Employee Work Environment

Employee’s performance in the development of working conditions

Introduction

A work environment can be identified for instance the place that one works, which means the settings around a person. It is the social and professional setting in which a person is supposed to work together with a number of people. The work environment has a significant influence upon employee performance and productivity. By work environment we mean those processes, systems, structures, tools or conditions in the workplace that impact favourably or unfavourably individual performance. The work environment also includes policies, rules, culture, resources, working relationships, work location, and internal and external environmental factors, all of which influence

Literature Review

Many executives are under the mistaken impression that the level of employee performance on the job is proportional to the size of the employee’s Recognition and Reward; Employees are given appropriate awards in terms of their services. An extrinsic reward consists of external and tangible rewards to the performed efforts and employees tasks, it can be in terms of promotions, salary/pay, bonuses, incentives, job security.

Office Design “The arrangement of workspace so that work can be performed in the most efficient way”. Office design incorporates both ergonomics and work flow, which examine the way in which work is performed in order to optimize layout.

Organizational culture defines the way employees complete tasks and interact with each other in an organization. Organizational culture is basic assumptions held by a particular group.

A Flexible work schedule is a type of flexible work arrangement that allows employees to vary when they begin and end their work day to accommodate their individual and family needs.

2.1 Recognition and

Employers may realize savings in compensation costs as some employees may be willing to trade wages or other non-wage benefits for more leisure time (Kossek and Michel, 2010). If labour markets truly operate in this fashion, then the case is weaker for intervening to steer working hours in a specific direction, since the individuals working undesirable hours are, in a monetary sense, compensated for working those hours. However, the theoretical justification for the existence or persistence of inflexible, inconvenient or mandatory overtime has received little or weak support when tested empirically (Ehrenberg and Schumann, 1984; Altonji and Paxson, 1988). It appears that many workers settle for hours that are not their preferred hours, because other options such as absenteeism or tardiness carry a credible risk of discharge (Altman and Golden, 2004). Thus, some workers may face binding constraints imposed by their employer, such as fixed shift lengths and minimum hour’s requirements, obliging them to supply more hours than they would otherwise prefer (Sousa-Poza and Henneberger, 2002). Flexible working, on workers’