to impact immensely on employees’
performance either towards negative or the positive outcomes (Chandrasekar, 2001)
Haynes (2008a) argued that organization productivity can be improved 5% to 10%
by upgrading physical design of workplace, this increased organizational performance is actually
a result of enhanced employee performance. A number of researches have been conducted
on the investigation of effects of physical environment on employee participation towards
work, employee performance and loyalty towards organization (Hafeez et al., 2019) Better
outcomes and increased productivity is assumed to be the result of better workplace environment
(Bushiri, 2014)
The indoor environment has the biggest effect on productivity in relation to job stress and
job dissatisfaction (Leblebici, 2012). As suggested by Govindarajulu (2004), in the twenty-first
century, businesses are taking a more strategic approach to environmental management to enhance
their productivity through improving the performance level of the employees. Sekar (2011) argues
that the relationship between work, the workplace and the tools of work, workplace becomes an
integral part of work itself. In all of the work patterns, it was found that interaction was perceived
to be the component to have the most positive effect on productivity, and distraction was perceived
to have the most negative (Leblebici, 2012). Bushiri (2014) suggested that organizations 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. Williams and Priestley (1980) indicate that
because the majority of major injuries occur to non-drivers the poor design and layout of
workplaces must be seen as a causal factor.
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On Employee Performance
Organizations need highly performing individuals in order to meet their goals, to deliver
the products and services they specialized in, and finally to achieve competitive advantage
(Sonnentag and Frese, 2001). Performance is a multicomponent concept and on the fundamental
level one can distinguish the process aspect of performance, that is, behavioral engagements from
an expected outcome (Borman and Motowidlo, 1993; Campbell et al., 1993; Roe, 1999). Low
performance and not achieving the goals might be experienced as dissatisfying or even as a
personal failure. Moreover, performance—if it is recognized by others within the organization—
is often rewarded by financial and other benefits. (Van Scotter et al., 2000). Armstrong (2006)
defines performance as the development of quantified objectives.
Performance is not only a matter of what people achieve but how they achieve (Nanzushi,
2015). Performance is defined by Sultana et al. (2012) as the achievement of specified tasks against
predetermined or identified standards of accuracy, completeness, cost and speed. High
performance is a step towards the achievement of organizational goals and tasks. Platt and Sobotka
(2010) assert that employee performance is the combined result of effort, ability and perception of
tasks. The factors that affect the level of individual performance are motivation, ability and
opportunity to participate (Armstrong, 2009). He perceives performance as a function of ability
and motivation. There are a number of factors that affect employee performance, the workplace
environment impacts most their level of motivation hence their performance (Nanzushi, 2015).
Additionally, Stup (2003) concluded that to have a standard performance, employers have to get
the employees task done on track so as to achieve the organizational goals.
Employees and their productivity are the heart of the organization. When there is no
productive and working employee, the survival of the organization is at stake. Moreover, employee
work performance poses a great influence to the company’s profitability, productivity, and
innovation. As Sinha (2001) stated, 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. On the other hand, 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,
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feedback on performance, reward for good or bad system, standard operating procedures,
knowledge, skills and attitudes.
Employee performance and productivity is of major concern in any economy worldwide
(Chebet, 2015). According to Armstrong and Murlis (2007), reward systems and recognition are
consistently acknowledged by organizations and managers as an important tool in motivating
individual employees. Reward systems are the clearest ways managers and leaders of an
organization can send a message to employees about what they consider important. A great deal
of the way people behave in an organization is influenced by the way they are measured and
rewarded (Kasser, 2002).
Bruce (2004) points out that under-management is the underlying issue in most cases of
suboptimal work performance at all levels. The undermanaged employee struggles since the
supervisor is not sufficiently engaged to provide the direction and support needed. In their study
Gupta (2010) notes that cohesion has a significant positive impact on performance. An employee
operating in an environment that has good team cohesion is likely to dedicate effort towards
realizing the expected performance levels. Performance appraisal plays a significant role in
defining an employee’s performance (Chebet, 2015)
Training facilitates the updating of skills and lead to increase commitment, wellbeing, and
sense of belonging, thus directly strengthening the organization’s competitiveness (Acton and
Golden, 2002; Karia and Ahmad, 2000; Karia, 1999).Training has the distinct role in the
achievement of an organizational goal by incorporating the interests of organization and the
workforce (Stone R J. Human Resource Management, 2002). The primary role of training is to
improve the employees’ skill for current and future duties and responsibilities (Chebet, 2015)
In examining the factors that affect employee performance, it is inevitable to look at on
how employees do their work. Employees labor to have the benefits of their own and they deserve.
Employees should not be deprived of the rights and rewards they deserved and earned. Companies
on the other hand should treasure and value the importance of having employees not just by
offering rewards and higher pay but also introducing a culture which is productive and functioning,
and provide as well a workplace that is not exhausting and ergonomically conducive enough to
have a safe and productive place of work. Organizations should be the one to protect their
employees because they are the working legs that make the company run (Kirk, 2002)
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Conceptual Framework
In order to obtain informational and productive yielding, the researcher provided a
conceptual framework that will be used to come up with new knowledge:
Theoretical Framework
The study is grounded on the Two Factor Theory (Herzberg, 1986). Herzberg came to a
conclusion that the aspects of the work environment that satisfy employees are different from the
aspects that dissatisfy them. The theory points out that improving the environment in which the
job is performed motivates employees to perform better. The other theory is Weiss and
Cropanzano’s Affective Events Theory (AET) (1996) which explains the link between internal
influences and their reactions to incidents that occur in their work environment that affect
employee performance, organizational commitment and job satisfaction (Phua, 2012).
13
CHAPTER III
METHODOLOGY
Research Design
The research design used for this paper was qualitative research design. Specifically, under
qualitative research, this study followed a causal-comparative design. Under this research design,
the researcher provided cause-and-effect relationship among independent and dependent variable.
In this particular study, the dependent variable is the employee performance, while the independent
variables are organizational culture and company workplace.
INDEPENDENT VARIABLES DEPENDENT VARIABLE

