SCHOOL OF POSTGRADUATE STUDIES

Business Administration Program

THE EFFECT OF WORK ENVIRONMENT ON EMPLOYEE’S

PERFORMANCE: IN THE CASE OF TSEHAY INSURANCE SHARE
COMPANY.

SAMUEL EWNETU

Addis Ababa, Ethiopia

June, 2022

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 SCHOOL OF POSTGRADUATE STUDIES

Business Administration Program/ Accounting and Finance Program/ Project

Management Program/ Computer Science Program

THE EFFECT OF WORK ENVIRONMENT ON EMPLOYEE’S

PERFORMANCE: IN THE CASE OF TSEHAY INSURANCE SHARE
COMPANY.
A Thesis Submitted to the School of Postgraduate Studies Presented in Partial
Fulfilment of the Requirements for the Degree of Master of Business
Administration (MBA)

By

SAMUEL EWNETU

Advisor

Mussie Beyene (Asst. Prof)

Addis Ababa, Ethiopia

June, 2022

ii
Declaration
I, Thomas Beyene the under signed, declare that this thesis entitled: “The effect of work
environment on employee performance, In the case of Tsehay Insurance Share Company” is my
original work. I have undertaken the research work independently with the guidance and support
of the research supervisor. This study has not been submitted for any degree or diploma program
in this or any other institutions and that all sources of materials used for the thesis has been duly
acknowledged.

________________ ________________ _________________

Name of Student Signature Date

This is to certify that the thesis entitled: “The effect of work environment on employee
performance, In the case of Tsehay Insurance Share Company” submitted in partial fulfilment of
the requirements for the degree of Masters of Business Administration of the Postgraduate
Studies, Admas University and is a record of original research carried out by Samuel Ewnetu
[ID. No: - PGMGB/8204/18], under my supervision, and no part of the thesis has been submitted
for any other degree or diploma. The assistance and help received during the course of this
investigation have been duly acknowledged. Therefore, I recommend it to be accepted as
fulfilling the thesis requirements.

_______________ ________________ _________________

Name of Advisor Signature Date

iii
Certificate of Approval
This is to certify that the thesis prepared by Samuel Ewunetu entitled “The effect of work
environment on employee performance, In case of Tsehay Insurance Share Company” and
submitted in partial fulfillment of the requirements for the Degree of Masters of Arts in MBA in
Accounting and Finance complies with the regulations of the University and meets the accepted
standards with respect to originality and quality.

Signature of Board of Examiner`s:

____________________________ _______________ _______________

Market examiner Signature Date

____________________________ _______________ _______________

Internal examiner Signature Date

____________________________ _______________ _______________

Dean, SGS Signature Date

iv
 Acknowledgments
I want to express my gratitude to Almighty GOD and His Beloved Mother Saint Marry for
everything they have given me throughout my life, especially for giving me the stamina,
perseverance, courage, patience, and inspirations necessary to complete this thesis successfully.
Next, I'd like to express my gratitude to my research advisor Mussie Beyene (Asst. Prof.) for his
professional and moral leadership during the entire process of carrying out this study. In light of
this, I should state that I am appreciative of his readiness to invest his time and use his
knowledge in each topic under debate. I also like to thank the management and staff of Tsehay
Insurance S.co. for assisting me in gathering the data I needed for this study. Additionally, I want
to express my gratitude to every respondent for taking the time to read my thesis and for freely
responding to my inquiries. In addition, I want to thank everyone who has encouraged and
supported me in my work, including my family, friends, and corporate entities. Finally, I would
want to express my sincere gratitude to my dear friend for their help, understanding, and care in
helping me finish my research.

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Table of Contents
Declaration....................................................................................................................................iii

Certificate of Approval...................................................................................................................iv

Acknowledgments...........................................................................................................................v

List of Tables..................................................................................................................................ix

List of figures...................................................................................................................................x

Acronyms........................................................................................................................................xi

Abstract..........................................................................................................................................xii

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

1. INTRODUCTION.......................................................................................................................1

1.1. Background of the Study.......................................................................................................1

1.2. Statement of the Problem......................................................................................................3

1.3. Research hypotheses..............................................................................................................5

1.4. Objectives of the Study.........................................................................................................5

1.4.1. General objective............................................................................................................5

1.4.2. Specific objectives..........................................................................................................5

1.5. Scope of the Study.................................................................................................................6

1.6. Significance of the Study......................................................................................................6

1.7. Limitation of the Study..........................................................................................................7

1.8. Definition of Terminologies..................................................................................................7

1.9 Organization of the Study.......................................................................................................7

CHAPTER TWO.............................................................................................................................9

RELATED LITERATURE REVIEW.............................................................................................9

Introduction..................................................................................................................................9

2.1 Theoretical Literature.............................................................................................................9

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 2.2 Empirical Literature.............................................................................................................24

2.2.1 Empirical Analysis in the World.......................................................................................24

2.2.2 Empirical Analysis in Africa.............................................................................................26

2.2.3 Empirical Analysis in Ethiopia..........................................................................................28

2.4. Conceptual Framework...........................................................................................................30

CHAPTER THREE.......................................................................................................................31

RESEARCH DESIGN AND METHODOLOGY.........................................................................31

3.1. Study Area...........................................................................................................................31

3.2. Research Approach and Design..........................................................................................32

3.2.1. Research Approach.......................................................................................................32

3.2.2. Research Design............................................................................................................32

3.3. Population and Sampling Procedures..................................................................................33

3.3.1. Target population of the study......................................................................................33

3.3.2. Sample Size...................................................................................................................33

3.4 Data Collection Methods......................................................................................................33

3.4.1. Data Collection Instruments and Procedure..................................................................33

3.5. Data analysis Tools.............................................................................................................34

3.6. Model Specification............................................................................................................35

3.7. Reliability and Validity Test...............................................................................................36

3.8. Ethical Considerations.........................................................................................................37

CHAPTER FOUR.........................................................................................................................38

DATA ANALYSIS, PRESENTATION AND INTERPRETATIONS.........................................38

4.1. Introduction.........................................................................................................................38

4.2. Descriptive Statistics...........................................................................................................38

4.2.1. Background Characteristics..........................................................................................38

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 4.2.2 Analysis of Employee performance...............................................................................40

4.3. Inferential Statistics.............................................................................................................42

4.3.1. Correlation Analysis.....................................................................................................42

4.3.2. Testing Assumptions of Classical Linear Regression Model (CLRM)........................44

4.3.3. Analysis of Variance (ANOVA)...................................................................................47

4.3.4. Interpretation of R-square and Adjusted R-square.......................................................48

4.4. Results of Regression Analysis...........................................................................................49

4.5. Hypotheses Testing.............................................................................................................51

CHAPTER FIVE...........................................................................................................................53

MAJOR FINDINGS, CONCLUSION AND RECOMMENDATION.........................................53

5.1 Summary of major Findings.................................................................................................53

5.2. Conclusion...........................................................................................................................56

5.3. Recommendations...............................................................................................................57

5.4. Suggestions for Further Studies..........................................................................................58

References......................................................................................................................................59

Appendix’s.....................................................................................................................................64

Appendix I: questioner of the Paper..............................................................................................64

Appendix II: Demographic data SPSS out put..............................................................................68

Appendix III: Descriptive statistics SPSS out put.........................................................................71

Appendix IV: Regression SPSS out put........................................................................................72

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List of Tables
Table 1:-Reliability of the data......................................................................................................36
Table 2:- Descriptive Statistics of the variables............................................................................38
Table 3: Analysis of the Mean and Standard Deviation Results...................................................41
Table 4:-Correlation Analysis between work environment and employee performance..............43
Table 5:-Durbin Watson test result................................................................................................46
Table 6:-VIF and Tolerance Statistics for Multicollinearity.........................................................46
Table 7:-Analysis of Variance (ANOVA).....................................................................................47
Table 8:-The Regression Analysis Model Summary.....................................................................48
Table 9:-Coefficients.....................................................................................................................49

List of figures

ix
Figure 1:- Conceptual Frame Work...............................................................................................30
Figure 2:-Photo of Tsehay Insurance Head Office Building.........................................................31
Figure 3:-Graphical representation Experiance of the respondents...............................................39
Figure 4:-hetroscedasticity test......................................................................................................45
Figure 5:-normality test.................................................................................................................47

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Acronyms
ANOVA= Analysis of Variance
TISC=Tsehay Insurance Share Company
AMO=Ability Motivation and opportunity
SPSS = Statistical Package for Social science
FUR= Furniture
LV= Lighting & Ventilation
N= Noise
WFC=Work-Family Conflict
FWC= Family-Work Conflict
WEC=Work-Extracurricular conflict
SS=Supervisory support
RC= Role Congruity
QL=Quality Leader
μ= error term
VIF=Variance Inflation Factor

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 Abstract
This research was conducted to assess the effect of work environment on employee performance
of Tsehay Insurance Share Company. Employees’ performance is affected by the workplace
environments which are psychosocial environment, physical environment and work life balance.
To evaluate the impact of the work environment, a sample of 124 Tsehay insurance employees in
Addis Abeba underwent an assessment. The data have been examined using descriptive statistics
like mean and standard deviation. ANOVA was used to determine whether the regression model
is a good candidate for explaining how the working environment affects employee performance.
The correlation coefficient was used to determine the relationship and significance of differences
among the variables. The result of descriptive statistics revealed that the working environment
(physical, psychosocial and work life balance) at Tsehay insurance S.C are not conducive and
comfortable. The correlation coefficient revealed that Physical work environment variables such
as (noise, furniture and lightening and ventilation, Also the psychosocial work environment
variables such as (leadership quality, supervisory support, role Work life balance variables such
as (work-family conflict, family-work conflict and work extracurricular activity) had positively
correlated with employee performance. The regression study also showed that factors such as
light ventilation, noise, furniture, supervisor support, family work conflict, work extracurricular
activities, and role congruity had a big impact on how well a person does their job. In order to
improve or ensure employee job performance, the corporation must make every effort to create a
conducive work environment.

Key words: Performance, Physical environment, psychosocial environment and work-life

balance

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 CHAPTER ONE

1. INTRODUCTION
1.1. Background of the Study
One of the main issues of all firms is employee job performance. Additionally, there is general
agreement that workers perform better when they feel comfortable at work. Employees who are
in good physical and emotional health will be more motivated to work and produce better results.
Additionally, a good working environment aids in lowering absenteeism, which in turn can
improve employee performance and boost office productivity (Boles et al.2004).
Working environment has a significant impact on an employee's performance. It is believed that
the workplace has a significant impact on employees' performance, either in a negative or
positive way (Chandrasekar2001). Jobs performance has been researched by several academics.
It describes the actions taken in order to accomplish the aims and objectives of the organization
(Motowidlo, Borman, and Schmit, 1999). According to Rothman and Coetzer (2003), work
performance is described as a multidimensional construct that captures how effectively people
carry out their duties as well as their initiative and ingenuity in problem-solving.
Employees who are in good physical and emotional health will be more motivated to work and
produce better results. Additionally, a good work environment contributes to a decrease in
absenteeism and can improve employee performance, which boosts office productivity (Boles et
al.2004).
It is considered that a better workplace atmosphere leads to better results and more productivity.
An improved office physical environment will encourage employees and, in turn, increase
production.
Performance is important for firms because it influences employee success and for individuals
because completing tasks may be a source of joy (Muchhal, 2014).
The interrelationships between the employees and the workplace environment make up the term
"workplace environment" (Kohun, 2002). According to Heath (2006), the physical location as
well as the immediate surrounds, behavioral procedures, regulations, rules, culture, resources,
working relationships, and work location are all included in this environment and all have an
impact on how employees carry out their jobs.

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The competitiveness of the organization is impacted by employee performance and the quality of
the work environment. Making the workplace appealing, pleasant, satisfying, and inspiring for
employees is a key component of efficient working environment management. This will instill a
feeling of pride and purpose in the workers' work (Humphries, 2005). Working conditions, job
congruity, and social support from supervisors are psychosocial elements whereas the physical
workplace environment contextualizes the office structure and design. Improved physical
working conditions will increase employee performance and, ultimately, increase production
(Challenger, 2000). Having a respectful work environment that supports employee engagement
and fosters a high performance culture that fosters innovation and creativity is smart business
(Kohun, 2002).
Many factors affect employee performance; and workplace environment factors stands out
as the key determinants of performance. It is the key multi character factor intended to attain
outcomes and has a major connection with planned objectives of the organization (Sabir et
al. 2012). Favorable workplace environment guarantees the wellbeing of employees as well as
enables them to exert themselves to their roles with all energy that may translate to higher
performance (Taiwo, 2010).
Special focus should be given to a performance culture that values each employee and
encourages a sustainable work-life balance in order to consistently enhance working conditions
(World at work, 2007). Therefore, insurance companies must foster an environment at work
where people enjoy what they do, feel their contributions are valued, and receive just
compensation, enabling them to perform to their full capacity. We now operate in a dynamic
environment, and the management's new goal is to create a workplace culture that draws in
talent, keeps it, and inspires employees. All levels of the organization's managers and supervisors
are accountable for fostering a positive work environment. According to (Opperman, 2002), the
working environment is a mixture of the organizational environment, the human environment,
and the technology environment.
Tools, machinery, technological infrastructure, and other tangible or technical components are
referred to as the technical environment. The technical environment produces components that let
personnel carry out their individual duties and activities. The term "human environment" relates
to coworkers, people who employees relate to, teams and work groups, interpersonal problems,
and the leadership and management. For a firm to succeed in its field, it must have a work

2
environment that draws in and keeps employees. The workplace has a significant impact on
employee performance and, consequently, on the firm. The industry is currently experiencing a
shortage of experienced workers, thus it is critical that the business take the initiative to find and
keep talented employees in order to remain competitive. Reviews of studies in the field show that
the effects of the workplace on employee performance and organizational performance have long
been recognized on a global scale. The working environment can be seen as a tool for improving
employee performance in achieving the goal.
One insurance business in the nation, Tsehay Insurance Share Company, currently offers a
variety of insurance services to address the public's ever-changing exposure. As a result, in order
to accomplish its goals, it must adopt methods for maintaining a work environment that is both
seamless and highly favorable, giving employees the opportunity to perform to the best of their
abilities.
Employees’ performance level depends on the factors of workplace environment, which are
psychosocial environment, physical environment and work life balance. These three elements
influence how employees become involved with the company. The researcher's ability to
pinpoint the elements that might influence an environment at work that affects employees'
performance was made possible by the study. The purpose of this study is to evaluate how the
workplace environment affects employees' performance. Organizational performance is closely
correlated with employee performance.

