Republic of the Philippines

HOLY CROSS COLLEGE

Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

The Influence of Productive Workplace Environment on Employee Performance

A Business Research

Presented to the Institute of Business Administration

Holy Cross College

In Partial Fulfilment of the Requirements for the Degree

Bachelor of Science in Business Administration Major in Financial Management

By

Angelyn G. Mortel

Angelina C. Turla

Anne Nicole L. Gonzales

Reniella Marie Q. Maliwat

Pichie S. Suba

Trixia Ann S. Vida

April 29, 2023

 Republic of the Philippines
HOLY CROSS COLLEGE
Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

TABLE OF CONTENTS

RECOMMENDATION AND APPROVAL SHEET............................................................ I

ACKNOWLEDGEMENT..................................................................................... ................II
EXECUTIVE SUMMARY....................................................................................... ............III
TABLE OF CONTENTS .................................................................................. ....................IV
LIST OF TABLES..................................................................................................................V
LIST OF FIGURES...............................................................................................................VII

CHAPTER I: BACKGROUND OF THE STUDY

Introduction

Review of Related Literature

Statement of the Problem

The Hypothesis of the Study

Conceptual Framework

Significance of the study

Scope and Delimitation of the Study

Definition of terms

CHAPTER II: METHODOLOGY

Research Design

Respondents and Sampling Method

Instrumentation

Data Collection Procedure

Data Analysis Procedure

Statistical Treatment of Data

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Institute of Business Administration holycrosscollegepampanga.edu.ph

CHAPTER III: PRESENTATION, ANALYSIS, AND INTERPRETATION OF

DATA

CHAPTER IV: SUMMARY, CONCLUSION, AND RECOMMENDATION

Summary of Finding

Conclusion

Recommendation

References

APPENDICES
1. Reliability Test Computation
2. Research Data Computation
3. Letter of Intent and Survey Questionnaire
4. Certificate of Statistician
5. Certificate of Plagiarism and Revisions
6. Certificate of Grammarian
7. Curriculum Vitae

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HOLY CROSS COLLEGE
Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

CERTIFICATION

This business research proposal titled “THE INFLUENCE OF PRODUCTIVE

WORKPLACE ENVIRONMENT ON EMPLOYEE PERFORMANCE” prepared and
submitted by Angelyn G. Mortel, Angelina C. Turla, Anne Nicole L. Gonzales, Reniella
Marie Q. Maliwat, Pichie S. Suba and Trixia Ann S. Vida in partial fulfillment of the
requirements for the degree in Business Administration major in Financial Management has
been submitted and here by recommended for acceptance and approval for Oral
Examination.

DR. MICHAELLA D. CASTRO ALAN Y. CABALUNA, Ph.D

Adviser Research Instructor

PANEL OF EXAMINERS

Approved by the Committee on Oral Defense with a grade of ________.

Joseph D. Reyes, Ph.D. Marvin O. Mallari, Ph.D.

Panel Member Panel Member

Christine J. Concepcion; LPT, LLB MBA

Chairman

Accepted in partial fulfillment of the requirements for the degree Bachelor of

Science in Business Administration.

MARVIN O. MALLARI, Ph.D.

Acting Dean - SBAH

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HOLY CROSS COLLEGE
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Institute of Business Administration holycrosscollegepampanga.edu.ph

ACKNOWLEDGMENT

The proponents would like to express their profound gratitude to the following people

for their invaluable contributions that helped in the completion of this paper:

Our research adviser Dr. Michaella D. Castro, for the important recommendations

and constructive evaluation that gave this plan, focus, and directions;

Our research instructor Mr. Alan Y. Cabaluna, Ph.D., business research adviser, for

the genuine support, time, effort, and all the vital suggestions that completely guided the

proponents throughout the study;

Our research statistician, Mr Joseph Reyes, Ph.D., for his time and effort in guiding

the proponents about the methods and techniques used in the study and for using his skills to

apply statistical treatment to the gathered data as well as for helping to interpret the data.

Our research grammarian, Mr Jerwin Recitas, LPT, for his time and effort to correct

the grammatical errors of the study.

All the respondents who lent their time to participate in answering the research

instrument that was later used to give an answer to the research problem of the study

The Lord Almighty, for His divine love and mercy, has kept the proponents in good

health and determined to accomplish the research study.

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HOLY CROSS COLLEGE
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Institute of Business Administration holycrosscollegepampanga.edu.ph

ABSTRACT

A productive work environment is essential for guaranteeing employee performance

and avoid stress, which can negatively impact job performance. Several aspects of the

working environment have a role in job satisfaction and employee performance. Therefore,

the aim of this study is to identify the relationship between a productive workplace

environment and employee performance. Holy Cross College was chosen for this study due to

its accessibility and feasibility. The target population was found to be 108; through Slovin’s

formula sample size was found to be 104, which were the respondents of the study and will

be tested,with a confidence level of 98%, while the remaining 2% was considered as error. To

collect data, a structured quantitative questionnaire was adapted from the prior research with

references.To test the data, each of the questions was separately first analyzed and

interpreted, and to see the contribution of each variable and contribution to the employee

performance of Holy cross college teaching staff under the college department. The factors

which were selected for measuring the work environment were employee benefits, supervisor

support, training and development, Good Relations with co-workers, adequate workload,

salaries, physical work environment, and Psychosocial. The results show all the variables had

a significant and positive relationship with employee performance. The most dominating

variable out of all was employee training and development as considered by the teaching

employees under the college department of Holy Cross College, which affect their work

performance.

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HOLY CROSS COLLEGE
Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

CHAPTER I

THE PROBLEM AND ITS BACKGROUND

BACKGROUND OF THE STUDY

The environment means surroundings, and all those things that impact human beings

during their lifetimes are known as the environment. The environment, which includes both

the physical and non-physical things around a person, has an effect on them. The literal

meaning of "work environment" is the surroundings in which people work to achieve the

organization's goals. It can also be thought of as the systems, conditions, and situations in

which work is done. The working environment is said to have a huge impact on employees'

performance, either positively or negatively. As stated by Chandrasekar (2019) A negative

and unhealthy work environment can significantly decrease employee performance.

Workplaces that are not productive induce distress in employees who want to perform well.

In a typical work environment, the physical and behavioral components are essential and can

positively or negatively affect employee performance.

According to Rehman (2020) the work place environment in a majority of industry is

unsafe and unhealthy. These includes poorly designed workstations, unsuitable furniture, lack

of ventilation, inappropriate lighting, excessive noise, insufficient safety measures in fire

emergencies and lack of personal protective equipment.

As Mohamad (2021) mentioned, a positive work environment is a great tool to

encourage employee safety, development, and goal achievement. Several factors affect

employee performance, such as lack of training and development processes, workload, and

relationships.

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Satyvendra, (2019) mentioned the performance of employees are influenced by many

factors such as working conditions, motivation level, and support. So, that the main

objective of work for an individual is not only getting paid but also to feel self

satisfied and comfortable under the working conditions they face everyday. The

performance of employees are influenced by many factors such as working conditions,

motivation level, and support.