(obtained through literature and studies)
CONTRIBUTION
Organizational Culture
Employee Performance
Company Workplace
(obtained through survey)
Figure 2: Description and Relationship of Variables
Population and Sampling
The population targeted by this research was quite big. In the latest numbers of Philippine
Statistics Authority (PSA) in their Labor Force Survey for 2019, an estimate of 504, 000 private-
establishment employees in the country.
The method used to gather respondents is through the use of social media. An online survey
was published and was answered by respondents. After two days, the researcher gathered 15
respondents in the online survey. The sampling was simple random sampling where everyone in
the population had an equal chance of being a respondent. In this research, however, only those
who heeded the call for the online survey were the respondents.
14
Sources of Data
The researcher made an online survey. The survey was composed of questions asking for
their profile, nine (9) multiple questions, most are closed questions, and then two (2) multiple
choice grid questions, namely the dimensions of organizational culture and company workplace,
wherein the respondents had to tell if these dimensions positively, neutrally, or negatively affect
their work performance.
The dimensions aforementioned that appeared in the online survey conducted was
discussed on the review of related literature. The items were adopted and constructed in nature.
Data Gathering Procedure
Data gathering procedure was administered online. The researcher sent the online survey
form link to target respondents and it was answered also online by the respondents. The data were
automatically tallied since it was administered online. The data retrieval was also eased for the
survey was made online. There were no experimental and control strategies made.
However, data gathering procedure and its results were subjected to many weaknesses
because of the small number of respondents against the large number population.
Data Analysis
After the collection and tallying of data from the respondents, the researcher presented
them through table, graphs, and figures, and analyzed them. The researcher used a non-
complicated statistical treatment on data analysis and procedure:
𝑓𝑟𝑒𝑞𝑢𝑒𝑛𝑐𝑦
𝑝𝑒𝑟𝑐𝑒𝑛𝑡𝑎𝑔𝑒 = × 100%
𝑡𝑜𝑡𝑎𝑙 𝑖𝑡𝑒𝑚𝑠
Wherein 15 is the total number of respondents.
15
CHAPTER IV
PRESENTATION, INTERPRETATION, AND ANALYSIS OF DATA
In this chapter, the researcher presents the results and outcome of the survey conducted.
The researcher extends these results through the use of tables and figures.
Table 2 - Age of Respondents
AGE
ITEMS FREQUENCY PERCENTAGE RANK
19-21 years old 6 40% 1
22-24 years old 4 27% 2
25-27 years old 2 13% 4
28 and above years