1.2. Statement of the Problem

When a company is founded in the current competitive market, in addition to providing service
to clients, they also want to earn a profit or at the very least pay their production costs to survive.
This is accomplished through the physical and mental capabilities of their employees. However,
there are a variety of elements that influence an employee's performance in the workplace.
Among these aspects, the working environment has a significant impact on an employee's
performance and productivity in any business (El-Zeiny, 2013).
According to Anugwom (2004), a hostile work atmosphere makes employees feel unfulfilled,
mistreated, and neglected, and with this feeling, they are more likely to give their all. According
to Onogori (2007), when a person doesn't feel their work to be meaningful and enjoyable, it
might result in boredom, decreased productivity, exhaustion, frustration, and dependency.

3
Creating a sustainable work environment boosts employees' productivity in a company (Shilkdar
and Shawaqed, 2003).
Naharuddin and Sadegi (2013) conducted an empirical study on the aspects of working
environment that influence employee performance in the case of Miyazu Malaysia. The results
showed that while job aid and the physical working environment had a substantial impact
towards employee performance, only supervisor support had an inconsequential relationship on
employee performance. An analysis of the impact of the workplace on employee performance by
Roelofsen (2002) revealed that enhancing the workplace reduces complaints and absenteeism
while boosting productivity. According to Noble (2009), employees who have a poor opinion of
their workplace occasionally experience chronic stress, hence it is important to recognize and
address this issue. Working environment, according to Opperman (2002), refers to all of the
procedures, structures, tools, and other workplace elements that have an impact on employees'
performance, either positively or negatively. Insurance companies spend a lot of money
designing, developing, and finally hiring qualified staff.
Before starting the actual study, a preliminary survey on the insurance industry was conducted
through in-depth personal observation and unstructured interviews. This revealed that there is a
poor working environment in the sector, which has a negative impact on employee performance
either directly or indirectly.
Poor physical conditions, unfair workplace rewards, subpar leadership, an unbalanced work-life
balance, a lack of regular training, work overload, and discrimination are the main causes of poor
working conditions at Tsehay Insurance Share Company and they all directly affect an
employee's ability to be productive. Therefore, it is necessary for every factory to have happier,
more motivated, and more productive workers, which may be maintained by having a supportive
workplace. A good working environment, in turn, boosts productivity and maximizes staff
performance.
However, the majority of these studies were conducted in developed countries and only a small
number were conducted in developing countries, despite the fact that a significant amount of
research has been conducted to add their own perspective to the concept of working
environment, employee performance, and effects of working environment on employee
performance. The results of a study conducted in one nation may not be applicable in another. It
is more obvious that there is a gap in the knowledge surrounding how the working environment

4
affects employee performance in Ethiopian insurance companies. As far as concerned the
researcher knowledge, the researcher cannot find research studies conducted using the working
environment factors, physical environment, Psychosocial Environment and work life balance and
its impact on employee performance in Ethiopia insurance companies. The researcher was
motivated to undertake this study in order to close the research gap in the Ethiopian insurance
business since there is a dearth of research being done in this area, particularly in Ethiopia, and
because maximizing employee performance is particularly important. The researcher is also
interested in learning more in-depth information regarding how the working environment affects
employee performance. Therefore, the current study examines the effect of working environment
on employee performance the case of Tsehay Insurance Share Company.

1.3. Research hypotheses

The hypotheses of the study are presented as follows:
Ho1: Furniture does not have a significant effect on employee performance.
Ho2: Lighting and Ventilation does not have a significant effect on employee performance.
Ho3: Noisy Environment does not have a significant effect on employee performance.
Ho4: Supervisory support does not have a significant effect on employee performance.
Ho5: Role congruity does not have a significant effect on employee performance.
Ho6: A Quality leader does not have a significant effect on employee performance.
Ho7: Work-family conflict does not have a significant effect on employee performance.
Ho8: Family-work does not have a significant effect on employee performance.
Ho9: Work extracurricular conflict does not have a significant effect on employee performance.

1.4. Objectives of the Study

1.4.1. General objective

The general objective of this study was to investigate the effect of workplace environment on
employee performance of Tsehay Insurance Share Company.

1.4.2. Specific objectives

The research focuses on the following specific points:

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1. To examine the effect of physical work environments (furniture, lighting & ventilation and
Noise) on employee’s performance in Tsehay Insurance Share Company.
2. To analyze the effect of psychosocial work environments (supervisory support, role congruity
and quality leaders) on employees’ performance in Tsehay Insurance Share Company.
3. To determine the effect of Work Life Balance (work-family conflict, family-work and work
extracurricular conflict) on employees’ performance in Tsehay Insurance Share Company.

1.5. Scope of the Study

This study's focus is on how the workplace environment affects employees' performance in the
context of Tsehay Insurance s.co. First, there is a labor strike due to a poor work environment,
which is one of the reasons the researcher chose Tsehay Insurance S.co. Second, it is challenging
to conduct research across multiple insurance businesses because it takes a lot of time and
money. From theoretical perspective, this paper has point out that work environment; Physical,
psychological and social work environment are considered as factor of working environment and
employee task performance as dependent variable. Methodologically, this study used simple
random probability sampling technique method in attempt to achieve its objective.

1.6. Significance of the Study

The study's conclusions are expected to open the door for Tsehay Insurance S.co to discover
strategies for developing a supportive work environment for employees in order to inspire them
to perform. It will educate managers on the numerous elements of the work environment that
may have an impact on employee performance and the consequent improvements. The insurance
industry's policy makers will learn about the elements of the workplace environment that
influence performance. As a result, they will have a head start on creating the right policies that
improve productive workplaces. The study will contribute to the body of knowledge on the
working environment and the variables affecting employee performance. Researchers who are
interested in this topic or comparable ones can use the study as a reference. By suggesting new
perspectives from which to approach existing theories, the study will also aid in their
development. The study will encourage the continuation of the existing theories by providing an
explanation for them.

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1.7. Limitation of the Study
There are several restrictions on how the study can be conducted that prevent it from efficiently
fulfilling its goals. First, there is a lack of access to employee performance records and earlier
research in this field. Second, as this study only looked at Tsehay Insurance S.C.'s Addis Abeba
branches, generalizing the results to branches in the upcountry will be done with care. Thirdly,
some respondents and management bodies did not cooperate when the questionnaire was
distributed and was filled out carelessly. Additionally, the study only took into account nine
aspects of the workplace; nevertheless, other elements may also have an impact on how well
employees perform.

1.8. Definition of Terminologies

Performance: is understood as achievement of the organization in relation with. Its set goals For
an individual performance may refer to work effectiveness, quality and efficiency at the task
level.
Employee performance: Employee performance means the ability of an employee to perform
the job in a particular way that is leads to both organization and the employee to achieve their
common goals and objectives.
Work environment: The term work environment is used to describe the surrounding conditions
in which an employee operates.
Physical work environment: is the work environment that is composed of conditions, such as
the noise, lightings, ventilation, office temperature, and equipment, such as personal computers.
Psychosocial environment: refer to interpersonal and social interactions that affect behavior and
development in the workplace. Organization provides for the workers such as training and
development, motivation, the relationship between workers and management, the workers
themselves and other complex conditions.
Work life balance refers as satisfaction and good functioning at work and at Home with a
minimum of role conflict.
Furniture: includes objects such as tables, chairs, shelves, drawers, the filing system, etc. These
objects are usually kept in a building to make it suitable or comfortable for working.

1.9 Organization of the Study

The study has five chapters. The first chapter talks about the study background, statement of the

7
problem, general and specific objectives including the research questions the study addressed.
The second chapter focuses on the theoretical and empirical literature review, with the important
findings of the study area including a theoretical analysis and definitions of the key variables.
The third chapter entirely concentrates on the study's methodology, the fourth chapter discusses
the analysis and interpretation of the data, and the final chapter is concerned with the study's
main conclusions, suggestions, and findings.

8
 CHAPTER TWO

RELATED LITERATURE REVIEW

This chapter offers a thorough analysis of the pertinent literature in an effort to situate the study
within the proper theoretical framework. It includes theories relating to workplace environment
elements, such as physical environment factors, psychosocial environment factors, and work-life
balance factors, that have an impact on employee performance. It reviews theoretical, conceptual, and
empirical literature relevant to the research. It goes on to discuss the results of related studies.

Introduction
For the majority of firms, competition has turned into a way of life, according to FadareOlawale
et al. (2015:230). It is crucial to ensure the most effective and efficient use of human resources if
you want to thrive in such a competitive climate and maintain your competitiveness. Because
they are distinct and priceless sources of competitive advantage. "Work Environment is a key
factor in encouraging employees to complete their given tasks. Since money alone is insufficient
to motivate employees to do well at work. The capacity to draw in, retain, and inspire high-
performance is becoming more and more crucial in today's society. Additionally, a pleasant and
relaxing work environment creates the right conditions for people to do their jobs well
(Christabella P. Bushiri, 2014:16&59). Even though the work environment does not carry out the
production process within a company, it has a direct effect on the employees who carry out the
production process (Wilda al Aluf et. al, 2017:337&340).
Additionally, as mentioned by Abdul Rahman Ahmad Badayai (2012:487), new research on the
physical office environment shows that unfavorable physical work settings actually lower a job's
quality. Employees' motivation, satisfaction, social relationships, performance, and health are all
impacted by an unsuitable physical work environment.

2.1 Theoretical Literature

Theoretical framework makes an effort to explain the variables taken into account in the
conceptual framework shown below. The set of elements that have an affect on a worker
ultimately determine whether or not that worker performs better, according to the definition of
the relationship between the dependent variable and independent variables.

9
I. Employee Performance
The ability, effort, and opportunity of an employee all contribute to or have an effect on how well
they accomplish their work. However, measurements can be made using the outcomes or
findings obtained (Ferris et al., 1998). The record of results produced on a specific job function
or activity over a specific time period is referred to as performance (Bernadrdin and Russel,
1998). This definition defines performance as a collection of results generated over a specific
time period. The working definition of employee performance that the researchers have defined
for the study's purposes is the "achieving of targets of the activities assigned to employees within
specific period of time." Performance incorporates judgment and assessment processes in
addition to being tied to the action (Ilgen and Schneider, 1991).
According to Campbell (1993), a person's performance is tied to how well they accomplish their
obligations after being recruited, and this is represented in the activities that can be measured and
looked at. For an organization to succeed and gain a competitive edge, its personnel must
perform at a high level (Frese, 2002). Employee performance, according to the business lexicon,
refers to how well a person performed the duties assigned to them on the job. The effectiveness
of the workforce affects the success of the company. As a result, it is crucial for a manager to
develop a well-rounded strategy for leading and mentoring their team. Insurance firms are in the
service sector, and their primary goal is to satisfy their clients. Therefore, there are several factors
that were used towards describing the success of employees’ performance. The factors are such
as physical work environment, psychosocial work environment, Work Life Balance, knowledge,
skills and attitudes. Employee performance depends on many factors like motivation, training,
good leadership, positive relationship among employees and the leaders, positive relation
between co- workers. The effectiveness of an organization's workforce directly affects how well
it performs in the public sector. If the aforementioned conditions are met, all of an organization's
personnel are functioning as a team, in accordance with their abilities and competencies and in
harmony with one another to achieve organizational goals (Khan, 1964). Performance is the most
crucial multidimensional notion for achieving results and is closely related to an organization's
strategic goals (Mwita, 2000).

II. Theories of Employee Performance

10
1. Contingency theory
The context, business strategy, and culture of an organization must all be taken into account
when determining the appropriate HRM practices and policies, claim Storey and Sisson in 2000.
Contingency theory places a strong emphasis on best fit, which mandates that HR strategies be
appropriate for the circumstances of the firm, including its culture, internal and external
surroundings, and operational procedures. In order to improve both organizational success and
personnel performance, the HRM strategy for organizations must align with the business plan.
Contingency theorists claimed that an HRM strategy would only be more successful if it was
properly incorporated into a particular organizational and environmental context. Organizations
that closely align their business plan with their HRM strategy have higher performance results
than those that do not (Miles and Snow, 1978). Therefore, best fit enables a strong and
unambiguous link between internal HRM practices and policies and the external business market-
related strategies. As a result, employees performed better overall, which ultimately led to the
success of the firm (Marchington and Grugulis,2006). According to Guest (1989), if HRM
practices are not central to promoting employee performance, many organizations risk
overlooking or failing to acknowledge the connection between SHRM and employee
performance. Employee capabilities and talents are crucial in generating an organization's
competitive advantage. This method states that it is the manager's responsibility to determine
which methodology will, in a specific situation, under a specific set of conditions, and at a
specific moment, best contribute to the achievement of management goals. Methods which are
highly effective in one situation may not work in other situations. Results differ with situation
difference. A major criticism against this approach is that it overly trivializes the reality. The views
of this theory are also applicable in designing organizational structure, in deciding the degree of
centralization and decentralization, in planning information, decision systems, in motivational
and leadership approaches, in establishing communication and control systems, in resolving
conflicts and managing change in employee development and training programs.
2. Resource-based view
Resources are important because they enable the organization to put plans into place that increase
their efficacy and efficiency. Resources are not a source of sustainable competitive advantage if
they can be copied or mimicked by another firm. The fundamentals of a company's
competitiveness are referred to as "unique bundles of intangible and tangible assets that are