Harter et al. (2019) primarily addressed how the working environment relates to and

affects employee performance in various areas. The employee's motivation and subsequent

performance are influenced by the quality of their work environment. In addition, the

majority of employees leave their jobs due to their relationship with their supervisor or

manager. So far, the gap identified by the analyses is that management must take an active

role not only in defining the physical environment of the workplace and making it suitable for

workers but also in changing the management style toward the employees. This refers to

influencing workers to improve their performance in areas like behavior, ethics, commitment,

interpersonal relations, and professionalism.

Every organization needs to set up a number of strategies in order to improve

employee performance towards the achievement of predetermined goals. Incentives and

recognition has been identified as a main tool to maximize on the employee performance.

As employee performance will be more effective to high reward system (Ibrar and Khan,

2020).

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

Soomro, Breitenecker and Shah, (2019). Employee is a human being and dealing with

people means we are dealing with emotion and psychology. It is believed that a happy

employee can perform better in their job.

Umar (2022) stated that Salary become an important aspect of being effective if

linked to the performance significantly. Giving high salary is also the most significant aspects

for employees, because of the amount of salary reflects if it can cover their regular expenses.

Salary affected employee productivity in several ways, but the most significant impact

may be on worker motivation and satisfaction. Higher pay can increase employee

motivation and effort, producing better quality work.

The aim of this study is to discover the effects of the workplace environment on the

employees’ performances at work. This study focuses on examining current work

environment in organizations and to analyze employee performances in that environment.

The workplace environment will be explored in the study through various factors that affect

its employees and their behavior at work.

These facts show that there are important problems at a workplace that aren't known

about or haven't been solved. These problems affect how well employees do their jobs,

making them less productive, more unhappy, and less motivated, which hurts the success of

the organization as a whole. And therefore, according to the explanations provided above, the

goal of this study is to establish the influence of a productive workplace environment on

employee performance among the employees, who are educators under the college

department at Holy Cross College.

Review of Related Literature

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According to Henry and Peter (2021) the workplace environment and its impact on

employee performance were investigated in this study. It specifically examined the mixed

evidence on the influence of workplace environment dimensions such as physical,

psychosocial, and work-life balance on task performance, contextual performance, and

counter productive work behavior as employee performance dimensions.

Sebastian, Elena, and Welsen (2019) examined how to close the knowledge gap by

expanding the evidence on the relationship between a corporation's work health and safety

environment and its production organization. Organizations' investments to improve

workplace conditions should be considered economic investments. Such investment decisions

are thus expected to be strategic; however, it is not immediately clear which of several

specific dimensions of the workplace environment should be targeted and how changing them

affects worker motivation.

Christabel and Paluku (2019) said that employers must make the workplace a pleasant

place to work in order to improve relationships at work, boost employee morale, and increase

organizational productivity. This study used a descriptive-co-relational research design to

look at the link between the environment at work and employee morale. Physical aspects of

the workplace like comfortable furniture, tools and resources for work, and a good place to

work were found to have a positive relationship.

Rasool et al. (2021) looked into how a toxic work environment affects employee

engagement. In this study, a toxic workplace environment had a negative impact on employee

engagement, both directly and indirectly, via organizational support and employee well-being

. The findings of this study confirmed that a toxic workplace environment reduces employee

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engagement. Furthermore, the findings of this study confirm that organizational support and

employee well-being significantly moderate the relationship between a toxic workplace

environment and employee engagement.

In the study of Guinevere and Myla (2023), they explained the connection between

their level of engagement at work and personal characteristics, organizational commitment in

the workplace, and job satisfaction. The employees have a high level of work engagement

and job satisfaction, as well as a moderate level of organizational commitment. Employee

work engagement was significantly correlated with employee age, position, and monthly

salary. Employee engagement rises in proportion to age, position, and income.

Based on the study of Angelo (2021) he examined job satisfaction and employee

engagement in organizations, which have received a lot of attention from researchers all over

the world. Most people have some level of satisfaction or dissatisfaction with their jobs,

which varies from one to the next. The institution's reward systems included strengthening

orientation roles and programs for newly hired employees, creating a balance between work

and life, matching employees with the right job and qualifications, creating a good working

environment, fostering and strengthening teamwork at work, and speeding up the hiring and

selection process. Employees left the company because they didn't feel appreciated by

management, they couldn't move up in their careers, they were paid unfairly, they had too

many tasks and responsibilities, and they didn't have enough training and development

opportunities

According to Arun (2019) workers who feel satisfied in their jobs are more likely to

be competent, and productive workers are more likely to be happy in their jobs.

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HOLY CROSS COLLEGE
Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

Administrators can meet the dynamic and ever-increasing challenges of maintaining business

sector efficiency by keeping their workforce satisfied. Job satisfaction is one of the most

difficult issues that modern management faces when it comes to monitoring and controlling

their employees. Pay rates, interrelationships between worker and employer, as well as

executive and personnel functions, basic social assistance amenities, superior social behavior,

workplace conditions, communication skills, and retirement plans are among the most

important factors contributing to employee work satisfaction.

Ashok and Jie (2019) their study about the Human Resources Management, HRM

Strategic Integration and Organizational Performance proposes a framework for HRMSI that

aids in the formulation and implementation of strategic HRM integration in organizations to

improve organizational performance. The book's key features include a thorough examination

of strategic integration practices such as recruitment and selection, performance management,

training and development, rewards and recognition, and employee relations.

The study by Leonilo, Bea and Nuquie (2022) suggests that top management should

take turnover intentions seriously because they correspond to actual action or a decision to

leave the job. Employee departures have a negative impact on the organization's profitability

and performance. Employee turnover can be avoided if they are satisfied with their work

environment. The findings revealed that quality of work life significantly predicts turnover

intentions; however, only development, compensation, and working environment were found

to be significant with turnover intentions among the five factors.

Roy (2019) investigates the dimensions and determinants of employee pay

satisfaction. This study investigates the effect of pay satisfaction on the performance of

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teachers from selected colleges in Kolkata, India. Furthermore, pay is regarded as a major

determinant of job satisfaction, making the study both pertinent and useful. The research will

assist managers and academics in understanding the particulars of pay as a critical component

in the development of overall job satisfaction and employee performance.

In this study by Taner, Alberto, and Jin (2019) they consider the fundamental aspects

of theoretical salary administration while keeping in mind the current competitive working

environment. Recognizing the importance of performance and the potential for future

employee promotions, it is proposed to find the optimal salary increase amounts and set an

advantageous salary increase schedule.

Adele et al. (2020) explained the impact of a performance-based pay scheme for

teachers in England. They examine whether the implementation of a payment scheme based

on student accomplishments increased teacher effort using data that matches students to

individual teachers and includes both test scores and value-added. Our evaluation design

accounts for student, school, and teacher effects and employs a difference-in-difference

methodology. They discovered that the scheme improved test scores and increased value

added by about 40% per student on average.

Lavy (2021) observes that pay-for-performance incentives can improve teachers'

performance, but they can also have unintended and undesirable consequences, such as

teachers directing their efforts exclusively to rewarded activities. Incentives should balance

individual rewards with school incentives, fostering a cooperative culture. All teachers should

be eligible for the incentive, but only a subset of teachers should be rewarded in practice. If

too many teachers are rewarded, they may not need to put in much extra effort to benefit. He

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emphasizes that establishing a functional performance-based pay system is not a one-time

task.