3 20% 3
old
TOTAL 15 100%
Six (6) of the respondents are in the range of 19 to 21 years old. Four (4) of the respondents
are 22 to 24 years old, accounting to 27% of the respondents. Two (2) out of all respondents are
aged 25-27 years old. Lastly, three (3) of the respondents are 28 years old or above.
16
Table 3 - Industry Where Respondents Work
INDUSTRY WHERE YOU WORK FOR
Accounting and Audit 5 33% 1
Finance 5 33% 1
BPO 3 20% 2
Engineering and
Construction 1 7% 3
Medical 1 7% 3
TOTAL 15 100%
There were five (5) respondents who work for Accounting and Audit Firms, and Finance,
accounting for 66% of the the total number of respondents. Three (3) of the respondent work in
the business processes outsourcing (BPO) industry, which is 20% of the total number of the
respondents. There was one (1) respondent both from engineering and construction, and medical
industries, which accounts to 14% of the number of respondents combined.
17
Table 4 - How Long Have the Respondents Been Working
HOW LONG HAVE YOU BEEN WORKING
More then a year 11 74% 1
A year 2 13% 2
Months 2 13% 3
Weeks 0 0% 4
TOTAL 15 100%
The table shows majority (74%) of the respondents have a work experience for more than
a year. On the other side four (4) respondents have been working for their company for a year and
for months, both have two(2) respondents respectively, accounting to 26% of the respondents. No
respondent have worked for just weeks.
18
Table 5 – Awareness of Respondents to Organizational Culture
I AM AWARE OF THE COMPANY'S ORGANIZATIONAL
CULTURE
Yes 15 100% 1
No 0 0% 2
TOTAL 15 100%
The table proves the knowledge and awareness of the respondents to the organizational
culture of the company where they work in. All 15 (100%) of the respondents answered they agree
to the statement that they are aware of the company’s organizational culture.
Awareness of employees to organizational culture influences their work performance as
they base their own personal values on how the organization as a whole set theirs.
19
Table 6 – Awareness of Respondents to Company Workplace and Environment
I AM AWARE OF THE KIND OF WORKPLACE AND
ENVIRONMENT WHERE I WORK IN
Yes 15 100% 1
No 0 0% 2
TOTAL 15 100%
All fifteen (15) respondents affirmed that they are aware and knowledgeable on the
company workplace and environment where they work in.
This proved that they are valid to answer the following questions of the survey, approving
or disapproving the contribution of organizational culture and company workplace to their
performance.
20
Table 7 – Friendliness, Safety, and Trust-Worthiness of The Respondents’ Company
Workplace
MY COMPANY ENVIRONMENT IS FRIENDLY, SAFE, AND
TRUSTED
Yes 15 100% 1
No 0 0% 2
TOTAL 15 100%
The table presents that all fifteen (15) respondents are aware that their company workplace
is friendly, safe, and trusted. The safety, friendliness, and trust-worthiness of a company in terms
of its workplace mean that the company values the health and physical well-being of their
employees, so that they could perform their duties well.
21
Table 8 – Non-conduciveness of Company Environment
MY COMPANY ENVIRONMENT IS NOT CONDUCIVE FOR
WORKING
Disagree 14 93% 1
Agree 1 7% 2
TOTAL 15 100%
Almost all (14) of the respondents disagreed that their company environment is not
conducive for working. On the other hand, only one (1) respondent said that his/her company
workplace is not conducive for productive work.
According to Ranosa (2019), a conducive workplace environment provides influences
productivity. Initiatives in making and developing a more conducive workplace environment
appeal more employees that having personal and individual perks and benefits.
22
Table 9 – Help of Management Style on Work Performance
THE MANAGEMENT STYLE OF MY WORK HELPS ME IN
MY PERFORMANCE
Agree 14 93% 1
Disagree 1 7% 2
TOTAL 15 100%
The management style of a company varies on their promulgated values. Fourteen (14) of
the respondents agree that the management style hailed in their workplace. The remaining one (1)
respondent answered a negative notion on the management style on their performance.
Management styles contribute to how the employee inputs in their work. The environment
wherein they work, especially when they are around their superiors, affect greatly to how they
work, just like what we see on the table above. The management style is also an outcome of an a
priori values by the company.
23
Table 10 – Demotivating of Collective Principles in Work
THE COLLECTIVE PRINCIPLES OF MY WORK
DEMOTIVATE ME IN WORKING
Disagree 14 93% 1
Agree 1 7% 2
TOTAL 15 100%
The collective principles of the company contribute greatly on the work performance of
employees, as it is part of the organizational culture. The distinction however comes as collective
principles are promulgated not by the company itself, but of its people and workers.
Fourteen (14) responded they disagree on the negative effect of these collective principles.
On the other hand, one (1) responded he or she agrees that these principles is demotivating.
As one of the values presented by the company’s workers, collective principles of
employees contributes on how they act, perform, and these affect the productivity of a certain
employee.
24
Table 11 – Effects and Contribution of Dimensions of Organizational Culture to Work
Performance of Employees
ITEMS POSITIVELY PERCENT NEUTRAL PERCENT NEGATIVELY PERCENT