11
valuable, imperfectly imitable, sustained, and scarce" (Barney, 1991). Strategic human resource
management has given much emphasis to the resource-based view of the firm theory (Wright and
Snell, 1991). According to the RBV theory, people make up a sizeable portion of an
organization's resources. Therefore, businesses that are able to value this resource will have an
advantage over their rivals, which will ultimately lead to long-term profitability (Barney, 1991).
Organizations are able to use human resource management techniques to create strategies and,
ultimately, a sustained competitive edge (Schuler and MacMillan, 1984; Ulrich and Lake, 1991).
When it comes to the potential of resources, a resource of sustained competitive advantage has a
distinguishable quality such being unique, priceless, non-replaceable, and uncommon (Barney,
1991).
3. AMO framework.
The Ability, Motivation and Opportunity (AMO) theory from Appelbaum, Bailey, Berg, and
Kalleberg (2000) proposed HRM-performance framework and contends that employees who
have the capacity to perform the work, the necessary knowledge and skills, are motivated to
work, and who have the opportunity to arrange their skills in performing the work, are best suited
to maximize organizational performance. However, Appelbaum, Bailey, Berg, and Kalleberg
(2000) believed that performance was a function of Opportunity plus Ability (AMO). The AMO
theory operated under the tenet that there was no definitive list of HR practices that could have
an impact on output. Instead, the entire procedure was dependent on HR architecture, which
included regulations intended to improve and preserve human capital and affect employee
behavior.
Human resource management (HRM) policies that were necessary to put AMO into practice
were typically thought to be recruitment and selection, training, and development of career
opportunities, which are linked to ability and skill; rewards and incentives, which are linked to
motivation and involvement, teamwork, and work-life balance; and welfare services and
autonomy, which are linked to the chance to participate. According to Appelbaum, Bailey, Berg,
and Kalleberg (2000), the theory claimed that a person's ability to perform in a particular way
depended on having the necessary aptitudes. Organizations should invest in strategic instructional
practices, employee involvement programs, performance-related pay or compensation, strategic
instructional practices, strategic recruitment and selection, and other human resource
management strategies that encourage extraordinary abilities and skills. Purcel (2011) asserts that

12
having a talented, driven, and adaptable workforce can assist a firm build its sustainable core
competencies and improve performance.
Many employees are said to benefit from attitudes and sentiments of pleasure, dedication, and
motivation developed by Ability, Motivation, and Opportunity (AMO) policies since these
feelings and attitudes transfer into excellent performance (Purcel, 2011). According to this
notion, individuals will do well if they have the necessary training, credentials, and knowledge to
complete the assignment. According to the notion, people accomplish tasks because they are
motivated, and when the environment in which they work provide the necessary support, their
performance goes up (provide machines or technology needed). Organizations that use strategic
HRM techniques, such as strategic recruiting and selection, strategic training practices, strategic
voice mechanisms, strategic welfare services, and pay plans, according to Leapak (2007),
produce enormous employee performance.
III. Workplace Factors that Affect Employee Performance
1. Physical Work Environment
For service industries like insurance, the significance of the physical workplace environment to
shape behaviors and establish an image is particularly clear. The tangible elements of the office
environment, such as the location and functionality of the surrounds, are included in the physical
environment (Kohun, 2002). The size, shape, and spatial interactions among furniture, machines,
and other items are all considered as part of the concept of spatial layout. The amount and type of
communication between people was discovered to be influenced by the spatial arrangement of
the furniture (Becker, 2002). Functionality is the capacity of the same objects to support
performance and the achievement of objectives.
How well people fit into their physical workspace and physical work environment will influence
how performance is attained (Srivastava, 2008). Office design and layout impressions imply that
particular dimensions serve a symbolic purpose by evoking associations and ideas about
businesses and, more specifically, how their employees are to be involved (Challenger, 2000). It
is hypothesized that employees will tend to identify more with these elements that improve
performance based on these affordances. Formal seating patterns, such seats arranged back to
back, hinder social interaction, whereas informal seating arrangements, like chairs arranged at a
right angle, encourage it (Doman, 2008). This also explains how the design of furniture and other
tangible symbols may take on a symbolic meaning. According to Temessek, (2009) the physical

13
work environment includes but not limited to the Furniture, Lighting and Ventilation and Noise
etc and these ultimately helps improve the workers experience and improve the employees
performance.
1.1 Furniture
Office furniture, such as desks, chairs, filing cabinets, shelves, and drawers, is crucial to the
smooth operation of any office as well as the productivity and effectiveness of the staff.
Employee productivity and working styles are affected by uncomfortably designed office
furniture, which lowers their performance and increases their risk of health issues. Employee's
best effort was motivated by comfortable office furniture. An employee must utilize office
furniture for the duration of his shift, and if it is unpleasant or difficult to use, it will significantly
hinder their productivity, which will have an adverse effect on the firm as a whole..(Sarode and
Shirsath, 2014).
1.2. Lighting and Ventilation
Working in environments that are too dark or too bright can cause eyestrain, headaches,
irritability, and, inevitably, lower productivity. In the workplace, light sources, especially the sun,
can produce unwelcome reflections, glare, and shadows that can be distracting and
uncomfortable and can obstruct the completion of visual activities. Depression can be
exacerbated in some people by low lighting levels. Artificial and natural light are the two types
of lighting that are offered in offices. While artificial light is created and developed by
manufacturing, natural light is a free resource that enters the office through windows or skylights.
Poor lighting systems can affect both employee performance and productivity since individuals
who read a lot at work may suffer from major vision issues, which can lead to fatigue or
eyestrain. Mention that the administrative office manager should consider both the quantity and
quality of lighting. For certain workers, having more lighting may assist them do their tasks.
However, too much light may make it difficult for the rest of them to see the characters on the
screen, especially those who must operate in front of computers. Additionally, compared to
employees who operate in poor lighting, those who work in better illumination are likely to
produce work more quickly and with fewer mistakes. Furthermore, ventilation is crucial for the
regulation of dust, fumes, gases, aerosols, climate, and comfort levels. Various types of dust
exposure can cause lung fibrosis, allergic responses, and asthma episodes. Numerous vapors,
gases, and aerosols have the potential to harm the skin and respiratory systems. Extreme heat can

14
impair motivation and focus and lead to a variety of heat-related ailments. In addition to lowering
tolerance to chemical and noise exposure, extreme heat can significantly raise the risk of heart
attacks. (Sarode and Shirsath, 2014)
1.3. Noise
The work environment includes noise, which has a significant impact on how well employees
perform. Too much noise, such as that produced by machinery, tools, and conversations, can
make it difficult for workers to focus on their tasks, which lowers productivity. Keeling and
Kallaus (1996) contend that humans cannot perform well in a silent setting because, while sound
may occasionally create a wholesome background, it can also help workers complete their tasks.
Generally speaking, noise can have an effect on workers while they are at work, and this impact
can be both positive and harmful. When an employee is dealing with claims from impatient
consumers and there is a gentle background noise, such as instrumental music, the background
noise will help the employee feel more at ease while handling the customer's issues. In contrast,
if there is a loud background noise, such as a phone ringing or a group of people talking loudly
together in the same room, this can be disruptive for both the employee and the clientele. There
are various ways to reduce noise in the office, including masking, sound-absorbing equipment,
sound-absorbing materials, and correct contraction.
2. Psychosocial Work Environment
One of the most significant concerns in today's and tomorrow's societies is generally
acknowledged to be the psychological component of the workplace. They discuss the interactions
between the working environment and environmental factors, organizational factors, the
functions and content of the work, employee effort, and the personal qualities of the workers and
their family members (Vischer, 2008). As a result, the nature of the psychological elements is
multifaceted, encompassing concerns about the workers, wider surroundings, and workplace. A
manageable workload, some personal control over one's work, support from coworkers and
supervisors, nice connections at work, a reasonably clear function, and a sense of control or
involvement in workplace changes are the six major characteristics that Noe (2008) defines as
employee workplace welfare. Individual relationships with the workplace are significant because
they affect how well an individual manages their work and how much stress they suffer at work
(Warr, 2002). The unique character and function of job satisfaction change, or systematic
development or weakening in job satisfaction over time, are behavioral factors that may have an

15
impact on the performance of insurance personnel at work (Warr, 2002). There are many more
elements that might affect an employee's performance, some of which are job congruity,
supervisor support, and leadership styles. These factors rank among those that can have an
impact on an employee's performance both individually and collectively in banks.
The field of organizational behavior has benefited from the contributions of psychology.
Sociology is a science that examines the effects of culture on social interactions. It has made
significant contributions to the fields of group dynamics, individual roles in organizations,
communication, norms, status, and power, as well as conflict resolution, formal organizational
theory, group processes, and group decision-making. The synthesis of these two disciplines is
psychosocial. Working organizations are groups of individuals with specialized roles who are
crucial in shaping human behavior. It is a field where sociological and psychological theories are
combined to improve organizational human behavior. The discipline has helped people manage
change, make decisions in groups, communicate, and sustain social norms inside organizations.
According to Vischer (2008), understanding the psychosocial work environment is essential and
is regarded as one of the most crucial challenges in the organizations of the present and the future
in order to accomplish their goals. Noe (2008) used the term "psychosocial environment" to
describe the interaction between the environment and the working conditions, as well as the
training and development, motivation, relationships between workers and management,
relationships between coworkers, and other complex situations that organizations provide for
their employees. It is challenging to perceive things clearly because of the interaction between
the task, the surroundings, and the worker themselves. Additionally, he describes supervisory
support, role congruity, and quality leaders as aspects of employee workplace wellness.
2.1. Supervisory support
A supervisor is also referred to as a person with leadership expertise, a problem-solver, and a role
model at the entry level of organizational management (Adair, 1988; Nijman, 2004).
Consequently, the supervisors had always been involved in running a training program as an
experienced leader. Establishing goals, choosing a trainer, creating lesson plans, choosing the
program's methodology and procedures, preparing materials, scheduling the program, and doing
a training needs analysis are all part of the current training initiative. (Adair, 1988; Elangovan
and Karakowsky,1999). According to Ramlall (2004), a manager can act as a trainer for his or
her staff, helping them complete tasks by instructing them on how to carry out operations,

16
particularly when a new operational technique is involved. Although a supervisor's support could
influence an employee's performance, there have been instances where a supervisor has fallen
short in this regard. For instance, when the supervisor fails to transmit information or a job-
related process to the employees, there is a miscommunication between the two parties (Harris,
2000).
2.2. Role Congruity
The job that the person is expected to do fits in with both their expectations when they first
joined the company and any subsequent training. The responsibilities assigned by the immediate
supervisor of the employee are compatible with the role requirements of the organization. Role
congruity must be apparent, understandable, pertinent to the work duties performed by people,
and attainable. The criterion shouldn't take into account variables that are out of each employee's
direct control. Additionally, supervisors must receive training on how to give frequent, insightful,
and constructive criticism. To address performance issues found throughout the appraisal
process, employees should also be given the proper training and growth opportunities. The
assessment of individual employee performance also needs to focus on evaluating employee
behavior and work performance and not the personality of the employee (Harris, 2000) .

2.3. Quality Leaders

Having a supportive and upbeat attitude toward staff members fosters a great work atmosphere
and motivates workers, which has a direct impact on their performance (Chandrasekar, 2011). No
performance can be successful without management's engagement and dedication. Managers can
best demonstrate their commitment to performance results by, for instance, working to
continuously enhance performance and serving as an example to their subordinates. "Leadership
is the ability to persuade others to achieve stated objectives enthusiastically," asserts Adair
(2002). The human element is what ties a group together, enhances their performance, and guides
them toward objectives. Leadership is a technique that enables an executive to manage, guide,
and influence others' actions and behavior in order to achieve particular objectives in a given
setting.
An successful leader must mentor and educate their team members in order to improve
performance and develop their expertise in sustaining standards of quality. And it's a huge
responsibility to take on the role of team leader. The establishment of defined leadership
standards encourages the fundamental principles and maturity in regard to their role and duty.

17
The situation will influence not only which functions the leaders execute but also how those
functions are carried out. According to Coens (2002), there are primarily three basic types of
leadership styles. He also describes the distinctive characteristics of each style that have a big
impact on how well employees perform.
Autocratic/Authoritarian: Both words describe the type of leaders who give orders and expect
instant obedient without argument. Plans and policies are made in isolation from the group.
Orders are given without explanation for the reasons or of future intentions. The autocratic
leaders do not become part of them at all, but merely direct it. Traits of autocratic style: All
decision making power is theirs, unrealistic in demands, uses excessive discipline and
punishment, does not allow others to question decisions or authority, feels he/she is the abilities,
critical of differing opinions, rarely Gives recognition, is easily offended is offended, uses others
for his/her benefit, actions oriented, highly competitive, useful in the short term focus.
Democratic/Passive: Theoretically the best type of leaders. The democratic leader Makes no
suggestions but asks for the groups opinions. The group is left to make its own decisions
democratically which, are then “rubber stamped” by the leader.
Participative: The participative leader is a leadership style in which employees takes part in the
decision making process. Opinions of the group are sought by the participative leader who uses
this information to make decisions. The group is kept informed about the future and are allowed
to debate and proposed Changes to long-term policy.
3. Work Life Balance
The positive and negatives linked with the balance or imbalance might affect many levels of
employees' required functions. Work-life balance is a collection of interactions among numerous
aspects of one's employed life. "People who spend enough time at their professions and enough
time on other activities, such as family, friends, and hobbies, have a healthy work-life balance"
(Smith, 2010). Regardless of whether they have regular family duties, it reflects the necessity for
all employees to strike a balance between their professional and personal lives (Galinsky, Bond
& Friedman, 1996).
Work-life balance has been defined by one researcher as satisfaction and good functioning at
work and at home with a minimum of role conflict (Clark, 2001), and by another as the degree to
which `an individual is able to simultaneously balance the temporal, emotional, and behavioral
demands of both paid and family responsibilities (Hill, Hawkins, Ferris, & Weitzman, 2001). The

18
two measurable aspects of balance between work and family roles in this study are work
life conflict and extracurricular conflicts. The inability of employees to achieve balance between
the work and home domains can have negative consequences for both the individual and the
organization (Allan, Loudoun, &Peetz, 2007). Tausig and Fenwick (2001) measured perceived
work-life balance using two items: the extent to which workers feel successful in balancing work
and personal life, and the amount of conflict they face in balancing work and personal life. Work
Life Balance proposed by Hudson Resourcing, (2005) would be adopted because it is broad and
encompassing “Employers working constructively with their employees to put in place
arrangements, which take into account the needs of the business as well as the non-work aspects
of employees’ lives”. It comprise of both employees and employers who are both central to the
subsequent use and successful implementation of Work Life Balance policies and
practices. This can only be achieved as a joint effort between employers and employees.
Work-family policies, family-friendly policies, or policies that are responsive to families are
terms used in the literature to describe practices that are intended to assist employees manage
their work and non-working periods better. In its broadest definition, "work-life balance" is
understood as a suitable level of participation or "fit" between a person's various roles. According
to Clarke, Koch, and Hill (2004), maintaining a sense of overall harmony in one's life often
entails striking a balance between how much time and effort one spends on work and personal
pursuits. Understanding the various pressures on us and the personal resources—our time and our
energy—that we might use to meet them is crucial for understanding work-life balance. There are
a large variety of family friendly policies which include, but are not limited to the following:
flexible working hours, job sharing, part-time work, compressed work weeks, parental leave,
telecommuting, on-site child care facility (Lero and Bardoel, 2007).
3.1. Work-Family Conflict and Family-Work conflict
The stress that results from juggling the responsibilities of work and family is a significant
barrier to employee job satisfaction and performance. Work-family conflict results from this
balancing endeavor (Geurts and Demerouti, 2003). Work-family conflict is a type of inter-role
conflict that arises when the demands of one role collide with those of another (Kahn, Wolfe,
Quinn, Snoek, and Rosenthal, 1964). The construct is described as "a sort of inter-role conflict in
which the role constraints from the job and family domains are mutually contradictory in some
respects" by Greenhaus and Beutell in their fundamental theoretical study from 1985.