James and John (2019) determine of both the absolute salary levels of these professors

and the most recent salary increments given to them are examined in this study, which

focuses on the influence of teaching on salary increments. It also takes into account the fact

that, due to changes in salary policy, the determinants of faculty salary increments may differ

significantly from the determinants of absolute faculty salary levels. The teaching merit

ratings are heavily influenced by student evaluations of each faculty member's instruction.

In the study by Felista, Abdhu, and Sheshu (2019) they investigate the direct

relationship between reward and employee performance, with salary, bonus, incentive,

promotion, recognition, pension, and gratuity serving as independent variables and

performance serving as the dependent variable. Employee performance was found to have a

significant relationship with salary, bonuses and incentives, promotion, and recognition.

Pensions and gratuities, on the other hand, have a negative and statistically insignificant

impact on employee performance. The study made some useful recommendations, such as the

need for a fair, moderate, and dynamic pay and reward system that is reflective of the current

societal costs of living.

According to Philip and Mohammed (2021), employee retention and high turnover

rates are among the highest sunk costs for organizations, and replacing a salaried employee is

estimated to cost between 6 and 9months salary on average. This study investigates the

impact of lean practices in an organization on employee retention, satisfaction, and job

performance. Three research questions are investigated in this paper. Determine the

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HOLY CROSS COLLEGE
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consequences of implementing lean practices within an organization. Second, explain how

lean practices improve employee performance and satisfaction. Third, do employee

performance and satisfaction influence employee retention.

Thammarak (2020) studied the Employees may experience job stress as a result of the

increasing level of competition that the organization must face, which will result in time

pressure and challenges that they must face on the job. One of these factors is good

colleagues or coworkers, and more importantly, coworkers' support may increase employees'

productivity while also reducing errors in work. Because of market competition, increasing

employee workload appears to be a common issue in the workplace. The study aims to

investigate the relationship between workload and coworker attitude and employee job

satisfaction. A positive attitude toward coworkers was associated with a higher level of job

satisfaction.

As stated in Solo (2021) investigate the differences in work values and beliefs

between the older and younger generations. Career, creativity, collaboration, continuous

improvement, changing jobs, being globally oriented, promotion, networking, and work-life

balance were the work values and beliefs factors. The modern workplace is not as simple as it

once was because it requires decision-making, problem-solving, troubleshooting, and

management, which may necessitate a prioritization of options to select the best, given the

circumstances.

Rini and Jeba (2022) explained that work is an important part of daily life, and work-

life balance issues are becoming more prevalent in the current environment. Achieving

personal and professional goals necessitates a healthy work-life balance. Work and personal

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life imbalances are detrimental to both aspects of life. Employers and employees both have an

impact on work-life balance. The purpose of this study was to provide an overview of work-

life balance, job satisfaction, work stress, and the negative consequences of work-life conflict.

Employees are emphasizing job opportunities and advancement opportunities. Employees

place a higher value on job opportunities and advancement opportunities, according to

research.

This study by Mondello and Maxcy (2019) investigates how salary distribution in

conjunction with incentive pay correlates to team success as measured by both winning and

revenue production. While the authors concentrated on the organization of interest, the same

type of analysis could be applied to other professionals who have a salary cap. Furthermore,

researchers could employ a mixed methods approach to gain a better understanding of the

decision-making processes of those in positions of influence in sport and non-sport

organizations.

Bubb (2020) considered the standard introduction to teachers' ability to achieve work-

life balance. It reflects the challenges and changes that teachers face, dealing effectively with

both the big picture and the fine details that matter. This research will help you achieve a

better work-life balanced by showing you what you can do to assess, manage, and reduce the

time you spend on schoolwork. allows you to examine how much time you spend working,

what you spend the most time on, whether the quality of your teaching is improving, and

whether you are working effectively ideas for successfully managing organizational change.

Waseem (2019) said that workers have different beliefs and points of view at work,

but that organizations are more likely to succeed if they value their employees. Employees

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who aren't responsible and do things differently at work can hurt the organization's overall

efficiency and productivity and also drive-up costs. Deviant behavior can be caused by things

like stress, anger, sexual assault, employee hostility, and organizational inequality. The goal

of this study is to find out how much interpersonal and organizational deviance there is in an

organization. To do this, workers were asked about their attitudes and actions at work that

were not appropriate.

The study of Azlan, Shirley and Melissa (2019) employees indicate that they are

believed to benefit from a comfortable physical work environment since it motivates them to

either be healthier, more productive, or absentee-free. The objective of this research is to

investigate the importance of physical environment comfort and its relationship to

productivity and employee performance. Which use physical comfort factors such as room

temperature, relative humidity, and illuminance level, these chosen case studies were assessed

in terms of employee comfort, general health, and absenteeism rates.

Rothenberg (2020) says that measuring team performance can encourage cooperation

by rewarding team success, or it can highlight and reward individual success by encouraging

competition through relative performance evaluation. When agents are the same and have

private information, it costs more to encourage cooperation with group incentives than to

encourage competition with individual incentives. When employees work harder to reach

their goals and get a reward for it, they are more productive at work. Sometimes the reward is

the most motivating factor, but most of the time it is the recognition that inspires an employee

to work harder. Employees want to know that their leadership team recognizes and values

their efforts.

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Another study from Adel, Work and Wubshet (2022) stated the impact of various

human resources components on worker job performance as well as the role of employee

engagement as a mediating role. Human resources management practices, like making

knowledge easy to find, making the most of the people who work there, improving their

ability to learn, moving up in their careers, and being good leaders, were found to be linked to

better job performance by employees. Some of the links between human resource

management factors and employee job performance are mediated by employee engagement.

Vehar (2020) says that the way you get along with your boss has a big effect on how

successful you are at work. Having the right employer, however, isn't the only factor in

having a strong relationship. Both parties must make a concerted effort to establish a fruitful

working relationship. It is your responsibility to manage your employer, just as it is theirs to

manage you. By actively managing your employer, you can reduce misunderstandings,

improve regular communication, and achieve even greater success in meeting the needs of

your administrator and your organization.

Based on the study by Tae, Hon and Deong (2019) the effects of job requirements for

creativity and promotion opportunities for creativity on employee creativity were studied. A

positive relationship between employee creativity and a proactive mindset. Additionally, both

job requirements for creativity and work satisfaction for creativity had an impact on the

relationship between a proactive personality and employee creativity. Proactive workers, in

particular, demonstrated the highest levels of creativity when the need for innovation on the

job and the administrator's support for creativity were both strong.

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Huang et al. (2019) demonstrate that employees' conscientiousness, openness to

experience, and judgments of justice are all positively correlated. They conducted three

studies to look into the relationship between supervisory intentions to follow justice norms

and employee personality. We conducted a dyadic field survey of employers and employees

to test the full mediation paradigm. In terms of potential responsibilities, both administrators

and staff members may seek to influence how employees perceive justice.

From the study of Brianne (2020) employees who are unmotivated perform poorly on

the job and may be careless. The implication is that if productivity targets are to be met,

unmotivated employees must be closely monitored in the workplace. How motivation affects

employees' attitudes toward work and employee monitoring in the workplace Employees who

are unmotivated perform poorly. People tend to underperform when they are not motivated to

do their jobs

Brien, Henson and Voss (2021) they study the role of stressors in the relationship

between personality and unproductive work behavior in context, extending the trait-activation

theory. To be more precise, researchers suggest associations between conflict-sensitive

personality traits, modified by organizational stressors, as trait-relevant situational indicators

that indicate rivalry. Even when negative affectivity was controlled for, the correlations

between personality traits and department manager CWB tended to be stronger when

stressors were high rather than low.