Achievement
Orientation 11 73% 4 27% 0 0%
Quality-Driven 12 80% 3 20% 0 0%
Being distinctive,
different from others 7 46.67% 7 46.67% 1 6.66%
Competitiveness 10 66.67% 4 26.67% 1 6.66%
Reflectiveness 11 73% 4 27% 0 0%
Having a good
reputation 11 73% 4 27% 0 0%
Socially responsible 13 86.67% 2 13% 0 0%
Guiding philosophy 11 73% 4 27% 0 0%
Innovativeness 12 80% 3 20% 0 0%
Quick to take
advantage of
opportunities 14 93% 1 7% 0 0%
Risk-taking 8 53% 7 47% 0 0%
Taking individual
responsibility 9 60% 6 40% 0 0%
Fairness 11 73% 4 27% 0 0%
Opportunities for
professional growth 12 80% 3 20% 0 0%
High pay for good
performance 10 66.67% 4 26.67% 1 6.66%
Praise for good
performance 10 66.67% 5 33.33% 0 0%
Having high
expectation for
performance 7 46.67% 7 46.67% 1 6.66%
Enthusiasm for job 12 80% 3 20% 0 0%
Being results driven 11 73% 4 27% 0 0%
Being highly
organized 13 86.67% 2 13.33% 0 0%
Stability 12 80% 3 20% 0 0%
Being calm 12 80% 3 20% 0 0%
Security employment 11 73% 4 27% 0 0%
Low conflict 8 53% 7 47% 0 0%
TOTAL 258 98 4
71.7% 27.2% 1.1%
MEAN 10.75 4.09 0.16
EFFECT POSITIVELY
25
The table above confirms the positive contribution of organizational culture to work
performance of employees. The survey show that 7 out of every 10 employees are positively
affected by the existing organizational culture. The figure below shows the distribution of these
data.
Effects and Contribution of Dimensions of Organizational Culture to Work

Low conflict 8 7 0
Security employment 11 4 0
Being calm 12 3 0
Stability 12 3 0
Being highly organized 13 2 0
Being results driven 11 4 0
Enthusiasm for job 12 3 0
Having high expectation for performance 7 7 1
Praise for good performance 10 5 0

Dimensions of Organizational Culture
High pay for good performance 10 4 1
Opportunities for professional growth 12 3 0
Fairness 11 4 0
Taking individual responsibility 9 6 0
Risk-taking 8 7 0
Quick to take advantage of opportunities 14 1 0
Innovativeness 12 3 0
Guiding philosophy 11 4 0
Socially responsible 13 2 0
Having a good reputation 11 4 0
Reflectiveness 11 4 0
Competitiveness 10 4 1
Being distinctive, different from others 7 7 1
Quality-Driven 12 3 0
Achievement Orientation 11 4 0
Positively Neutral Negatively
Figure 3: Effects and Contribution of Dimensions of Organizational Culture to Work Performance of Employees
26
Table 12 – Effects and Contribution of Dimensions of Company Workplace to Work
ITEM POSITIVELY PERCENT NEUTRAL PERCENT NEGATIVELY PERCENT