19
Specifically, work-to-family conflict (WFC) is the extent to which participation in the family role
is made more difficult by participation in the work role, while family-to-work conflict (FWC)
refers to the extent to which participation in the work role is made more difficult by participation
in the family role.
Within WFC and FWC, Greenhaus and Beutell (1985) further distinguished three conflict types.
The three types of conflict are time-based, behavior-based, and strain-based. Time-based
conflict occurs when "time devoted to the requirements of one role makes it difficult to fulfill
the requirements of another"; behavior-based conflict occurs when "specific behaviors required
by one role make it difficult to fulfill the requirements of another"; and strain-based conflict
occurs when "strain from participation in one role makes it difficult to fulfill the requirements of
another."
IV. Relationship between Workplace Factors and employee performance
This empirical Review aims to discuss different studies on how workplaces affect workers'
performance. According to Hammed (2009), who examined the impact of the work environment
on employees' performance in financial institutions like banks and found a beneficial correlation
between the two.
In his study, Sinha (2001) looked into how managers' attitudes have affected workers'
performance in the banking business. And the end result demonstrates that there is a favorable
correlation between the attitude of the management and the performance of the workforce. The
study by Waweru (2010) on the relationship between internal and external environments and
employee performance showed that both settings increased employee performance, and he
recommended that both systems be integrated for best results. Ismail, (2010) investigated the
relationship between the physical environments (comfort level; temperature) with employee
performance. And his finding show that physical environment (comfort level, temperature)
strongly influences the employee performance .
The recent research In his 2015 study on the subject, Awan (2015) found that factors like
supervisor support, relationships with coworkers, training and development, attractive and quick
incentive and recognition programs, and an appropriate workload at work place all contribute to
creating a working environment that has a favorable effect on employees' level performance in
organizations. According to Taiwo (2010), maintaining the working environment and conditions
at a specific standard will improve employee performance. According to Waweru (2010), the

20
psychological aspects of the workplace had an effect on raising the bar for dedication and
performance. Noah and Steven (2011) conducted research on the impact of the workplace on
workers' productivity and discovered a strong correlation between the two. Ajala (2015)
conducted research on the impact of workplace conditions on employees' welfare and
productivity, and the findings indicated that workplace conditions have an impact on output.
According to Taiwo (2010), a supportive and improved work environment can help people
perform better.
Employee creativity is stimulated, which may result in better strategies for boosting productivity
and performance. As O'Neil (2007) noted, workplace variables have an effect on employee
behavior and have a direct bearing on the accomplishment of strategic corporate goals. The
results demonstrated a direct correlation between workplace variables and workers' performance.
Employee relationships and organizational performance were researched by Josphat (2011), and
it was found that there was a significant correlation between the two. The study by Gitah (2014)
looked into how the work environment affected bank employees' productivity in Nakuru Town.
The results of the study demonstrated that the psychological and physical work environments had
a significant impact on employees' performance. In his study, Sharman (2000) claimed that the
goal of work settings was to enhance job performance. The study found that if there is a
correlation, performance will rise with surroundings. Joint effort, according to Astri (2011),
allows partners' desires being met at work and has been directly linked to employee success.
The correct environmental factors—physical, psychological, and work-life balance—will boost
performance, according to Mohapatra and Srivastava's 2003 study on the relationship between
working conditions and job performance.
Relationship between Physical work environment and employee performance
H1: Physical Workplace Factors have Significant Effect on employee performance.
Huges (2007) found that elements including discontent, cluttered workspaces, and physical
environment play a significant part in the loss of employees' productivity in his study of the
number of work pertaining to the study of various offices and office buildings. He conducted a
multi-level survey of 2000 employees from a range of businesses and industries. According to
the survey's findings, a positive work environment influences employees' attitudes and increases
productivity. Different workplaces for employees have various office layouts. Every office has a
varied amount of noise, unique furniture and spatial layouts, lighting and heating systems, and

21
lighting and heating systems. According to (Roelofsen, 2002), a physical aspect of the work
environment can influence psychological well-being and contribute to the success or failure of an
organization. Physical office or department settings in the service sector aid in communication
and employee impact. Productivity is greatly influenced by a mentally calm and content work
environment. The room temperature is the most important indoor environmental factor. System
for heating and cooling directly impacts how productive employees are. In order to feel at ease,
focus on their work, and achieve the ideal level of productivity, employees should voice their
ideas about their workplace.
1. Relationship between psychosocial work environment and employee
performance
H2: Psychosocial Workplace Factors have Significant Effect on Employees Performance.
According to Harris, Simon, and Bone (2000), a supervisor's assistance can result in higher
employee performance, however there have been instances where a supervisor has fallen short of
providing that support. For instance, the supervisor and employees may not have communicated
clearly when presenting information or instructions to the staff. This misunderstanding will have
a negative impact on how well the personnel perform their jobs (Chiaburu and Takleab, 2005).
On the other hand, according to Foxon (1993), employees' competency and job performance will
likely enhance if the supervisor has excellent communication skills, particularly during the
training program. In order to gain the employees performance, both party in between the
employees and supervisor needs to play their part which is to commit with the relationship. If
full commitment is given, it will leads to positive result to the performance from the
employees. Blau, (1964) studied Immediate supervisors act as advocates for employees,
gathering and distributing the resources needed by the employees for them to be able to do a
good job and providing positive encouragement for a job well done. As the working
environment factor, supervisor interpersonal role is important to encourage positive relations and
increase self- confidence of the employee and in return improve employee performance. Gomes
(2010) claims that the role that the employee is expected to play is consistent with both their
expectations when they joined the company and any subsequent training. Typical official papers
like job descriptions and role specifications represent the organization's role expectations. These
requirements are in line with the assignments made by the employee's immediate supervisor. Job
descriptions serve to ensure effective performance and give everyone concerned a clear
understanding of the role, its responsibilities, and expected results. Therefore, job congruity may

22
affect employee performance in relation to the organizational objective. An organization must
establish methods for precisely monitoring management performance if it is to achieve its
objectives effectively and efficiently. Both the smallest enterprises and the biggest corporations
in the world are significantly and significantly impacted by leadership styles. Everyone is
impacted by these approaches, from senior and top management to newly hired staff and new
businesses. They establish the business culture, which has an impact on how well-organized and
productive personnel are in terms of completing projects by the deadline. A leader's actions and
attitude toward governance and monitoring are referred to as their leadership style. It is the end
effect of the leaders' personalities, backgrounds, attitudes, and philosophical stances. According
to Northouse (2001), in a participative leadership style, the team members are invited and
encouraged to participate actively in the decision-making process, even while the leaders retain
ultimate authority. Who instructs and directs the workforce? And how do you? Employees
converse with the leader about their experiences, ideas, and proposals on the other hand. The key
advantages of this leadership approach are that it produces contented, motivated, and more
skilled workers. It promotes creativity and creates a positive, open work environment. The main
drawback to this leadership approach is that it takes more time. According to Duckett and
Macfarlane (2003), there is also pragmatically oriented leadership, which places an emphasis on
equality in leadership between superiors and subordinates. The duty of the leader is to facilitate
the establishment of the organization. All members of the organization have equal access to the
same laws, information, and perspectives. This kind of leadership is most successful. Successful
leadership is therefore very vital for the effectiveness of any organization and employee
performance. Leadership style affects a range of factors such as job satisfaction, performance
turnover intention and stress and so contributes to organizational success. Managers need
therefore to adopt appropriate leadership behavior in order to improve employee performance.
3. Relationship between work life balance and employee performance
H3: Work Life Balance Factors have Significant Effect on employee performance
Work-life balance is a very significant phenomena that is of great importance to numerous
people in both the commercial and public sector, according to Ebys, Casper, Lockwood,
Bordeaux, and Brinley (2005). It extends beyond setting aside time for one's family and self.
Additionally, it has an impact on a person's social, psychological, economic, and emotional
health. All of these are mirrored in the individual's output, which over time has an impact on how

23
well they do at work. The effectiveness of a business and the attitudes, habits, and well-being of
its employees are all impacted by work-life balance.
Work-family conflicts, according to Gornick and Meyers (2003), are a frequent cause of stress
and have been associated with employee health and family functioning, as well as decisions
about the labor market and fertility. Stress is no longer just a problem for individual managers;
according to Frone, Russell, and Cooper (2010), it affects both the individual and the
organization. It is now widely acknowledged that sustained or acute stress can harm a person's
mental and physical health. Many workers struggle to strike a balance between their duties at
work and their obligations to their families (Day and Chamberlain, 2006). Work – family conflict
has been defined as a mutual compatibility between the demands of the work role and demand of
the family role. Juggling work and family responsibilities is a common experience for
many employees. Although engaging in both work and family roles can have positive effects for
individuals, but if workers are unable to balance the responsibilities associated with both roles,
the potential for conflicts between roles increases (Frone, Russell and Cooper, 2010).

2.2 Empirical Literature

This empirical analysis attempts to discuss various studies on working environment which has
impact on employee performance. These studies will be categorized as empirical analysis in the
world, empirical analysis in Africa and empirical analysis in Ethiopia.

2.2.1 Empirical Analysis in the World

The link between job satisfaction and performance has historically been mostly explored by
socio-technical and human relations theorists. According to the Socio-technical approach (Emery
& Trist, 1960), the alignment of the organization's social and technological structures is what
determines how well an organization performs. On the basis of this idea, the human relations
perspective asserts that contented employees produce more labor (Likert, 1961; McGregor,
1960). As a result, increasing employee satisfaction and attending to their physical as well as
socio-emotional requirements would increase organizational production and efficiency.
Additionally, according to human relations scholars, the greatest way to maintain a pleasant
social organizational environment in the workplace is to offer autonomy, involvement, and
mutual trust (Likert, 1961). According to this reasoning, employee satisfaction is seen to have an
impact on the growth of customary forms of interaction within firms. Employees build

24
relationships with coworkers through interactions that also set behavioral expectations and guide
conduct (e.g,norms or informal standards of acceptable behavior).
The productivity of employees is significantly correlated with their work environment, as
evidenced by several empirical research. According to Christian Addai Manu (2015:57–70), the
administrative, social, psychological, and physical work environments all had a statistically
significant impact on the productivity of the employees who were the subject of the study.
More particularly, the research by Christa maria P. Bushiri (2014:10) shows that employee
motivation is a key factor in every organization's performance. A comfortable working
environment, according to Christian Addai Manu (2015:2), greatly motivates staff members and
improves output.
The effects of the workplace environment on the health of leather manufacturing workers in
Sirpurm, India, are the subject of research by Ravi (2017).
They employed a cross-sectional technique. Data were gathered through a descriptive study
using a one-time interview, pretested questionnaires, and 230 employees working in eight
different leather sectors. The final finding demonstrated that workplace conditions have an
impact on employees' health status and call for appropriate action to improve the facilities and, in
turn, their health.
Bhat (2013) examined the effect of training on worker performance through a study of the Indian
retail banking industry. 180 bank workers participated in the survey. Information from the study
was clarified using a five point Likert scale. The results showed a strong and favorable
correlation between employee performance and training.
With reference to brandex intimate-a wissawella, Lankeshwara (2016) investigated the effect of
work environment on employee performance. In the study, primary data were used, and a sample
of 85 employees was selected using a proportionate sampling technique and previously created
questionnaires. The final outcome demonstrated that the workplace has a major impact on
employee performance.
Leblebici (2012) looked at a case study of a foreign private bank in Turkey to examine the effect
of workplace quality on worker productivity. The study's findings demonstrated that workers feel
inspired when working in a modern workplace that is tastefully furnished, thoughtfully
organized, and equipped with ample storage space.

25
Khan et al. (2011) studied the impact of workplace environment and infrastructure on
employee’s performance from the education in Pakistan. Finally the result showed that
workplace rewards have a positive impact on employee performance. A study by Ranjanet al
(2017), which undertaken to examine the Impact of Rewards on Employee Performance: A Case
of Indian Oil Corporation, Patna Region revealed that; work place reward has positive and
statistically significant impact on employee performance. A research finding of Aslam (2018), on
the influence of work life balance on employee performance in education sector Pakistan
indicates, work life balance has positive and significant effect on employee performance.
Raziqet al, (2015) studied the impact of working environment in job satisfaction from banking
sector, educational institute and telecommunication industry in Quetta, Pakistan. The target
audience for the study, which used a quantitative methodology, included educational institutions,
the financial business, and the telecommunications sector functioning in the Pakistani city of
Quetta. The 210 employees' data are collected via simple random sampling. Finally, the study's
findings indicated a link between a favorable work environment and job satisfaction. Al-Omari et
al. (2017) conducted research on how the workplace affects employee performance using
Jordan's engineering firm as a case study. The study used a sample size of 85 employees and a
quantitative approach that implied a cross-sectional survey. Different aspects, such as noise,
temperature, air, light and color, space, and employer satisfaction, were looked at in relation to
work environment factors. Finally the Findings revealed that noise, office furniture, ventilation
and light have a negative impact on job performance.