According to Piao and Managi (2022) employers are anticipated to benefit from

environmental, social, and governance engagement in terms of efficiency and sustainability.

The transformational change in management practices would not only help employees, but it

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would also mean that they would have more work to do, which could affect their mental

health. But there hasn't been a lot of research on how corporate ESG activities and job stress

are related. The goal of this study is to fill this knowledge gap. Workplace stress and

corporate environmental activities were found to have both positive and negative links.

Baloyi (2020) says that good leaders put a lot of emphasis on employee motivation so

that their institutions or departments can reach their goals. They accomplish this by

comprehending the significance of ethical leadership or servant leadership. People who work

in toxic environments, on the other hand, frequently have little or no choice but to reduce

their energy levels and become completely demoralized as a result of the toxicity at their

workplace.

Based on the study of Kermode (2021) respect and understanding among fellow

employees are essential in any healthy, productive, and equal-opportunity workplace. But as

an employer, do you know the special needs of gender applicants and employees. This study

is for any employer who wants to know how to work with gender employees in a respectful

way and how to avoid asking them inappropriate or personal questions. It explains what it

means to be gender, the common challenges that gender people face, and how you can best

support gender employees in their roles and relationships with colleagues.

The study by Rembiasz and Verhagen (2022) shows that employees who work too

little or too much can have a negative impact on both the individual and the organization. It

builds a computer model to study how the structure of work affects the intensity and length of

work, especially how managers assign tasks to workers. Simulations show that when

managers correctly estimate how hard a task is but underestimate how skilled an employee is,

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employees can get away with not doing their work. In the same way, when managers

overestimate an employee's skills, they give them tighter deadlines, which causes them to

work too much.

According to Melanie et al. (2022) employee engagement has long been recognized as

one of the most important issues in organizations. Organizations prioritize the retention of

individuals with the necessary skills and competencies for development and sustainability

while also energizing their workforce. Organizational communication and management

techniques are just two factors that influence the broad concept of engagement. The ability of

a manager to keep employees motivated is called emotional intelligence, which allows a

leader to understand his and his team members' feelings.

Sofia et al. (2023) this study explained the importance of a better understanding of

which organizational and psychosocial work environmental factors employers should pay

special attention to. Addressing risk and protective factors in the workplace could contribute

to employee well-being by preventing exhaustion disorder and long-term sick leave.

Aichouni et al. (2023) Working to ensure a safe and secure work environment for

workers and employees has become an essential component of achieving organizational

excellence in modern organizations. A safe work environment is essential for both employees

and employers alike. It is the right of all employees to have safety in the workplace. The main

goal of safety and health programs is to prevent workplace injuries, illnesses, and death. It is

the responsibility and duty of employers to protect their employees and keep them safe.

SIGNIFICANCE OF THE STUDY

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The study will be helpful to the community, especially to the workforce, as it will

enable them to better understand how workplaces develop and enhance employee

performances and characteristics that the entire workplace should exhibit. In particular, the

results of this study are meant to help with and have a lot of value for:

To the Employees – The results of this study will show them how important it is to be

committed to improving their productivity and how their decisions and actions are affected

by an unsuitable or unfavorable work environment.

To the Management – The result of this study will help the management or owners have

effective management strategies and references to boost a healthy workplace for their

employees, which can help them be productive and test their commitment level to their work.

To the Future Researchers – The study will benefit and help future researchers, as this

study may serve as a guideline and basis for new learning. This study will serve as a good

source of ideas as it contains helpful information gathered by the researchers, supported by

evidence from trustworthy resources.

CONCEPTUAL FRAMEWORK

The theoretical framework aims to explain the variables considered in the conceptual

framework. The relationship is defined in such a way that the set of factors has an influence

on an individual, determining the final outcome in terms of increased or decreased employee

productivity.

Training and Development aims to create and put into place training methods that

improve the efficiency of the organization. Tannenbaum (2020) says that the process of

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training and development has one of the most complete models. Every organization must use

a variety of methods to help employees do their jobs better and reach their goals. The impact

of training on employee performance has also been mentioned. Utilizing the desires of the

employee within the organization plays a distinct role in reaching an organizational goal.

(Zahid Hussain Bhat, 2021)

Al-Shammari (2022) also put forth another theory. The increased workload influences

the stress levels of employees. The most challenging task at work is due to the employees'

heavy workloads and competing deadlines. Excessive workloads cause stress and exhaustion

in employees, negatively affecting their health, motivation level, and productivity. The

organizations must plan out the workload equally, evenly distributing it among the

employees, and the number of days one should complete the task should be achievable and

practical to do it to avoid burden and stress on any employee (Mohamed, 2021). Planning

things out in advance benefits employees and helps firms have efficient and healthy growth.

(Aydogdu and Asikgil, 2019; Malkoc and Dal, 2020) say that employees are more

likely to be motivated when they believe that the organization and administrator will help

them build good relationships with their coworkers. If an organization doesn't help its

employees, they might not value their relationship as much as they should. It is in

management's best interests to continue to nurture the relationship by demonstrating to

workers how well they are provided for so that they might reciprocate with increased effort.

These relationships are common, resulting in both parties working together to generate

solutions. (Columbus et al., 2020). The growth of relationships will lead to more significant

benefits for all parties involved.

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Kottke and Sharafinski (2021) Stated that supervisory support is defined as the

general perceptions of employees regarding how highly their superiors value and care about

their efforts. Agents of the organization are supervisors. Workers would take their

supervisor's attitude toward them, whether friendly or unfriendly, as a sign of the

organization's support. Additionally, Eisenberger et al. (2020) mention supportive actions

within organizations. It is crucial to acquire the capacity to approach problems in the

workplace creatively.

Incentives and recognition have long been recognized as important tools for

increasing employee performance. Organizational support will improve as a result of higher

incentives (Ibrar and Khan, 2023). Organizations increasingly realize that they must achieve

an equal balance between the employee's contribution to the organization and the

organization's contribution to the employee. One of the primary motivations for rewarding

and recognizing employees is to achieve this proportion.

CONCEPTUAL FRAMEWORK

The researcher made a conceptual framework that met the goal of this study by using

the variables from the mentioned theories.

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The study determined the following problems by measuring specific variables, and the

impact of the workplace environment on employee performance will be conceptualized and

depicted in Figure 1.

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STATEMENT OF THE PROBLEM

The study is focuses on the correlation of employee performance and how productive work

environment influence employee performance. It seeks to answer the following questions:

1. How may the respondents describe employee performance in terms of:

1.1 Gender;

1.2 Age;

1.3 Educational Attainment;

1.4 Employment Status; and

1.5 Length of Experience.

2. What is the workplace environment's level in terms of:

2.1 Physical workplace; and

2.2 Psychosocial.

3. What is the level of employees' performance in terms of:

3.1 Training and development;

3.2 Adequate workload;

3.3 Good Relations with co-workers;

3.4 Supervisor support;

3.5 Incentives and recognition; and

3.6 Salary.

4. Is there a significant relationship between the respondents’ profile and their:

4.1 Workplace environment?

4.2 Employees’ performance?

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5. Is there a significant relationship between employees’ workplace environment and

employees’ performance?