Lighting 9 60% 6 40% 0 0%
Ventilation 10 67% 5 33% 0 0%
Noise 6 40% 4 27% 5 33%
Physical Health 12 80% 3 20% 0 0%
Furniture 10 67% 5 33% 0 0%
Odor 10 67% 3 20% 2 13%
Stationary 11 73% 3 20% 1 7%
Temperature 10 67% 4 27% 1 7%
Workplace Design 11 73% 4 27% 0 %
Office Lay-out 12 80% 3 20% 0 0%
Equipment and Tools 12 80% 3 20% 0 0%
Bond with Workmates 13 87% 2 13% 0 0%
Unity among
Teammates 13 87% 2 13% 0 0%
Attitude of Higher-Ups 9 60% 4 27% 2 13%
Leniency of Higher-ups 11 73% 4 27% 0 0%
Difficulty of Tasks 8 53% 7 47% 0 0%
Severity of Workload 8 53% 6 40% 1 7%
Reward system 11 73% 4 27% 0 0%
Compliance to
Hierarchy 9 60% 5 33% 1 7%
Salary 10 67% 5 33% 0 0%
Support system among
Workmates 13 87% 2 13% 0 0%
Support system of
Higher ups 12 80% 3 20% 0 0%
TOTAL 230 87 13
MEAN 10.45 70% 3.95 26% 0.6 4%
EFFECT POSITIVELY
The table above proves the relationship of dimensions of company workplace to work
performance of employees. The table shows that 7 out of 10 employees are positively affected by
their company workplace. According to the results, the contribution of workplace to employees
are very important for it positively affects their work performance.
27
The figure below shows the distribution of the results from the survey. Among all of these
twenty-two (22) dimensions, support system among workmates, unity among teammates, and bond
with workmates, which all got 13 responses are the greatest factor of company workplace which
positively impacts their work performance. According to McFarlin (2019), relationship among
workmates yields to improved teamwork and collaborations, improved morale, high employee
retention rates, and most of all, improved productivity.
Contribution of Dimensions of Company Workplace to Work