2.2.2 Empirical Analysis in Africa

Africa currently experiences some levels of economic, social, and political underdevelopment,
but their poverty is by far the most noticeable issue (Kamoche, 1997). Thus, it is possible to
argue that enhancing work practices in African institutions can aid in the continent's "transition
from poverty and vulnerability to well-being and security and development" (Bibangambah
2002). The process of enhancing the capacity to efficiently and properly meet people's needs is
what is meant by development when it is measured in terms of its three components—economic,
social, and political—with the technological dimension being a part of the economic component
(UNDP, 1999). Africa's inability to meet its people's requirements or have an impact on desired
and acceptable urban and rural management practices is a sign of the importance of capacity and

26
capacity enhancement, which are determined by the working actors' proper work habits. It is not
a recent revelation that poor work habits negatively effect productivity and growth (Pritchett,
2005). It has been argued that ethical and performance standards must be high for development
to be effective, especially when it comes to national government and large-scale development
initiatives (World Bank, 1999).
Due to the trend of globalization, organizations affiliated with governments and businesses in
other regions of the world, particularly African countries, are now required to conduct their
operations in a fast-paced, connected environment (World Bank, 1981). The creation and
maintenance of intellectual capital defines a company's competitive edge (Pritchett, 2005).
Institutions in Africa must be open to change constantly, be able to identify with leading people
concepts and practices that are associated with outstanding financial performance, and use
efficient benchmarking techniques against industry leaders in order to thrive in the twenty-first
century (Drucker, 1993; Senge, 1990). Asante (2012) studied how office ergonomics affected the
Ghana National Petroleum Corporation (GNPC). According to the study's findings, a worker's
performance can be negatively impacted by incomplete office ergonomics by 20% to 80%. The
effect of working conditions on employees' performance at the Kenya Commercial Bank's head
office was examined by Ndukuet al. (2015). Stratified random sampling was used to select a
sample of 172 employees. In-depth information was gathered via questionnaires. The final
finding indicated that employee performance is positively impacted by working conditions. The
report also advised the bank to make an effort to ensure that working circumstances are favorable
and concentrate more on the physical factors that have the biggest impact on employee
performance. Nzewiet al (2018) conducted a research on the physical work environment and
employee performance in selected brewing firms in anambra state, Nigeria. The sample size was
233 arrived at using yemane formula while questionnaires were allocated using bowely
proportion allocation formula. Finally the finding of study revealed that there is a significant and
positive relationship between physical work environment and employee performance. The study
recommended that employees should be consulted before mounting equipment and adjustments‘
should be built into the design and layout if possible so as to adjust positioning to suits different
categories of workers.
Research on the effects of office ergonomics was done by Asante (2012) for the Ghana National
Petroleum Corporation (GNPC). According to the study's findings, a worker's productivity might

27
be reduced by 20% to 80% if workplace ergonomics aren't done properly. Ndukuet al. (2015)
conducted research on the effect of working conditions on employees' performance at the Kenya
Commercial Bank's headquarters. Stratified random sampling was used to choose 172 employees
for the sample. Questionnaires were used to gather primary data. The final outcome
demonstrated that favorable working conditions have a positive impact on employee
performance. Additionally, the study advised the bank to make an effort to ensure that working
conditions are favorable and concentrate more on the physical factors that have the biggest
impact on staff performance. The study recommended among others that management of agro-
based industries in Cross River State should establish and promote good work environments in
their organizations so as to boost employee’s commitment, wellbeing and overall performance
and productivity.
Omoh, et al., (2015) evaluated workplace discrimination and its influence on employee’s
performance in Ghana. Questionnaires were collected from 159 employees drawn from 5
different organizations in 5 different sectors on whether discrimination at the workplace has any
influence on employee’s performance. Lastly, the research's findings show that prejudice has a
considerable detrimental effect on employee performance. Khan et al. (2013) conducted study on
the factors affecting employee performance in the corporate sector: the case of Pakistan, an
emerging economy. Through a questionnaire, the study gathered information from three distinct
eight companies. 240 respondents were chosen for the study using the convenience sample
technique. The researchers' conclusion was that there is a correlation between leadership and
employee performance that is both favorable and statistically significant.

2.2.3 Empirical Analysis in Ethiopia

The majority of studies with this title were conducted outside of Ethiopia, despite the fact that
there have only been a small number of studies done there on the effects of workplace conditions
on workers. AynalemDagne (2018) and SimegnZena (2019) conducted the most recent studies in
our nation of Ethiopia on the elements impacting workers' job performance and the impact of the
workplace on employees' commitment. However, the subjects of each of these research were
Banks of Ethiopia personnel (Development Bank of Ethiopia and Commercial Bank of Ethiopia
respectively).
Ethiopian health extension workers' working conditions were examined by Teklehaimanot et al.

28
in 2007. The study's main goal was to evaluate the working conditions of health extension
specialists and how they affected their level of job satisfaction. They conducted a thorough field
investigation in 50 health posts from six regions, 23 zones, and 27 woreda using 60 chosen health
extension workers. Finally, the findings showed that it is challenging to maintain staffing patterns
and that creating good working conditions is essential to raising employee happiness.
And this study specifically focused on work environment factors with in Tsehay Insurance S.C,
Addis Ababa region and examined the effect of these work environments on job performance of
the officers working there. The study will mainly base on employee’s perspective regarding their
work environment and the effect it has on their performance.
2.3 Research Gap
In the review of the literature, theoretical and empirical studies like Sumra (2005),Brenner
(2004), Sekar (2011), (Harter et al., 2002) have been addressed especially on how working
environment relate and affect employee performance as it is practiced in various areas in the
world. It is the quality of the employee’s workplace environment that most impacts on their level
of motivation and subsequent performance. How well they engage within the organization,
especially with their immediate environment, influences to a great extent their error rate, level of
innovation and collaboration with other employees and absenteeism. Also most employees leave
their organization because of the relationship with their immediate supervisor or manager.
However, the gap found through theoretical and empirical analysis is that management needs to
play a more active part in not only establishing the workplace's physical environment and making
it friendly for employees, but also changing their management style to accommodate the workers.
This is the process of improving an employee's performance through altering their ethics,
behavior, commitment, professionalism, drive, and interpersonal relationships. Additionally,
management principles that specify how to precisely enhance staff productivity depend on two
key areas of focus: individual motivation and the design of the working environment. The
purpose of this study is to ascertain the impact of the workplace environment on employees'
performance at the Tsehay Insurance share company based on the aforementioned justifications.

29
 2.4. Conceptual Framework
The conceptual framework illustrates the relationship between the dependent and independent
variables. The independent variables are the physical factors, psychosocial factors and work life
balance factors. These variables are expected to influence the dependent variables being
employee performance.

Independent
Independent Variable
Variable
Dependent
Dependent Variable
Variable

Psychosocial
Psychosocial Environment
Environment

Supervisory
Supervisory support
support
Role
Role Congruity
Congruity
Quality
Quality Leader
Leader
Employee
performance

Work
Work Life
Life Balance
Balance
Work-Family
Work-Family Conflict
Conflict
Family-Work
Family-Work Conflict
Conflict
Work-Extracurricular
Work-Extracurricular conflict
conflict

Physical
Physical Environment
Environment
Furniture
Furniture
Lighting
Lighting &
& Ventilation
Ventilation
Noise
Noise

Figure 1:- Conceptual Frame Work

Source Joel Koima (2014) (as cited in Gitahi, Waiganjo, Koima 2015)

30
 CHAPTER THREE

RESEARCH DESIGN AND METHODOLOGY

3.1. Study Area

In Ethiopia the total number of insurance company is 18 from which 17 are privately owned.
Tsehay Insurance Share Company is one of private owned organization.

Source: Company Profile

Figure 2:-Photo of Tsehay Insurance Head Office Building
It was established by 105 Ethiopians (individuals and enterprises) in March2012 with an
authorized capital of Br 45.1 million and an initial paid up capital of Br 11.2 million. Currently,
the Company is owned by 245 shareholders and the authorized capital rose to Br 120 million
while the paid up capital become Birr 120 million.
The company currently has 423 permanent staff including the guarding and cleaning. The
company has 32 branches and on which 23 are located in Addis Ababa the rest across the
country. The company gives different kind of insurance service non-life insurance service. The
company strongly believes that its success depends on the wellbeing and goodness of the society
where it operates. The company has contributed its part in creating job opportunity by opening
branches in different areas of the country. The company believes that employees are its key
strategic resources and hence has a strong believes in staff training and development in addition
to that it believes in carrier development and promotion. Tsehay Insurance Share Company
envisions providing diversified insurance services tailored to meet the ever changing risk
exposure facing the pubic by using ethical professionals and technology enablers in an innovative
and cost effective ways, and its vision is to be The Best Insurance Company in the country: Most
Professional, Most Commercial and Most Responsible. The core value are committed to prompt
and reliable customer service, serving with utmost respect, teamwork, integrity & fairness,

31
promise-keeping, confidentiality and creativity & dynamism are valuable for its vision to be
trustworthy insurance company which generations will be proud of, employees are its non-
replaceable strategic resources.
The primary focus of this chapter is to provide an overview of the research methodology that will
use to answer the research problems. Hence, the research method, sources and types of data,
sampling methods and sample size, instruments of data collection, techniques of data analysis
and ethical considerations described respectively.

3.2. Research Approach and Design

The study was conducted in Tsehay Insurance Share Company, aimed to target all professional
employees in the company. The questioners were distributed to all employees in all branches and
head office through mail and fax.

3.2.1. Research Approach

In order to examine the quantitative and qualitative data collected from the survey, a quantitative
research approach was applied in this study. A quantitative research approach is used to address
the study questions about how the work environment influences employee performance and
which factors had the greatest impact. The quantitative research approach was seen to be
particularly effective for questions addressed in numbers, according to John W. Creswell (2014).

3.2.2. Research Design

The term "research design" describes a strategy for an investigation that is deemed appropriate
for the research (Kothari, 2004). According to Chandran (2004), the descriptive design was
helpful to identify and gather information on the characteristics of a specific problem because it
has the advantage of eliciting positive responses from a wide range of people. For this study, the
researcher used both descriptive and explanatory designs. Additionally, based on the data
gathered, this design aims to explain people's perception and behavior while also providing a
meaningful and accurate depiction of the events. The study also used an explanatory design to
examine the relationship between the workplace and employee performance using correlation
and regression analysis.

32
3.3. Population and Sampling Procedures

3.3.1. Target population of the study

The target population of the study is the total employees of Tsehay Insurance Share Company.
There were 423 permanent employees in all. All professional staff members of Tsehay Insurance
Share Company and all managerial staff located at the Addis Ababa Branch and Head Office,
respectively, received the questionnaire.

3.3.2. Sample Size

There are different formulas that used to determine the sample from the population, for the
purpose of this study, sample determination calculation was done based on Yemane (1967),
simplified formula for calculation of sample size from a population. According to him, for a 95%
confidence level and p=0.5, size of the sample should be, n=N/(1+Ne2 ), Where, N, is total
population =423e, is the level of precision or the error term tolerable=0.05 n, is no. of samples
drawn from total population =423/ (1 + 423 * 0.05²) =205. Therefore, n = 205. Then, stratified
sampling method was used to select the sample respondents. The respondents were selected
from the total population of 205 of the company employees according to the proportion to each
position population on the basis of simple random sampling. The sample size selected here is
considered as representative of the target population and large enough to allow for precision,
confidence and generalization of the research findings.

3.4 Data Collection Methods

Primary data:-In this research, primarily data were gathered by using structured
questionnaires that were distributed to Tsehay insurance company Share Company
employees.
Secondary data:-The research was examined documents such as internal memo and various
annual as well as periodic reports of the organization.

3.4.1. Data Collection Instruments and Procedure

Close ended questionnaires were the main techniques employed in this study to gather
information from the respondents. Both management and non-management personnel were
surveyed for information about how the workplace affects their productivity. The questionnaire's

33
structure was maintained fairly straightforward to encourage substantial involvement from the
respondents. The questions were carefully worded and phrased in order to keep them as succinct
as possible.

3.5. Data analysis Tools

In order to characterize and investigate the relationship between variables, descriptive and
inferential statistics were used for this study. Mean, standard deviation, percentage, and
frequency distributions were used in descriptive statistics to describe research sample. Tables
were used to display the results of the descriptive statistics. Regression analysis was performed to
ascertain the extent to which the independent variables (physical, psychological, and work-life
balance) can account for changes in employee performance. Pearson's Correlation was utilized to
demonstrate the relationship between working environments. Using SPSS (Statistical Package for
Social Science) Version-20, data analysis was conducted.
A. Descriptive analysis
To interpret a variable that relates with the background or demographics of the respondents, as
well as the mean score of working environment characteristics and employee performance,
descriptive analysis was utilized. Pie charts, frequency distribution, and percentage displays of
the results were available. These were used by computing the means and standard deviations of
the data collected for the variables used as the basis for the Five Point Likert Scale instruments'
mean scores.
B. Inferential Statistics
To illustrate the relationship between the variables and examine how the workplace environment
affects employee performance, inferential statistics were utilized. Karl Pearson's coefficient of
correlation is one of the relationship measures that is often employed in variable statistics,
according to Kothari (1990). According to Field (2006), the correlation coefficient that falls
between -1 and +1 within this framework can be the output of the correlation matrix; a
correlation coefficient of +1 indicates a perfect positive relationship, a correlation coefficient of -
1 indicates a perfect negative relationship, and a coefficient of 0 indicates no linear relationship
at all. Therefore to find out the relationship between working environment dimensions and
employee performance Pearson product moment correlation will be apply.

34
C. Regression analysis
Analysis of the relationship between dependent and independent variables is known as regression
analysis, and the relationship is described by a multiple regression equation (Kothari, 1990). In
this study, this method was utilized to examine the impact of working environment variables on
employee performance.
D. Multiple Regression Assumptions
Making sure that the data can actually be analyzed using linear regression is a step in the process
when someone decides to use linear regression to analyze the data. Consequently, it is necessary
to accomplish this since linear regression may only be used if the necessary data "passes" five
presumptions in order to get a valid result. We were look at whether the following assumptions
are met or not. These assumptions are zero residual mean, linearity, normality, multi-collinearity
and homecedasticity. The assumptions were checked using SPSS software.