HYPOTHESIS

Ho1: There is no significant relationship between the respondents’ profile and employees’

performance.

Ho2: There is no significant relationship between the respondents’ profile and employees’

workplace environment.

Ho3: There is no significant relationship between the employees’ performance and

employees’ workplace environment.

DEFINITION OF TERMS

Employee performance- Involves factors such as quality, quantity, and effectiveness of

work as well as the behaviors your employees show in the workplace.

Workplace - A place where people work, such as an office or factory.

Work environment - The setting, social aspects, and physical conditions in which an

individual performs their job.

Organization - It is to ensures that resources are used as efficiently as possible at work

through proper planning and supervision.

Training and Development - Organizational training programs intended to enhance an

individual's or group's performance on the job.

Adequate Workload - The quantity of work or working hours that are anticipated or allotted.

Good Relations with co-worker - A workgroup's ability to communicate with and support

one another, as well as the sense that everyone is contributing to the task at hand.

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Supervisor Support - It can be defined as the level to which leaders respect the contributions

of and give thought to the welfare of their workforce. Employees are more likely to feel

heard, respected, and cared for under a leader who has strong supervisor support.

Incentives and Recognition - People are recognized for their success through a system

called recognition and incentives, either intrinsically or extrinsically. In a workplace where

individuals' achievements are fairly and promptly acknowledged and appreciated, there is

acknowledgment and compensation.

SCOPE AND DELIMITATION OF THE STUDY

The scope of this study is to know the working experience of the employee at Holy

Cross College, located in Sta. Lucia, Sta. Ana, and Pampanga. The study's participants are

employees in the college department at Holy Cross College. Its primary goal is to identify the

various working environments, how they deal with the problems they will face, and devise

solutions to these problems. This survey was conducted with the participation of 104

employees. This study will find out how a productive workplace environment significantly

impacts an employee's performance and productivity.

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CHAPTER II

METHODOLOGY OF THE STUDY

This chapter discusses methods and techniques used for testing and evaluating the

collected data. The collected data will be examined and explained in detail, allowing for an

evaluation of the results. The chapter includes research design, sampling technique, selected

population, sample size, instruments for testing data, deployed techniques, and methods used

to collect data. The study further addresses ethical concerns while doing it. This chapter

discusses the research strategy, location, respondents, instruments, data collection technique,

ethical considerations, statistical treatment of data used in this study, and questionnaire

formulation and validation.

RESEARCH DESIGN

The study utilized a Quantitative method. The Quantitative method is used to assess the

impact of a productive workplace environment on employee performance by the employee

under the college department at Holy Cross College. The researchers used a validated

questionnaire as a tool to determine if a productive workplace environment affects the

employee's performance.

Questions were administered through a questionnaire. After the participants answered

the questions, the researchers gathered the information and described the responses. The

survey questionnaire has been used as the main tool for data collection in the quantitative

research approach.

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Quantitative methods focus on objective measurements and the statistical,

mathematical, or numerical analysis of data gathered through surveys and questionnaires. The

goal of quantitative research is to figure out how a variable that is not controlled by the

researcher affects a variable that is controlled by the researcher. In this study, the researchers

will use a descriptive type of quantitative research design to find links between the variables.

RESPONDENTS OF THE STUDY

The respondents to this study are teaching staff under the college department of Holy

Cross College. The total number of respondents selected for this research is 104, both full-

time and part-time. This study's total number of respondents is based on the solving formula

that we have applied to our research questionnaire to determine and analyze the impact of a

productive workplace environment on employee performance.

Slovin’s Formula Applied:

n=N/(1+Ne^2)
n=108/(1+108*0.02^2)
n=103.53
n=104

INSTRUMENTS OF THE STUDY

The research instrument that the researcher utilized in gathering the data and

information of the selected respondents was a correlational questionnaire, which is an

adaptive questionnaire that is validated by the research consultant and consists of at least 34

questions based on the research problems that seek to give information and answer questions

in regards to the research title, The influence of a workplace environment on employee

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performance. The questionnaire has three parts, which are a Likert scale type of question with

a scaling type of Strongly Agree (5), Agree (4), Neither Agree nor Disagree (3), Disagree (2),

and Strongly Disagree (1), divided into two topics regarding factors that affect the employee's

performance and workplace environment. The researchers consulted and validated the

questionnaire with their consultant and pilot tested it to ensure its dependability. On our

research instrument, the upper part is a description of what the research is all about and an

instruction on how to answer the questionnaire. The first topic is factors that affect the

employees’ performance, which include training and development, an adequate workload,

good relations with co-workers, supervisory support, and incentives and recognition. The

second topic is questions related to the factors of the workplace environment, which are the

physical work environment and workplace culture.

DATA GATHERING PROCEDURE

The researchers took time to conceptualize what the title of this research study would

be. Then, the researchers made research questionnaires, which our research adviser and

technician will check. The researchers will write a letter of permission or approval to the

research adviser. After our research instructor validated the letter, the researchers will

conduct a pilot study of survey instruments to measure the factors that affect employee

performance, and to prove that it is valid and reliable. The pilot testing of the survey

instruments will be done in Holy Cross College at Sta. Lucia, Sta. Ana. A total of 30

respondents will be participating in the pilot testing procedure.

After The researchers used database questionnaires that were given to the

questionnaire forms by the selected respondents using paper surveys. The research questions

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or problem statements will then be addressed using the information collected from the

respondents, with the certainty that all the information and data collected are going to be used

solely for research purposes. The researchers adopted and adapted survey questionnaires.

The last phase of data collection procedure, researchers start counting and tallying the data

from the respondents and analyzing it before interpreting.

DATA PROCESSING PROCEDURE AND STATISTICAL TREATMENT

The entirety of the data will be consolidated and processed utilizing statistical

methods. The information obtained from the participants will be cross-checked, encoded,

calculated, and analyzed statistically. The accumulated facts will be converted into a practical

format. To indicate the response of individuals to the evaluation of employee performance

and employee productivity, a proportion will be employed. The proportion is suitable when it

is crucial to ascertain the number of respondents who provided a certain response. According

to the Jove journal (2023) A distribution of frequencies in percentage is a representation of

information that demonstrates the percentage of data points or sets of data points for each

observation. This is a frequently employed technique to convey the relative frequency of

survey answers and other data, and it is frequently depicted using bar graphs, pie charts, or

tables. The procedure requires splitting the overall number of observations into smaller parts

and then dividing the overall observations by the total number of observations. Percentages

may be used to indicate the precision of the data. A mean that takes into account the

weightage of responses will be employed to gauge the level of evaluation for employee

performance, and employee productivity. This method will compute the data's average value.

As stated by Diksha (2023) The formula for weighted mean is a statistical technique that

computes the mean by adding up the products of weights and their corresponding means. This

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is a kind of mean that uses weights to assign significance to each observation and determine

their relative importance. The survey instrument for employee performance, and productivity

will be put to the test using Cronbach's alpha and Pearson R. To determine if two variables

are linearly correlated, the researcher shall utilize the Pearson R statistic.