Performace of Employees
Support system of Higher ups 12 3 0
Support system among Workmates 13 2 0
Salary 10 5 0
Compliance to Heirerchy 9 5 1
Reward system 11 4 0
Severity of Workload 8 6 1
Difficulty of Tasks 8 7 0
Determinants of Company Workplace
Leniency of Higher-ups 11 4 0
Attitude of Higher-Ups 9 4 2
Unity among Teammates 13 2 0
Bond with Workmates 13 2 0
Equipment and Tools 12 3 0
Office Lay-out 12 3 0
Workplace Design 11 4 0
Temperature 10 4 1
Stationary 11 3 1
Odor 10 3 2
Furniture 10 5 0
Physical Health 12 3 0
Noise 6 4 5
Ventilation 10 5 0
Lighting 9 6 0
POSITIVELY NEUTRAL NEGATIVELY
Figure 4: Effects and Contribution of Dimensions of Company Workplace to Work Performance of Employees
28
Table 13 – Dissatisfaction to the Dimensions Leads to Not Being Productive
DISSATISFACTION ON ALL ITEMS ABOVE LEADS TO NOT
BEING PRODUCTIVE
Strongly Disagree 1 7% 5
Disagree 3 20% 3
Neutral 2 13% 4
Agree 5 33% 1
Strongly Agree 4 27% 2
TOTAL 15 100%
The table above proves that the respondents agree that when they get dissatisfied to
organizational culture and company workplace, they will be not productive in terms of their work
performance. Five (5) respondents accounting to 33% of all the responses correspond that they
agree to the terms. Four (4) respondents, meanwhile, answered they strongly agree to this
statement. Three (3) respondents decided to disagree to the terms. Two (2) respondent answered
to be neutral. Meanwhile, only one (1) respondent said that they strongly disagree to the terms.
29
Table 14 – Relationship of Organizational Culture and Company Workplace
ORGANIZATIONAL CULTURE AND COMPANY WORKPLACE
AFFECT EACH OTHER
Strongly Disagree 2 13% 3
Disagree 0 0% 4
Neutral 4 27% 2
Agree 5 33% 1
Strongly Agree 4 27% 2
TOTAL 15 100%
The table shows that five (5) respondents accounting to 33% of all answers agreed that
organizational culture and company workplace are affecting each other. This is proven on how the
respondents answered the first questions. Four (4) responses meaning 27% of total answers are
strongly agree, and neutral as well. Two (2) respondents on the other hand strongly disagreed to
the terms. No one disagreed.
On the other note, as one of the goals and objectives of this study is how related are
organizational culture and company workplace. The tables above show that they are affecting
together, and they co-exist as on non-tangible aspect of the company.
30
CHAPTER V
SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS
In this chapter, the researcher presents the summary of findings, conclusions and
recommendations in respect to the research conducted. The researcher provided valuable and
factual findings, conclusions, and applicable and practical recommendations .
Summary
This study was conducted to find out what contributes do organizational culture and
company workplace have to work performance of employees. This was because aside from
personal and individual pursuance of employees to have an excellent output at work, external and
uncontrollable factors also have great influence to their productivity and performance.
The literature discussed that organizational culture and company workplace have been a
subject of previous researches and studies. However, it showed that these two (2) aspects of work
performance have not been discussed collectively. This study is grounded to the Two Factor
Theory and Affective Events Theory (AET) by Herzberg (1986) and Weiss Cropanzano (1996),
respectively.
Through an online survey questionnaire, the researcher were able to gather data from the
respondents. An online survey questionnaire composed of close-ended questions (except from the
profiling of individual respondents) and multiple choices grid questions were sent to respondents
through a link, that brought them to the survey when clicked.
The results of the online survey conducted yielded that organizational culture and
company workplace work together for the betterment of work performance of employees. The
dimensions that were given provided that they contribute positively to their productivity. It showed
that 7 out of 10 employees are positively affected by these two factors spontaneously in their work
performance.
The researcher recommended that companies and employees take action in respect to the
findings shown in this study.
31
Conclusion
The results of the survey provide some of the first empirical data about the perceptions of
employees on the effect of organization culture and company workplace collectively to their work
performance. The survey obtained results and information from different kinds of employees from
different industries and companies, from different organizational culture and company workplace.
The survey data provided evidence about how respondents perceive these factors to their work
performance.
While useful, the results of the survey and its corresponding interpretations must be
viewed with caution because of the low response rate and possible response bias. More so, the
researcher only gathered fifteen (15) respondents among the big population and scope of the study.
On the other hand, a few of the questions and the respondents’ corresponding answers may be
viewed and interpreted into different angles and methods. Despite these limitations and
precautions, with the detailed and insightful literature provided by the researcher in Chapter II, the
researcher believed that this study still provided and offered valuable knowledge and new
information.
Overall, the survey findings suggested that there are positive contributions to employees’
work performance are organizational culture and company workplace, and supported the
theoretical framework afore provided by the researcher.
At the end of this study, the research proved, through interpretation and analysis of data
obtained in the online survey conducted, that the hypotheses provided by the researcher on Chapter
I are true and proven. As the results suggested, 7 out of 10 employees are positively affected by
organizational culture and company workplace.
The researcher therefore concludes that organizational culture and company workplace
have positive contribution to work performance of employees.
32
Recommendations
In this section, the researcher provides recommendations to the entities concerned in
respect to the results yielded in this research:
1.) Employees
a. Let the positive aspects and dimensions of organizational culture and company
workplace affect you;
b. Take advantage and give maximize the benefits of these dimensions and aspects;
c. Be a good influence of performance and productivity to your workmates so that
they could follow suit;
d. Help construct a healthy and productive workplace environment by being socially
participative and affect your workmates; and,
e. Be a teammate and a workmate you want to have. Let them grow through you.
2.) Company Superiors, Managers, and Administrators
a. Provide a workplace conducive enough for employees. With proper lighting, space,
and safety;
b. Instill the values that the company hails, and be their reflection in front of the
employees. Practice what you promulgate;
c. Commence workshops that could promote positive company cultures;
d. Launch activities that could build stronger bonds among all company workers; and,
e. Construct a healthy culture, in physical, social, and emotional aspects of all laborers.
3.) Future Researchers
a. Collect more respondents when dealing with a large number of population;
b. Be sensitive in stating and interpreting presented data. Show no bias towards results;
c. Be enthusiastic in the field you are researching for. Look for joy in every research;
d. Expand the knowledge of psychological and emotional effects of organizational
culture and company workplace and the connection between them;
33
e. Be cautious on your mental health while researching. Protect it so you can do more.
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36
APPENDICES
APPENDIX A – Online Survey Questionnaire Link
The online survey questionnaire was posted through Google Forms. The said form is
accessible through this link: https://forms.gle/QNN61jE2kJT9HvwE8
APPENDIX B – Online Survey Questionnaire
37
38
39
40
41
42
APPENDIX C – Researcher’s Profile
18
43