3.6. Model Specification

It could be inferred from the works reviewed in the previous sections; that employee
performance is determined by some factors of working environment. Thus in respect of the
Research Questions stated above, the main issue is an investigation of relationship that exists
between employee performance and each of explanatory variables that had been identified
through literature and theories i.e. furniture, lighting & ventilation, noise, work-family conflict ,
family-work conflict, work-extracurricular conflict , supervisory support , role congruity and
quality leader. Therefore, the general model which incorporates all of the variables to test
hypotheses of the study was;
EP=β0+β1(F)+β2(LV)+ β3(N)+ β4(WFC)+ β5(FWC)+β6(WEC)+ β7(SS) + β8(RC) +
β9(QL)+μ
Where;
EP=Employee Performance (Dependent Variable)
β0= constant term
F= Furniture
LV= Lighting & Ventilation
N= Noise
WFC=Work-Family Conflict

35
FWC= Family-Work Conflict
WEC=Work-Extracurricular conflict
SS=Supervisory support
RC= Role Congruity
QL=Quality Leader
μ= error term
β: coefficients associated with each independent variable which measures the change in value of
Y, per unit change in their respective independent variables.

3.7. Reliability and Validity Test

The amount to which a test measures what we actually want to measure is referred to as validity
(Kothari, 2004). The strength of our conclusions, inferences, or propositions is their validity. 20
questionnaires were distributed to the chosen sample of employees as part of a pilot test to
determine the validity of the questionnaire, which was then analyzed using SPSS version 20. The
reliability ratio, or Cronbach's alpha, for the pilot test reveals that the questionnaire has
respectable reliability, as shown in the table below.
Table 1:-Reliability of the data
Variable Cronbach's Alpha N of Items
Furniture .985 8
Lighting & Ventilation .985 6
Noise .992 24
Work-Family Conflict .933 10
Family-Work Conflict .897 3

Work-Extracurricular .879 15
conflict
Supervisory support .793 7

Role Congruity .834 6

Employee Performance .746 17

Source: survey data, 2022
From the findings, ‘Furniture’ was found to have an Alpha value of 0.985. Further, the construct
‘Lighting & Ventilation’ was found to have an Alpha value of 0.985, ‘Noise’ was found to have
an Alpha value of 0.992, ‘Work-family conflict’ construct had an Alpha value of 0.933, ‘Family

36
work conflict’ had an Alpha value of 0.897, ‘Work-Extracurricular conflict’ construct had an
Alpha value of .879, ‘Supervisory support’ was found to have an Alpha value of 0.793 In
addition ‘Role Congruity’ construct had an Alpha value of 0.834 and Employee performance
had an alpha value of 0.746. A co-efficient of 0.6 and above is a commonly accepted rule of
thumb that indicates acceptable reliability, (Churchill and Brown 2004), and this threshold of
Alpha value 0.6 formed the study’s benchmark. The findings show shows the instrument’s
internal consistency as good and reasonable to the objectives of the study.

3.8. Ethical Considerations

Confidentiality - The respondents were assured that their response will remain confidential, their
names will not be stated and the data they provided shall be used for academic purpose only.
Respondents‟ anonymity was kept so that participants would feel free and safe to express their
ideas.
Organizational approval – An approval has been obtained from the sectors where the research
had been carried out prior to any research activity.
Informed consent - The cover letters explained the purpose of the questionnaire (the purpose of
the study and the use of the information) and the right to accept or refuse to participate in the
research activities had been given to the respondents of this study. In addition, assurance that the
participant can withdraw at any time was granted.

37
 CHAPTER FOUR

DATA ANALYSIS, PRESENTATION AND INTERPRETATIONS

4.1. Introduction
Important literature on the subject that could provide enough insight into the topic and the
methods chosen to test research hypotheses had been reviewed in the earlier chapters. This
chapter contains a detailed study of the descriptive statistics and regression findings. The chapter
is divided into four sections specifically. Descriptive analysis was presented in the first portion.
The correlation analysis and degree of relationship between the study variables are covered in the
second section. The findings of the diagnostic test for the conventional linear regression model
assumption were provided in Section 3. Regression analysis results and related comments are
finally presented in the fourth section.

4.2. Descriptive Statistics

4.2.1. Background Characteristics

As we demonstrated in the below Table 2, the study findings on the gender composition of the
respondents established that approximately 55.5% male and 42.6% female’s respondents
participated in the survey.
Table 2:- Descriptive Statistics of the variables

Factors Category Frequency Percent

Gender Male 116 55.5
Female 89 42.6
Total 205 100.0
Age group 18-30 years 92 44.0
31-40 years 103 49.3
Greater than 40 10 4.8
Total 205 100.0
Marital status Single 93 44.5
Married 111 53.1
Separated 1 .5
Total 205 100.0

38
 Level of education Diploma 36 17.2
Degree 161 77.0
Master and above 8 3.8
Total 205 100.0

Source: survey data, 2021

Four age ranges were used to categorize the respondents' ages. The majority of responders
(49.3%), as seen in the table above, are between the ages of 31 and 40. The age groups of 18 to
30 years made up the remaining 44% of respondents, and 4.8 percent of them were older than 50
years. Table 2 above shows that 53.1 percent of respondents were married, 44.5 percent were
single, and the final 0.5 percent were separated when it comes to marital status.
In relation to qualification, the larger number of respondents were degree holders which is 77%
of the respondent, 17.2% of the respondent were Diploma holders and 3.8% of the respondent
were Masters holders as stated on the below table.
Respondents work experience with the company
Figure 3 below showed that the respondents ‘work experience/stay within Tsehay Insurances
Share company, 62.4% showed a stay of 1-3 years, 32.2% of them stayed between 4 and 5 years
while the 4.9 % of them stayed More than 5 years.

Source: survey data, 2022

Figure 3:-Graphical representation Experience of the respondents
Generally, the demographic statistics of the respondents revealed that, the work force comprises
with slightly larger number of male and youth employees while majority of the respondents
represented undergraduates and below. On top of this, the result showed that a quite number of
employees leaving before reaching their third year i.e. there are employees, who are not staying
beyond three years.

39
4.2.2 Analysis of Employee performance
In line with the study’s objective, this part of the study discusses the findings of the descriptive
statistics.

4 .2.2.1. Analysis of the Mean and Standard Deviation Results

The extent at which the sample groups in average agreed or disagree with the raised statements
was analyzed using the mean results. A low mean showed that the majority of respondents did
not agree, whereas a high mean number suggested that they did. In order to do this, a five-point
Likert scale was used to record the respondents' perceptions (1 = Strongly Disagree, 2 =
Disagree, 3 = Neither Agree Nor Disagree, 4 = Agree, and 5 = Strongly Agree). These
perceptions were then interpreted using the below-detailed Zaidatol et al., 2012, mean scores
degree.
• Mean = 1.00 – 2.33 Low,
• Mean= 2.34 – 3.67 Moderate and
• Mean = 3.68 – 5 High 29
The variability of observations from the mean was also demonstrated using standard deviation
(average). A larger range of score deviations from the mean is indicated by a higher standard
deviation. This distribution suggests that the scores on a scale are more diverse or dissimilarly
distributed. In contrast, a lower value denotes a smaller distribution with a more homogeneous or
similar distribution of scores around the mean (Market.al., 2009). As a result, using the mean &
standard deviation values, the intention and perception of the employee toward the investigated
independent variables are assessed.

Mean Std. Conclusion on the Mean & Std. Deviation

Deviation
Employee 2.32 .439 Low with high Std. Deviation
Performance
Work Life Balance

40
Work extracurricular Moderate with high Std. Deviation
3.36 .305
activity
Family work conflict 2.79 .435 Moderate with high Std. Deviation
Work life conflict 3.54 1.281 Moderate with high Std. Deviation
Psychosocial
Environment
Quality Leader 2.21 .340 Low with low Std. Deviation
Supervisory support 2.30 .407 Low with low Std. Deviation
Role Congruity 3.49 .266 Moderate with high Std. Deviation

Physical Environment

Furniture 2.18 1.313 Low with high Std. Deviation

Lighting ventilation 2.25 .478 Low with low Std. Deviation
Noise 2.32 .408 Low with low Std. Deviation

Table 3: Analysis of the Mean and Standard Deviation Results

Source: survey data, 2022
Therefore, as we had been understood from the above table the mean scores perceived for
Furniture, noise, Quality Leader, Lighting and ventilation and supervisor support is 2.18, 23.2,
2.21, 2.25 and 2.30 respectively. According to Zaidatol et. al., (2012), mean scores degree.
The mean score was low. The low mean score indicates that the respondents’ work environment,
such as the office furniture, is not comfortable, not easy to rearrange and there is also noise. Not
only this but also Lighting and ventilation was not sweet able that much. The quality of leader
shows that there is no information flow from manager to employee about important decisions;
and the line manager dose not helps his/her subordinates accordingly. There is no close
interaction between the supervisor and subordinates.
Workplace extracurricular activities, role congruity, work-family conflict, and family-work
conflict, on the other hand, obtained moderate mean scores of 3.36, 3.49, 3.54, and 2.79,
respectively, indicating that these work environments are not as nice and favorable as the
respondents anticipated. Therefore, there was a contradiction between the respondent's work
expectations and their extracurricular activities because of the time that their jobs required for
extracurricular activities, and there was job stress as a result. The employee's position and

41
responsibilities were made clear to ensure role congruity. Additionally, conflicts between work
and family and between work and family clearly demonstrate interdependence. Therefore, this
moderate mean score demonstrates that work-related activities interfere with family time and
vice versa; family stress limits my ability to execute job-related tasks. Employee performance is
lower than expected, which suggests that the aforementioned elements have changed and had an
impact on the employees. Most variables had standard deviation ratings that were less than 1.
Although some variables have more than one standard deviation score. It still demonstrates that
all of the variable response distributions are close to the mean, indicating consistency. In
contrast, a lower value denotes a smaller distribution with a more homogeneous or similar
distribution of scores around the mean (Market.al., 2009). As a result, the element we discussed
above may have an impact on an employee's ability to perform their work. Additionally, an
unstructured interview suggests that while the physical work environment appears to be overly
accommodating, it is not entirely sufficient. In order to improve the method in which they
collaborate with one another, supervisors and regular employees do not have a very good
working connection. The fact that people are frequently late for work is also inferred by the
management. This demonstrates the existence of work-related extracurricular conflict, family-
related conflict, and work-life conflict. you come to the conclusion that the workplace isn't all
that great.

4.3. Inferential Statistics

4.3.1. Correlation Analysis

The intensity of the link between two variables is described by correlation. Correlation analysis,
according to Brooks (2008), gauges the strength of the linear relationship between the dependent
and independent variables. Correlation coefficient values vary from -1 to 1. A correlation value
of 1 denotes the ideal positive association between two variables, whereas a correlation
coefficient of -1 denotes the ideal negative relationship. A correlation value of 0, on the other
hand, shows that there is no association between the variables.
According to McDaniel and gates (2006), a value of correlation coefficient between 0.1and 0.29
indicates the association among the items is poor. A correlation coefficient between 0.3 and 0.49
implies there is moderate relationship correlation coefficient greater than 0.5 implies strong
relationship between two variables. Based on this as noted by Gujarati,2004, most generally used bi-

42
variant correlation coefficient, normally known as Pearson correlation were utilized in order to find
out the relationship between working environment dimensions and employee performance. Table
below 4 presents the result of Pearson correlation between variables.
Table 4:-Correlation Analysis between work environment and employee performance

Supervisory support

Noise
Role Congruity
Employee performance

Family work conflict

Work life conflict

furniture
Work extracurricular activity

Quality Leader

Lighting ventilation
Employee
1.
performance
Work
extracurricular .372 1.
activity
Family work
.607 .350 1.
conflict
Work life
.273 .730 .430 1.
conflict
Quality
.689 .551 .501 .408 1.
Leader
Supervisory
.542 .683 .405 .748 .699 1.
support
Role
.289 .729 .456 .809 .530 .677 1.
Congruity
Furniture .427 .446 .592 .605 .420 .485 .614 1.
Lighting
.547 .478 .531 .498 .667 .636 .540 .450 1.
ventilation
Noise .831 .372 .606 .282 .761 .544 .410 .391 .524 1.
Source: survey data, 2022
As we have been observed from the above table the variables are positively correlated with
employee performance. Physical work environment variables such as (noise, furniture and
lightening and ventilation) is found to be positively correlated with employee performance (r =

43
0.831, 0.427and 0.547 respectively and; P < .005). This implies that there is strong relation
between physical work environment and employee’s performance. Also the psychosocial work
environment such as (leadership quality, supervisory support, role congruity) is also positively
correlated with employee performance (r = 0.689, 0.542 and 0.289 respectively and; P < 0.05). in
addition, we found that Work life balance such as (work-family conflict, family-work conflict
and work extracurricular activity) had positively correlated with employee performance with
(r =0.372, 0.607 and 0.372 respectively and; P < .005).

4.3.2. Testing Assumptions of Classical Linear Regression Model (CLRM)

In this study, the ordinary least square approach (OLS) was used to estimate the parameters in
multiple linear regression models and reduce the sum of squared errors, or the difference
between observed value and predicted value. In order to get an accurate estimate value while
utilizing the OLS method, the five fundamental underlying assumptions must be met. OLS
estimators give skewed, inconsistent, and ineffective results when the assumptions are broken.
As a result of the incorrect standard errors, hypothesis tests are no longer valid. Therefore, the
researcher performed a diagnostic test to guard against the possibility of obtaining and
interpreting incorrect regression data. The model is put through the following tests to ensure that
it is fair, consistent, effective, and valid.

4.3.2.1. Test for Residual Has Zero Mean

Classical linear regression models presuppose that the mean value of the error terms is zero. In
truth, this assumption won't be broken if a constant component is added to the equation for the
regression model (brooks, 2008). In this investigation, the researcher's regression equation
contained the constant term. As a result, it is anticipated that the error terms have a mean value
of 0 and that the assumption is upheld.

4.3.2.2. Test for Hetroscedasticity

Homoscedasticity is the assumption made by classical linear regression models that the variance
of the error term is constant. They are said to as hetroscedastic if the variance of the error term
differs. The investigation employed the scatter plot technique to examine whether this
assumption had been violated. The standardized residual and standardized expected value are
plotted as a consequence. Hetroscedasticity is implied if there is a pattern in the plots. On the

44
other hand, there is no proof of hetroscedasticity if the plots show a pattern. The graph appears to
be an arbitrary array of dots, or the plots appear to be devoid of any pattern, as shown in the
Figure 4 below. Therefore, the homoscedasticity assumption is not violated.