Interval Descriptive Interpretation

1.00 – 1.80 Strongly Disagree

1.81 – 2.60 Disagree

2.61 – 3.40 Moderately Agree

3.41 – 4.20 Agree

4.21 – 5.00 Strongly Agree

ETHICAL CONSIDERATION

The researchers will use the ethical principles that Bryman and Bell (2019) came up

with. The people who take part in this study will not be hurt in any way, and their dignity will

be respected above all else. Before the study starts, the research adviser and college

department teachers at Holy Cross College will be asked for their full consent. Also, the

privacy of research participants will be protected, and the study data will be kept secret.

Individuals and organizations will also be kept anonymous. During the study, it will be very

important not to lie or exaggerate about the goals and objectives of the study. Conflicts of

interest, funding sources, and affiliations will also be discussed. Additionally, inaccurate

representations of the primary data results and misleading information will be avoided.

Lastly, all research-related communications will be conducted openly and honestly.

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CHAPTER III

PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA

In this chapter, the gathered data along with its interpretation were presented in tabular form

arranged chronologically considering the statement of the problem. These findings were the

bases upon which the conclusions and recommendation were derived. The study was focused

on the correlation of employee performance and how work environment influence employee

productivity in an organization.

Table 1. Socio-demographic Characteristics of the Respondents.

Profile Categories Frequency Percentage

Male 55 52.90
Sex Female 49 47.10
Total 104 100.00
20 to 25 years old 29 27.90
26 to 30 years old 55 52.90
Age 31 to 40 years old 14 13.50
41 years old and above 6 5.80
Total 104 100.00
Bachelor's Degree 59 56.70
Educational Master's Degree 37 35.60
Attainment Doctorate Degree 8 7.70
Total 104 100.00
Full-time 56 53.80
Employment Status Part-time 48 46.20
Total 104 100.00
Less than 3 years 53 51.00
Length of Service 4 to 8 years 49 47.10
9 years and above 2 1.90
Total 104 100.00
Table 1 shows the socio-demographic characteristics of the respondents when grouped

by sex, age, educational attainment, employment status, and length of service. Based on the

collected data, in terms of sex, most of the respondents were male (55 or 52.90%). As to age,

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it was found that majority of them were 26 to 30 years old (26 to 30 years old). In terms of

educational attainment, it was found that most of them were bachelor’s degree holder (59 or

56/70%). On the other hand, this study also found that most of the respondent have a full-time

job (56 or 53.80%) and have a less than three years in the service (53 or 51.00%).

Alex et al. (2023) Measurement of the manifestation level of the respondent's socio-

demographic traits and its relationship to his functional position in the team is the goal of the

study's first phase. The ISM RANEPA master programs were used in the experiment. Teams

are formed based on test findings of teacher personality traits to ascertain their tendency to

assume leadership roles in accordance with R's method.

Table 2. Respondents’ level of perception towards their workplace environment

Factor of Workplace Environment Mean SD Interpretation

Physical Work environment 3.6827 0.3945 Agree
I feel like I work in an unsuitable environment
(not enough ventilation, the wrong Strongly
1.4712 0.6379
temperature, bad air quality, and a crowded Disagree
office), which hurts my work performance.
My workplace provides a peaceful space in
4.3654 0.8012 Strongly Agree
which I can concentrate on my work.
I am satisfied with the performance of the
4.3558 0.6219 Strongly Agree
devices I use in my workplace.
My workplace provides a secure working
4.5385 0.5009 Strongly Agree
environment for all of its employees.
Psychosocial 3.7244 0.4848 Agree
I work for an organization that gives high
4.5481 0.6518 Strongly Agree
priority to employee mental health.
I feel I work in a safe workplace, which helps
4.0192 0.7630 Agree
my performance at work.
I feel I work in a workplace that allows
employees to spend enough time with family, 4.0192 0.7371 Agree
friends, and non-work activities.
My work consumes so much energy that it
2.0000 0.5214 Disagree
negatively affects my personal life.
My workplace provides open communication,
4.2692 0.4873 Strongly Agree
meaningful work, and core beliefs.

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I feel comfortable sharing my opinions and

3.4904 1.2227 Agree
ideas with my fellow workers and superiors.
Grand Mean 3.7035 0.4396 Agree
Legend: 1.00 - 1.80: Strongly Disagree, 1.81 - 2.60: Disagree, 2.61 - 3.40: Neither, 3.41 - 4.20: Agree, 4.21 -
5.00: Strongly Agree

Table 2 presents the respondents’ level of perception towards their workplace

environment. In terms of physical work environment, study revealed that the computed mean

was 3.6827 with a standard deviation of 0.3945 and interpreted as agree.

Aichouni et al. (2023) working to ensure a safe and secure work environment for

workers and employees has become an essential component of achieving organizational

excellence in modern organizations. Occupational safety and health programs help in

attracting and retaining the workforce and human competencies, thus improving the

operational and organizational performance of these organizations.

A safe work environment is essential for both employees and employers alike. It is

the right of all employees to have safety in the workplace. The main goal of safety and health

programs is to prevent workplace injuries, illnesses, and death. It is the responsibility and

duty of employers to protect their employees and keep them safe.

In term of psychosocial, it was found that the computed mean was 3.7244 with a

standard deviation of 0.4848 and interpreted as agree.

Prioritizing the mental health of employees helps them in their organization be more

productive and stay focused on their work. The main goal of prioritizing mental health is to

prevent the mental breakdown of employees due to workload.

Finally, based on the computed data, it was revealed that the grand mean was 3.7035

with a standard deviation of 0.4396 and implies that majority of the respondents agree

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towards the workplace environment items in terms of physical work environment and

psychosocial.

According to Henry and Peter (2021) the workplace environment and its impact on

employee performance were investigated in this study. It specifically examined the mixed

evidence on the impact of workplace environment dimensions such as physical, psychosocial,

and work-life balance on task performance, contextual performance, and counterproductive

work behavior as employee performance dimensions.

Having a good workplace environment is essential to improving productivity and

protecting the mood, value, worth, and emotional well-being of employees. The workplace

environment helps the employee engage in social interaction with its co-workers.

Table 3. Respondents’ level of perception towards their performance

Factors Affecting Employees' Performance Mean SD Interpretation

Training and development 4.4250 0.4205 Strongly Agree
Good training and development programs help employees get
4.5000 0.5397 Strongly Agree
better at their jobs and learn new skills they need to do their jobs.
Training brings intense teamwork, which helps the organization
4.4231 0.4964 Strongly Agree
increase work efficiency.
Training enables me to improve skills, knowledge, attitude, and
4.3365 0.5848 Strongly Agree
capability.
The training I received helped me enhance the quality of my
4.4135 0.5326 Strongly Agree
products and services.
Training helps me enhance the use of tools and machines and
4.4519 0.5191 Strongly Agree
operational safety.
Adequate workload 4.3212 0.4393 Strongly Agree
Adequacy in workload (task and time given to complete the task)
4.4327 0.6501 Strongly Agree
helps me participate in developing a good work environment.
An adequate workload allows me to improve my performance at
4.3173 0.6864 Strongly Agree
work.
My tasks and responsibilities are always thoroughly explained to
4.4038 0.5832 Strongly Agree
me.
I am under pressure to keep up with my due dates. 4.3750 0.5777 Strongly Agree
My company has enough facilities to help minimize the amount
4.0769 0.9316 Agee
of work.
Good Relations with co-workers 4.4952 0.5143 Strongly Agree
I believe good relationships with coworkers help build a good
4.5096 0.6385 Strongly Agree
work environment.
Having a good relationship with my co-workers makes me
comfortable and more productive in my current work 4.5192 0.6533 Strongly Agree
environment.
Positive work relationships make me feel valued, which leads me 4.5673 0.6195 Strongly Agree