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New Era University Integrated School

Senior High School Department

THE CONTRIBUTION OF ORGANIZATIONAL CULTURE AND

COMPANY WORKPLACE TO WORK PERFORMANCE OF

A Partial Fulfillment for the

EARL ANGELO L. CRUZ

The Research Paper entitled “THE CONTRIBUTION OF ORGANIZATIONAL

CULTURE AND COMPANY WORKPLACE TO WORK PERFORMANCE OF

PROF. RON GUINA

PROF. EMILY ORPIADA DR RONNIE CAINGLET

Head, English Department IS-SHS Vice Principal

help for completion and accomplishment of this study:

questionnaire even during these trying times.

whole duration of this research.

To Myself, you really did great.

you to find benefits in to looking at this study:

To Company Owners, Supervisors, Managers, and Administrators, the

TITLE: THE CONTRIBUTION OF ORGANIZATIONAL CULTURE AND

COMPANY WORKPLACE TO WORK PERFORMANCE OF

RESEARCHER: EARL ANGELO L. CRUZ

ADVISER: PROF. RON GUINA

INSTITUTION: NEW ERA UNIVERSITY – INTEGRATED SCHOOL

DEGREE SENIOR HIGH SCHOOL

Anything that contributes to workers’ factors of productivity is related to how a company

The researcher used a qualitative research design, and a cause-comparative approach in

effects of these aspects to their productivity and outcomes.

The Problem and Its Background………………………………………………………...1

Statement of the Problem………………………………………………………………...3

Significance of the Study………………………………………………………………...4

Chapter II – Review of Related Literature

Review of related Literature……………………………………………………………...5

Chapter III – Methodology

Population and Sampling……………………………………………………………….14

Data Gathering Procedure………………………………………………………………15

Chapter IV – Presentation, Interpretation, and Analysis of Data

Tables, Figures, and Interpretations…………………………………………………….16

Chapter V – Summary, Conclusion, and Recommendations

Appendix A: Online Survey Questionnaire Link……………………………………….37

Appendix B: Online Survey Questionnaire……………………………………………..37

Appendix C: Researcher Profile………………………………………………………...43

Table 1: Dimensions of Organizational Culture…………………………………………7

Table 2: Age of Respondents…………………………………………………………...16

Table 3 Where Respondents Work……………………………………………………..17

Table 4: How Long The Respondents Been Working………………………………….18

Table 5: Awareness of Respondents to Organizational Culture………………………..19

Table 6: Awareness of Respondents to Company Workplace and Environment………20

Table 7: Friendliness, Safety, and Trust-Worthiness of the Respondents’ Company

Table 8: Non-conduciveness of Company Environments………………………………22

Table 9: Help of Management Style to Work Performance…………………………….23

Table 10: Demotivating Are the Collective Principles in Work………………………...24

Table 11: Effects and Contribution of Dimensions of Organizational Culture to

Work Performance of Employees……………………………………………25

Table 12: Effects and Contribution of Dimensions of Company Workplace to

Work Performance of Employees……………………………………………27

Table 13: Dissatisfaction to the Dimensions Leads to Not Being Productive………….29

Table 14: Relationship of Organizational Culture and Company Workplace………….30

Figure 1: Conceptual Framework……………………………………………………….13

Figure 2: Description and Relationship of Variables…………………………………...14

Figure 3: : Effects and Contribution of Dimensions of Organizational Culture to

Work Performance of Employees…………………………………………...26

Figure 4: Effects and Contribution of Dimensions of Company Workplace to

Work Performance of Employees……………………………………………28