Figure 4:-hetroscedasticity test

Source: survey data, 2021

4.3.2.3. Test for Autocorrelation

Classical linear regression model assume cross-sectional the covariance between the error term is
zero. In other words, it is presumptive that mistake terms do not serially correlate. The Durbin
Watson test, one of the most popular methods for identifying autocorrelation, was employed in
this study. Therefore, if the result of the DW test is between 1.5 and 2.5, there is no proof that the
error terms are serially correlated (Hassen et al, 2017). The DW test is within the permitted
range, which implies absence of serial correlation among errors.
Table 5:-Durbin Watson test result
Model Durbin Watson
1 1.307
Source: survey data, 2022

4.3.2.4. Test for Multicollinearity

The CLRM model presupposes that the explanatory variables are uncorrelated. Multicollinearity

45
is the existence of a precise linear association or a situation in which some or all explanatory
variables are highly interconnected. According to Guajarati (2004), if multicollinearity is optimal
the regression coefficients of independent variables are uncertain and difficult to assess their
standard error. The researcher used the variance inflation factor (VIF) and correlation coefficient
of explanatory factors to test the multicollinearity issue. Multicollinearity can be a potential issue
if the VIF of the variables is greater than 10%. (Hair et al., 2013). The value of the variance
inflation factor for each explanatory variable is less than 10%, as shown in Table 6. As a result, it
suggests that explanatory variables are not multicollinear.
Table 6:-VIF and Tolerance Statistics for Multicollinearity
Model Collinearity statistics

Tolerance(1/VIF) VIF (% )

Noise .325 3.076

Lighting_ventlation .445 2.247
Furniture .473 2.114
Role Congruity .262 3.819
Supervisory support .228 4.392
Quality Leader .242 4.131
Work life conflict .183 5.479
Family work conflict .430 2.324
Work extracurricular activity .355 2.816

Source: survey data, 2022

4.3.2.5. Test for Normality

CLRM assume that the distribution of the error term is normally distributed. As Field (2009)
pointed out, if we wish to draw conclusions about the population parameter from the sample
parameters, the normalcy assumption is crucial when using regression and useful. The error has a
regularly distributed distribution if the residual's mean is zero and its variance is constant. As a
result, figure 5's outcome shows that the residual's mean is zero and nearly its variance is one,
which suggests that the error's distribution is normally distributed.
Figure 5:-normality test

46
Source: survey data, 2022

4.3.3. Analysis of Variance (ANOVA)

In order to determine the overall relevance of the model, analysis of variance was also
performed. ANOVA also reveals whether the seven independent factors' combined impact on
employee performance is noteworthy. As shown in table 8, a significant P-value of.000 and an F-
value of 76.070 were reported at a 95 percent confidence interval. This suggests that the
regression model is a good candidate for describing how Tsehay Insurance S.Co working
environment affects employee performance.
Table 7:-Analysis of Variance (ANOVA)

ANOVAa
Model Sum of df Mean F Sig.
Squares Square
1 Regression 328.753 9 36.528 76.070 .000b
Residual 93.637 195 .480
Total 422.390 204
a. Dependent Variable: Employee performance
b. Predictors: (Constant), Work_extracurricular_activity,
Family_work_conflict, Lighting_ventlation, Furinture, Noise,
Supervisory_suport, Role_Congruity, Quality_Leader, Work_life_conflict

47
Source: survey data, 2022

4.3.4. Interpretation of R-square and Adjusted R-square

R-square is a statistical measure that indicates how much of the variance for a dependent variable
can be accounted for by one or more independent variables in a regression model. Additionally,
R2 reveals how much the variance of one variable contributes to the variance of another. R-
squared values vary from 0 to 1 and are frequently expressed as percentages from 0% to 100%.
When the R-square is 100%, the independent variables in the model fully explain the dependent
variable. Zero percent indicates that the model doesn't account for any of the variation in the
response data around its mean.
Table 8:-The Regression Analysis Model Summary
Model Summary
Model R R Square Adjusted R Std. Error of Sig. F Change
Square the Estimate
1 .882a .778 .768 .693 .000
Source: survey data, 2021
The table above illustrates how much of the variation in the dependent variable is explained by
the model's independent variables. Which implies that the independent variable (factors affecting
the work environment) accounts for 76.8% of the variation in the dependent variable (employee
job performance)? Overall, the findings of the hypothesis testing showed that the workplace
environment characteristics, which were examined as independent variables, had a substantial
positive significance and influence on the job performance of Tsehay Insurance Share firm
employees. In other words, these factors heavily influence the dependent variable, with changes
or improvements in each element or variable having a significant impact on the job performance
of Tsehay insurance employees.

4.4. Results of Regression Analysis

In accordance with classical linear regression model, the model has satisfied the five diagnostic
tests. Based on this, multiple regression analysis was determined in order to reveal the value of
coefficient included in the model. Accordingly table below depicts, the result of regression model
that examine the effect of explanatory variables on employee performance. Hence, employee
performance is explained variable whereas Work extracurricular activity, Family work conflict,
Lighting ventilation, Furniture, Noise, Supervisory support, Role Congruity, Quality Leader,

48
Work life conflict are explanatory variable.
Table 9:-Coefficients
Coefficients
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta

(Constant) .180 .160 1.125 .262

Noise .654 .060 .640 10.828 .000

Lighting ventlation .106 .049 .109 2.158 .032

Furniture .172 .054 .157 3.208 .002

Role Congruity -.446 .075 -.393 -5.962 .000

Supervisory support .191 .072 .186 2.637 .009

Quality Leader .007 .074 .007 .102 .919

Work life conflict -.064 .089 -.057 -.721 .472

Family work conflict .137 .052 .136 2.652 .009

Work extracurricular .177 .062 .161 2.839 .005

activity
a. Dependent Variable: employee performance

Source: survey data, 2022

Thus, the model applied in this study was ordinary least square method. The regression equation
can be stated as:
EP=0.180+0.654N0+0.106LV+0.173FUR-0.446RC+0.191SS+0.137FWC+0.177WEA+μ
According to the regression equation established, taking all factors (Noise, Furniture, work
extracurricular activity, Family work conflict, Lighting ventilation, Supervisory support, Work
life conflict, Quality Leader, Role Congruity) constant at zero, the expected mean value of the

49
employee performance will be 0.180. taking all other independent variables at zero, a unit
increase in noise will lead to a 0.654 Increase in the performance of the Tsehay insurance share
company employee’s all else held constant., a unit increase in the Furniture will lead to a 0.173
increase in the performance of the Tsehay insurance share company employee’s all else held
constant
The results further indicate that taking all other independent variables at zero, a unit increase in
lighting ventilation will lead to a 0.106 Increase in the performance of the Tsehay insurance share
company employee’s all else held constant.
A unit increase in the Role Congruity will lead to a -0.446 decrease in the performance of the
Tsehay insurance share company employee’s all else held constant; a unit increase in
Supervisory support will lead to a 0.191 increase in the Employee performance all other factors
held constant; a unit increase in Family work conflict will lead to a 0.137 increase in the
Employee performance all other factors held constant; Whereas a unit increase in work
extracurricular activity will lead to a 0.177 increase in the performance work extracurricular
activity.

4.5. Hypotheses Testing

On the other hand, the significance level in the table shows the significance level of the
independent variable. Where ever the p value is above 0.05, the variable is considered to have
insignificant effect on the dependent variable.
From the regression analysis table of the study, it is observable that:
4.5.1. Ho1: Furniture does not have a significant effect on employee performance.
Regression results showed that the Furniture does significantly influence employee
performance (β =0.172; p value = 0.002 and t value 3.208) and thus the null hypothesis was
rejected. This implies that Furniture a significant effect on Employee performance.
4.5.2. Ho2: Lighting does not have a significant effect on employee performance.
Regression results showed that the Light and Ventilation and Noise does significantly influence
employee performance (β =0.106; p value = 0.032 and t value 2.158) and thus the null hypothesis
was rejected. This implies that Light and Ventilation have a significant effect on Employee
performance.
4.5.3. Ho3: Noise does not have a significant effect on employee performance.

50
Regression results showed that the Ventilation and Noise does significantly influence employee
performance (β =0.654; p value = 0.000 and t value 10.828) and thus the null hypothesis was
rejected. This implies that Noise have a significant effect on Employee performance.
4.5.4. Ho4: Supervisory support does not have a significant effect on employee
performance.
Regression results showed that the Supervisory support does not significantly influence
employee performance (β = 0.191; p value = 0.000 and t value =2.367) and thus the null
hypothesis was rejected. This implies that Supervisory support has significant effect on
Employee performance.
4.5.5. Ho5: Role congruity does not have a significant effect on employee performance.
Regression results showed that the Role congruity factors significantly influenced employee
performance and (β = -0.442; p value = 0.000 and t value =-5.962) and thus the null hypothesis
was rejected. This implies that, again, Role congruity has a significant effect on Employee
performance.
4.5.6. Ho6: A Quality leader does not have a significant effect on employee performance.
Regression results showed that the Quality leaders factors significantly influenced employee
performance and (β = 0.007; p value = 0.919 and t value = 0.102) and thus the null hypothesis
was not rejected. This implies that, again, a Quality leader has an insignificant effect on
Employee performance.
4.5.7. Ho7: Work life conflict does not have a significant effect on employee performance.
Regression results showed that Work life conflict factors significantly influenced employee
performance and (β = -0.064; p value = 0.472 and t value = -0.721) and thus the null hypothesis
was not rejected. This implies that, again, Work life conflict has an in significant effect on
Employee performance.
4.5.8. Ho8: Family-work conflict does not have a significant effect on employee
performance.
Regression results showed that the Family-work conflict factors significantly influenced
employee performance and (β = 0.137; p value = 0.009 and t value = 2.652) and thus the null
hypothesis was rejected. This implies that, again, Family-work conflict has a significant effect
on Employee performance.
4.5.9. Ho9: Work extracurricular conflict does not have a significant effect on employee

51
performance.
Regression results showed that the Work extracurricular conflict factors significantly influenced
employee performance and (β = 0.177; p value = 0.005 and t value = 2.839) and thus the null
hypothesis was rejected. This implies that, again, Work extracurricular conflict has a
significant effect on Employee performance.

CHAPTER FIVE

MAJOR FINDINGS, CONCLUSION AND RECOMMENDATION

Under this chapter summary of the major findings of the research questions, conclusions and
recommendations are forwarded based on the results obtained which is or are being analyzed on
chapter four of this study. And also the identified area for further research is presented.

52
5.1 Summary of major Findings
The finding of this research reveals that the Working environment plays an important role
towards the employees ‘performance. Working environment is argued to impact immensely on
employees’ performance either towards negative or the positive outcomes. As we have been
discussed in chapter four, the study findings on the gender composition of the respondents
revealed that majority of the respondents are male which is (56.6%). and (43.4%) of respondents
are female. The age of the respondents was categorized under four ranges. As we have indicated
in chapter four, majority (50.2%) of the respondents’ fall between age group of (31-40) years.
The remaining (44.9%) falls under the age groups (18-30) years. and (4.9%) of the respondents
falls in the age category of (41-50) years. The marital status of the respondent revealed that
(54.1%) of the respondents were married, (45.4%) of respondents were single and the remaining
(0.5%) of the respondent were Divorced. In relation to qualification, the larger number of
respondents were degree holders which is (78.5%) of the respondent, (17.6%) of the respondent
were Diploma holders and (3.9%) of the respondent were Masters holders as stated on the above
table. when we see The respondents ‘work experience/stay within the untied Insurances S.C
(62.4%) showed a stay of 1-3 years, (32.2%) of them stayed between 4 and 5 years while the
(4.9%) of them stayed More than 5 years.
The outcome of the descriptive statistics also reveals that the average perceived scores for the
following categories are 2.18, 2.32, 2.21, 2.25, and 2.30, respectively: furniture, noise, Quality
Leader, Lighting and ventilation, and supervisor assistance. Mean scores degree, as per Zaidatol
et al. (2012). Low was the mean score.
On the other hand, work extracurricular activity, Role Congruity, Work -Family Conflict,
Family- Work Conflict, 3.36, 3.49, 3.54 and 2.79 received the moderate mean score respectively
which shows that these work environments are not good and favorable as the respondent’s
expectation. The correlation analysis reveals that the variables are positively correlated with
employee performance. Physical work environment variables such as (noise, furniture and
lightening and ventilation) is found to be positively correlated with employee performance (r =
0.831, 0.427and 0.547 and p<0.05respectively). And Also the psychosocial work environment
such as (leadership quality, supervisory support, role congruity) is also positively correlated with
employee performance (r = 0.689, 0.542 and 0.289 and p<0.05 respectively). in addition, we
found that Work life balance such as (work-family conflict, family-work conflict and work

53
extracurricular activity) had positively correlated with employee performance with (r =0.372,
0.607 and 0.372 respectively).
The model summary of multiple regression revealed that 76.8% of the variation in employee
performance is explained by seven factors of working environment included in the study. The
remaining two variables are not included in the model.
The ANOVA table also revealed that, the constructed model is statistically significant even at 1%
significance level. The coefficient table also indicates that Noise has high impact on employee
performance with a beta value of (.654), followed by Supervisory support (.191), work
extracurricular activity (-177), Furniture (.172), family work conflict (.137), light ventilation
(.106), and role congruity (-.446).
Additionally, according to the results of this study, supervisor support for family-work conflict
and extracurricular activities at work has a favorable and significant impact on employee
performance. According to a study by Christian Addai Manu, this outcome (2015:2). While
work-life conflict and role congruity have a detrimental and noticeable effect on employee
performance. The study's results showed a significant relationship between work-life conflict and
employee performance, supporting Allan, Loudoun, and Peetz's (2007) contention that
employees' inability to strike a balance between their personal and professional lives can have
detrimental effects on both the individual and the organization. Given the aforementioned
characteristics, there is a considerable possibility that work-family conflicts will have an impact
on employees' performance at Tsehay Insurance Share Company.
The study also discovered that the financial performance of the chosen commercial banks was
significantly impacted by control monitoring. an element that supports a claimed conclusion
According to Anafarta (2011), work-to-family conflict occurs when work interferes with family
time, whereas family-to-work conflict occurs when work interferes with family time. Recent
research by Deming (2000) revealed that 32% of workers cite work-family balance as their top
professional issue. The main barrier to continued performance, according to them, is inter-role
friction. Given the aforementioned characteristics, there is a strong possibility that an employee's
performance at Tsehay Insurance Share Company will be impacted by their job and recreational
activities.
The study went on to establish that this suggests that supervisory support has a positive impact on
employees' performance, which is consistent with the finding of (Arnold, 2007) that the

54
supervisor's interpersonal role is important because it fosters positive relationships, boosts
employees' self-confidence, and, as a result, improves performance. The results also demonstrate
that respondents concur that a variety of tasks are required of them in their professions. This
indicates that the respondents' roles and responsibilities for carrying out routine duties were
clearly specified, and that job descriptions help to ensure successful performance and give
everyone involved a clear understanding of the position, its needs, and expected results (Gomes,
2010). In consideration of the above outcomes, there is high likelihood that psychosocial aspects
help boost employees performance in Tsehay Insurance share company.