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to be more productive.
A good relationship leads to the spread of knowledge from
4.3846 0.7797 Strongly Agree
trained to untrained workers in collaborative team settings.
Supervisor support 4.3894 0.4149 Strongly Agree
My supervisor helps improve the work environment in the
4.3750 0.5430 Strongly Agree
organization.
My performance level has improved with the help and support
4.3077 0.5587 Strongly Agree
from my supervisor.
My supervisor treats employees fairly and shows appreciation for
4.4231 0.4964 Strongly Agree
and recognizes good work.
My supervisor's assistance helps us become familiar with an
4.4519 0.5892 Strongly Agree
organization's literature, which benefits the organization.
Incentives and recognition 4.5481 0.4442 Strongly Agree
Good employee benefits, such as rewards and incentives, help
4.5577 0.5366 Strongly Agree
create a good and positive work environment.
Bonuses, promotions, and appraisals encourage us to perform
4.5673 0.6036 Strongly Agree
better and motivate us to achieve organizational goals.
Receiving incentives and rewards at work makes me motivated. 4.6154 0.6123 Strongly Agree
I am ready to increase my work efforts in order to gain rewards. 4.5288 0.5738 Strongly Agree
The rewards have a positive effect on the work environment. 4.4712 0.5738 Strongly Agree
Salary 3.5024 0.3678 Agree
I believe that my salary is acceptable for the work I perform. 3.9327 0.8391 Agree
My salary affects my educational performance and teaching
1.5192 0.6383 Strongly Disagree
effort.
My salary motivates me to boost my performance. 4.3173 0.6116 Strongly Agree
My salary is sufficient to cover all of my regular living expenses. 4.2404 0.6308 Strongly Agree
Grand Mean 4.2802 0.4335 Strongly Agree
Legend: 1.00 - 1.80: Strongly Disagree, 1.81 - 2.60: Disagree, 2.61 - 3.40: Neither, 3.41 - 4.20: Agree, 4.21 -
5.00: Strongly Agree

Table 3 presents the respondents’ level of perception towards their performance. In terms of

training and development, study revealed that the computed mean was 4.4250 with a standard

deviation of 0.4205 and interpreted as Strongly agree.

According to Elnaga and Imran (2021) any organization depends on its employees to operate

effectively. The effectiveness of the company's workforce determines whether it succeeds or fails. As

a result, top management understood how necessary it was to spend time and money on training and

development to raise performance in the organization. Additionally, it examines the research and

numerous case studies on the significance of training for developing employee performance.

Having good training and development programs helps employees get better at their jobs,

learn new skills that they need to do their jobs, and increase their work efficiency.

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In term of Adequate Workload, it was found that the computed mean was 4.3212 with a

standard deviation of 0.4393 and interpreted as Strongly agree.

According to Thammarak (2020) studied the Employees may experience job stress as a result

of the increasing level of competition that the organization must face, which will result in time

pressure and challenges that they must face on the job. One of these factors is good colleagues or

coworkers, and more importantly, coworkers' support may increase employees' productivity while

also reducing errors in work.

In term of Good Relation with Co-workers, it was found that the computed mean was 4.4952

with a standard deviation of 0.5143 and interpreted as Strongly agree.

Based on the study by Tae, Hon and Deong (2019) the effects of job requirements for

creativity and promotion opportunities for creativity on employee creativity were studied. A positive

relationship between employee creativity and a proactive mindset.

In term of Supervisor support, it was found that the computed mean was 4.3894 with a

standard deviation of 0.4149 and interpreted as Strongly agree.

Another study from Adel, Work and Wubshet (2022) stated the impact of various human

resources components on worker job performance as well as the role of employee engagement as a

mediating role. Human resources management practices, like making knowledge easy to find,

making the most of the people who work there, improving their ability to learn, moving up in their

careers, and being good leaders, were found to be linked to better job performance by employees. In

term of Incentives and Recognition, it was found that the computed mean was 4.5481 with a standard

deviation of 0.4442 and interpreted as Strongly agree.

Lavy (2021) observes that pay-for-performance incentives can improve teachers'

performance, but they can also have unintended and undesirable consequences, such as teachers

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directing their efforts exclusively to rewarded activities. Incentives should balance individual

rewards with school incentives, fostering a cooperative culture. All teachers should be eligible for the

incentive, but only a subset of teachers should be rewarded in practice. If too many teachers are

rewarded, they may not need to put in much extra effort to benefit

In term of Salary, it was found that the computed mean was 3.5024 with a standard deviation

of 0.3678 and interpreted as Agree.

James and John (2019) determine of both the absolute salary levels of these professors and

the most recent salary increments given to them are examined in this study, which focuses on the

influence of teaching on salary increments. It also takes into account the fact that, due to changes in

salary policy, the determinants of faculty salary increments may differ significantly from the

determinants of absolute faculty salary levels.

Finally, based on the computed data, it was revealed that the grand mean was 4.2802 with a

standard deviation of 0.4335 and implies that majority of the respondents agree towards the

Employee performance items in terms of physical work environment, psychosocial, training and

development, adequate workload, good relation with co-workers, supervisor support, incentives and

recognition, and salary.

As Mohamad (2021) mentioned, a positive work environment is a great tool to encourage

employee safety, development, and goal achievement. Several factors affect employee performance,

such as lack of training and development processes, workload, and relationships.

Table 4. Normality Test

Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
Physical Workplace .212 104 .000 .916 104 .000
Psychosocial .103 104 .008 .961 104 .004

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Training and
.229 104 .000 .852 104 .000
Development
Adequate Workload .143 104 .000 .932 104 .000
Good Relation with co-
.199 104 .000 .841 104 .000
workers
Supervisor Support .211 104 .000 .884 104 .000
Incentives and
.205 104 .000 .860 104 .000
Recognition
Salary .151 104 .000 .953 104 .001
Table 4 shows the normality of the data gathered from the study. Based on the findings using

Kolmogorov-smirnov and shapiro - wilk tests, the computed p-values were all less than the 0.05 level

of significant and implies that variables such as physical work environment, psychosocial, training

and development, adequate workload, good relation with co-workers, supervisor support, incentives

and recognition, and salary were not normally distributed and hence, a non-parametric test such as

spearman-rho was utilized in determining the significant relationship of each variables. And Kruskal

Wallis and Mann Whitney U test were employed for significant difference.

Table 5. Significant difference of workplace environment and employee’s performance

when grouped according to the respondents’ demographic profile in terms of sex

Variable 1 Variable 2 p-value Decision Interpretation

Sex Physical
Work Place Workplace 0.674 Accept Ho Not Significant
Environment
Psychosocial 0.233 Accept Ho Not Significant

Employees’ Training and

0.628 Accept Ho Not Significant
Performance Development

Adequate
0.689 Accept Ho Not Significant
Workload

Good Relation
0.093 Accept Ho Not Significant
to Co-workers

Supervisor 0.002 Accept Ha Significant

Support

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Incentives and
0.077 Accept Ho Not Significant
Recognition

Salary 0.000 Accept Ha Significant

Legend: Independent Samples Mann Whitney U Test at 0.05 level of significance

Table 5 shows the significant difference of workplace environment and employee’s

performance when grouped according to the respondents’ demographic profile in terms of sex. Based

on the computed data, it was found that physical workplace (0.674), psychosocial (0.233), training

and development (0.628), adequate workload (0.689), good relation to co-workers (0.093), and

incentive and recognition (0.077) revealed no significant difference when grouped according to sex.