5.2. Conclusion
This research concludes that Work place factor has become a fundamental factor that affects
employee job performance at workplace. The study pointed that if the work place factor
(physical, psychosocial and work life balance) is well designed and implemented; it will increase
their performance and forward them for the change thereby lead to competitive positioning.
However low mean score of the descriptive statistics leads us to conclude that the working
environment for the tsehay insurance S.C employee are not conducive. Therefore,

55
  (Physical factors) include office furniture that is uncomfortable, difficult to adjust, and
noisy. Additionally, lighting and ventilation were not as good as they may have been.
 The (psychosocial factor) like the leader's quality reveals that there is little information
flow concerning significant decisions from management to employee, and the line
manager does not support their subordinates properly. The boss and employees don't
communicate frequently. The employee's position and responsibilities were made clear
to ensure role congruity.
 The demands of respondents' jobs cause their extracurricular activities to conflict with
the time required for their jobs, which strains their ability to maintain a healthy work-life
balance. Additionally, conflicts between work and family and between work and family
clearly demonstrate interdependence. So, these moderate mean score shows that work
activities take family time and vice versa; Family-related strain interferes with
employee’s ability to perform job-related duties.
 When we look at employee performance, the mean score is lower, which suggests that
the elements affecting the workplace are changing and affecting the employees.
 The majority of the variables had standard deviation scores that were less than 1.
Although some variables have more than one standard deviation score. It still
demonstrates that all of the variable response distributions are close to the mean,
indicating consistency.
 All working environment (psychosocial, physical working environment and work life
balance) variables have a significance effect in the improvement of the employee job
performance in Tsehay insurance S.C.

5.3. Recommendations
Based on the finding and analysis of the study, the following recommendations are forwarded.
 Employees better to have the opportunity to contribute and exchange ideas when
developing shared goals since doing so makes each person feel involved, instills a sense
of ownership in workers, and helps to build a positive work environment. As a result, the
employee's job performance improves.

56
  The management team at Tsehay Insurance Share Company should form a focused,
well-coordinated group that is in charge of analyzing and evaluating how the workplace
lighting and ventilation can function.
 The business should pay more attention to making the workplace pleasant and appealing
for the employees. This circumstance lowers the rate of staff turnover.
 Management of Tsehay insurance company Share Company must understand that work
environment towards employee job performance are very significant. Therefore,
improving all work conditions will have a favorable and significant impact on how well
employees perform.
 The Management of Tsehay insurance share company needs to give more attention for
thus employees who are exposed to work life conflict and life to work conflict. And
create best working environment for them by developing another option that minimize
complexity of work load. So, this helps them to use their maximum effort to achieve
organizational goal.

5.4. Suggestions for Further Studies

This study's findings might not be representative of other Tsehay Insurance Share Company
branches throughout Ethiopia because it mainly focused on those in the Addis Abeba area.
Therefore, other researchers need to do research in this field using the findings of this study as a
benchmark. In addition, the researcher advises limiting the number of working environment
factors in this study to nine. There might be additional relevant working environment elements
that are less included for a variety of reasons but are more significant for the study's topic. Thus,

57
it would be preferable if future study took into account more aspects of the work environment
that have an impact on employee performance, such as the availability of mills, workplace
violence, employment autonomy, harassment, transportation issues, and occupational health and
safety.

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Appendix’s

Appendix I: questioner of the Paper

63
 ADMAS UNIVERSITY

SCHOOL OF POSTGRADUATE STUDIES

Questionnaire to be filled by Employees, Supervisors and Managers of Tsehay Insurance S.C.

Dear Respondents:

I am from graduating class of Masters of Business Administration at ADMAS UNIVERSITY.

The purpose of this study is to examine the influence of work environment on the performance of
employees. This questionnaire is purely for academic purpose to be used as a partial fulfillment
for the requirements of MA in Business Administration. The questionnaire has two sections:
demographic and general work environments, (physical environment, psychosocial environment,
and work life balance and employee performance). I request you to kindly spend a few minutes
from your precious time to fill up this questionnaire. Please read each question properly and tick
inside the boxes corresponding to the response that most accurately represents your level of
agreement and view. Please answer as truthfully as you can. Be assured that individual answers
are going to remain confidential.

If you have any question regarding this questionnaire, please contact Samuel Ewnetu

E-Mail Address: - samuelew@gmail.comMobileNo.09-11-31-49-24

Thank you

Section 1–Demographic Information

Please complete the following biographical information by ticking (√) on the most
applicable answer to you in respect of each of the following items, from the given alternatives.
1. Socio-demographic data
1.1. Sex A. Male □ B. Female □
1.2. Age (in years) A.18-30 □ B.31-40 □ C.41-50 □ D. above 50 □
1.3. Marital status A. Single□ B. married □ C. Separated □ D. Divorced □ E.
Widowed□ others (please specify) _____________

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1.4. What is your educational background? A. Diploma □ B. Degree □ C. Master □
others please state________________________
1.5. How long have you been working in Tsehay Insurance Share Company?
A. Less than 3 years’ □ B. Between 4 and 5 □ C. More than 5 year’s □
Section 2: Research related questions: physical environments, psychosocial environment, work
life balance and employee performance. Instructions: Please tick (√) the number that you feel
most appropriate, using the scale from 1 to 5 (Where 1 =strongly disagree, 2 = disagree, 3 =
neutral, 4 = agree and 5 = strongly agree).

Agree
Disagree

Neutral
No Items

Strongly

Strongly
Agree
Disagree
1 2 3 4 5

Physical work environment question

1 The furniture that I use is comfortable, flexible to adjust,
Easy to rearrange or reorganize.

2 The office is devoid of unnecessary noise

3 The working space area is sufficient and roomy enough
4 The room or office I operate from is well illuminated
5 The temperatures in the room or office I operate fro
m is appropriate
Psychosocial work environment questions
6 I frequently meet with my supervisor to deal about my
work skill development
7 My supervisor respects the co-worker’s opinions.
8 My roles & responsibilities are clearly stated
9 My job requires the performance of a wide range of tasks

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10 Managers inform employees about important decisions,
changes, or plans for the future

11 I can rely on my supervisor/line manager help to solve a

work problem
Work-Family Conflict
12 Due to work-related duties, I have made a change to my
plans for family activities
13 The demands of my home and family life affect my work
14 The amount of time my job takes up makes it difficult to
fulfill family responsibilities
15 My job causes strain that makes it difficult to fulfill
family duties
Family-Work Conflict
16 The demands of my family or spouse/ partner interfere
with work-related activities
17 I have to put off doing things at work because of
demands on my time at home.
18 Things I want to do at work don't get done because of the
demands of my family or spouse/partner
19 My home life interferes with my responsibilities at work
such as getting to work on time, accomplishing daily
tasks, and working overtime
20 Family-related strain interferes with my ability to
perform job-related duties
Work Extracurricular conflicts
21 The amount of time my job takes up makes it difficult to
fulfill extracurricular responsibilities
22 My job produces strain that makes it difficult to fulfill my
extracurricular activities
23 Due to work-related duties, I have to make changes to my
plans for extracurricular activities. The demands of my
work interfere with my extracurricular activities
Employees’ performance
24 I am a top performer
25 I am in top 10 percent of employees here
26 I know more about services delivered to employees here
27 I get along with customers better than others

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28 I know what my customers expect better than others

Thank You!!

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Appendix II: Demographic data SPSS out put

Marital status
Frequency Percent Valid Percent Cumulative Percent
Single 93 45.4 45.4 45.4
Married 111 54.1 54.1 99.5
Valid
Separated 1 .5 .5 100.0
Total 205 100.0 100.0

Age

Frequency Percent Valid Percent Cumulative Percent

Valid 18-30 year 92 44.9 44.9 44.9
31-40 103 50.2 50.2 95.1
year

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 41-50 year 10 4.9 4.9 100.0
Total 205 100.0 100.0

Work Experience
Frequency Percent Valid Percent Cumulative
Percent
Valid less than 3 Years 129 62.9 62.9 62.9
Between 4 and 5 years 66 32.2 32.2 95.1

More than 5 years 10 4.9 4.9 100.0

Total 205 100.0 100.0

Educational_level

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 Frequency Percent Valid Percent Cumulative Percent
Valid Diploma 36 17.6 17.6 17.6
Degree 161 78.5 78.5 96.1
Master 8 3.9 3.9 100.0
Total 205 100.0 100.0

Appendix III: Descriptive statistics SPSS out put

Descriptive Statistics
Mean Std. N
Deviation
Employee 2.32 0.439 205

70
 performance
Noise 2.32 0.408 205
Lighting ventilation 2.25 0.478 205
Furniture 2.18 1.313 205
Role Congruity 3.49 0.266 205
Supervisory support 2.30 0.407 205
Quality Leader 2.21 0.340 205
Work life conflict 3.54 1.281 205
Family work 2.79 0.435 205
conflict
Work 3.36 0.305 205
extracurricular
activity

Appendix IV: Regression SPSS out put

Model Summary
Model R R Square Adjusted R Std. Error of the Change Statistics Durbin-Watson
Square Estimate R Square F Change df1 df2 Sig. F Change
Change
1 .882a .778 .768 .693 .778 76.070 9 195 .000 1.307

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a. Predictors: (Constant), Work extracurricular activity, Family work conflict, Lighting ventilation, Furniture, Noise, Supervisory support, Role_Congruity,
Quality_Leader, Work_life_conflict
b. Dependent Variable: Employee performance

ANOVAa
Model Sum of Squares Df Mean Square F Sig.
Regression 328.753 9 36.528 76.070 .000b
1 Residual 93.637 195 .480
Total 422.390 204
a. Dependent Variable: Employee performance
b. Predictors: (Constant), Work extracurricular activity, Family work conflict, Lighting
ventilation, Furniture, Noise, Supervisory support, Role Congruity, Quality Leader, Work
life conflict

Coefficients
Model Unstandardized Standardized T Sig.
Coefficients Coefficients
B Std. Error Beta
1 (Constant) .180 .160 1.125 .262
Noise .654 .060 .640 10.828 .000
Lighting ventilation .106 .049 .109 2.158 .032
Furniture .172 .054 .157 3.208 .002
Role Congruity -.446 .075 -.393 -5.962 .000
Supervisory support .191 .072 .186 2.637 .009
Quality Leader .007 .074 .007 .102 .919
Work life conflict -.064 .089 -.057 -.721 .472
Family work conflict .137 .052 .136 2.652 .009

72
 Work extracurricular .177 .062 .161 2.839 .005
_activity
a. Dependent Variable: Employee performance

Correlations
Employee Nois Light Furint Role_ Super Qua Work Fami Work_
performance e ingve ure Congr visory lity _life_ ly_w extracu
ntlati uity _sapor _Le confli ork_c rricular
on t ader ct onfli _activi
ct ty
Pearson Employee_pe 1.000 .831 .547 .427 .289 .542 .689 .273 .607 .372
Correlation rformance
Noise .831 1.00 .524 .391 .410 .544 .761 .282 .606 .372
0
Lighting_ven .547 .524 1.000 .450 .540 .636 .667 .498 .531 .478
tlation
Furinture .427 .391 .450 1.000 .614 .485 .420 .605 .592 .446
Role_Congru .289 .410 .540 .614 1.000 .677 .530 .809 .456 .729
ity
Supervisory_ .542 .544 .636 .485 .677 1.000 .699 .748 .405 .683
saport
Quality_Lead .689 .761 .667 .420 .530 .699 1.00 .408 .501 .551
er 0
Work_life_co .273 .282 .498 .605 .809 .748 .408 1.000 .430 .730
nflict
Family_work .607 .606 .531 .592 .456 .405 .501 .430 1.000 .350
_conflict

73
 Work_extrac .372 .372 .478 .446 .729 .683 .551 .730 .350 1.000
urricular_acti
vity
Sig. (1-tailed) Employee_pe . .000 .000 .000 .000 .000 .000 .000 .000 .000
rformance
Noise .000 . .000 .000 .000 .000 .000 .000 .000 .000
Lighting_ven .000 .000 . .000 .000 .000 .000 .000 .000 .000
tlation
Furinture .000 .000 .000 . .000 .000 .000 .000 .000 .000
Role_Congru .000 .000 .000 .000 . .000 .000 .000 .000 .000
ity
Supervisory_ .000 .000 .000 .000 .000 . .000 .000 .000 .000
saport
Quality_Lead .000 .000 .000 .000 .000 .000 . .000 .000 .000
er
Work_life_co .000 .000 .000 .000 .000 .000 .000 . .000 .000
nflict
Family_work .000 .000 .000 .000 .000 .000 .000 .000 . .000
_conflict
Work_extrac .000 .000 .000 .000 .000 .000 .000 .000 .000 .
urricular_acti
vity
N Employee_pe 205 205 205 205 205 205 205 205 205 205
rformance
Noise 205 205 205 205 205 205 205 205 205 205
Lighting_ven 205 205 205 205 205 205 205 205 205 205
tlation
Furinture 205 205 205 205 205 205 205 205 205 205

74
Role_Congru 205 205 205 205 205 205 205 205 205 205
ity
Supervisory_ 205 205 205 205 205 205 205 205 205 205
saport
Quality_Lead 205 205 205 205 205 205 205 205 205 205
er
Work_life_co 205 205 205 205 205 205 205 205 205 205
nflict
Family_work 205 205 205 205 205 205 205 205 205 205
_conflict
Work_extrac 205 205 205 205 205 205 205 205 205 205
urricular_acti
vity

75