This indicates that sex is not a factor affecting the physical workplace, psychosocial, training and

development, adequate workload, good relation to co-workers, and incentive and recognition of an

employee.

The study of Azlan, Shirley and Melissa (2019) employees indicate that they are believed to

benefit from a comfortable physical work environment since it motivates them to either be healthier,

more productive, or absentee-free. Sofia et al. (2023) this study explained the importance of a better

understanding of which organizational and psychosocial work environmental factors employers

should pay special attention to.

On the other hand, it was found that supervisor support (0.002) and salary (0.000) were found

to be significantly different when grouped by sex. This implies that a person’s sex could affect the

supervisor support and salary of an employee.

Vehar (2020) says that the way you get along with your boss has a big effect on how

successful you are at work. Having the right employer, however, isn't the only factor in having a

strong relationship. Both parties must make a concerted effort to establish a fruitful working

relationship. Miller and Cohen (2020) productivity-based incentives and bonus payments have

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become responsible for an increasing proportion of total compensation. The researchers conclude that

this particular incentive plan, which was primarily aimed at productivity, shifted the distribution of

total compensation significantly in favor of faculty.

Table 6. Significant difference of workplace environment and employee’s performance

when grouped according to the respondents’ demographic profile in terms of age

Variable 1 Variable 2 p-value Decision Interpretation

Physical
Work Place Workplace 0.338 Accept Ho Not Significant
Environment
Psychosocial 0.002 Accept Ha Significant

Training and
0.930 Accept Ho Not Significant
Development

Adequate
0.923 Accept Ho Not Significant
Workload
Age
Good Relation
Employees’ to Co-workers 0.618 Accept Ho Not Significant
Performance
Supervisor
0.673 Accept Ho Not Significant
Support

Incentives and
0.881 Accept Ho Not Significant
Recognition

Salary 0.353 Accept Ho Not Significant

Legend: Independent Samples Kruskal Wallis Test at 0.05 level of significance

Table 6 shows the significant difference of workplace environment and employee’s

performance when grouped according to the respondents’ demographic profile in terms of Age.

Based on the computed data, it was found that physical workplace (0.338), training and development

(0.930), adequate workload (0.923), good relation to co-workers (0.618), supervisor support (0.673),

incentive and recognition (0.881) and salary (0.353) revealed no significant difference when grouped

according to age. This indicates that age is not a factor affecting the physical workplace, training and

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development, adequate workload, good relation to co-workers, supervisor support , incentive and

recognition and salary of an employee.

In the study of Guinevere and Myla (2023) they explained the connection between

their level of engagement at work and personal characteristics, organizational commitment in the

workplace, and job satisfaction. The employees have a high level of work engagement and job

satisfaction, as well as a moderate level of organizational commitment. Employee work engagement

was significantly correlated with employee age, position, and monthly salary. Employee engagement

rises in proportion to age, position, and income.

Acceptance of employees in different ages in the workplace makes the organization

reduce discrimination on the basis of hiring, promotion, discharge, compensation, or terms,

conditions or privileges of employment.

On the other hand, it was found that psychosocial (0.002) was found to be significantly

different when grouped by age. This implies that a person’s age could affect the psychosocial of an

employee.

Sofia et al. (2023) this study explained the importance of a better understanding of

which organizational and psychosocial work environmental factors employers should pay special

attention to. Addressing risk and protective factors in the workplace could contribute to employee

well-being by preventing exhaustion disorder and long-term sick leave.

Table 7. Significant difference of workplace environment and employee’s performance

when grouped according to the respondents’ demographic profile in terms of
educational attainment

Variable 1 Variable 2 p-value Decision Interpretation

Educational Work Place Physical

0.001 Accept Ha Significant
Attainment Environmen Workplace
t
Psychosocial 0.000 Accept Ha Significant

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Training and
0.001 Accept Ha Significant
Development

Adequate
0.031 Accept Ha Significant
Workload

Good Relation
Employees’ to Co-workers 0.009 Accept Ha Significant
Performance
Supervisor
0.461 Accept Ho Not Significant
Support

Incentives and
0.013 Accept Ha Significant
Recognition

Salary 0.062 Accept Ho Not Significant

Legend: Independent Samples Kruskal Wallis Test at 0.05 level of significance

Table 7 shows the significant difference of workplace environment and employee’s

performance when grouped according to the respondents’ demographic profile in terms of

Educational Attainment. Based on the computed data, it was found that supervisor support (0.461),

and salary (0.062) revealed no significant difference when grouped according to Educational

Attainment. This indicates that Educational Attainment is not a factor affecting the supervisor

support, and salary of an employee.

As stated by James and John (2019) both the absolute salary levels of these professors

and the most recent salary increments given to them are examined in this study, which focuses on the

influence of teaching on salary increments. It also takes into account the fact that, due to changes in

salary policy, the determinants of faculty salary increments may differ significantly from the

determinants of absolute faculty salary levels. The teaching merit ratings are heavily influenced by

student evaluations of each faculty member's instruction.

On the other hand, it was found that physical workplace(0.001), psychosocial(0.000), training

and development(0.001), adequate workload(0.031), good relation with co-workers(0.009), and

incentives and recognition (0.013) were found to be significantly different when grouped by

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Educational Attainment. This implies that a person’s Educational Attainment could affect the

physical workplace, psychosocial, training and development, adequate workload, good relation with

co-workers, and incentives and recognition of an employee.

According to Anisa and Tine (2022), employee performance and its implications for

organizational performance are two factors that influence compensation and the success of an

organization. Performance is also considered important in order for an organization to have a good

reputation when providing services.

Table 8. Significant difference of workplace environment and employee’s performance

when grouped according to the respondents’ demographic profile in terms of
employment status

Variable 1 Variable 2 p-value Decision Interpretation

Work Place Physical

0.846 Accept Ho Not Significant
Environmen Workplace
t Psychosocial 0.000 Accept Ha Significant

Training and
0.841 Accept Ho Not Significant
Development

Adequate
0.931 Accept Ho Not Significant
Employment Workload
Status Good Relation
Employees’ to Co-workers 0.615 Accept Ho Not Significant
Performance
Supervisor
0.299 Accept Ho Not Significant
Support

Incentives and
0.485 Accept Ho Not Significant
Recognition

Salary 0.792 Accept Ho Not Significant

Legend: Independent Samples Mann Whitney U Test at 0.05 level of significance

Table 8 shows the significant difference of workplace environment and employee’s

performance when grouped according to the respondents’ demographic profile in terms of

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Employment Status. Based on the computed data, it was found that physical workplace (0.846),

training and development(0.841), adequate workload(0.931), good relation with co-workers (0.615),

supervisor support (0.299), incentives and recognition (0.485) and salary (0.792) revealed no

significant difference when grouped according to Employment Status. This indicates that

Employment Status is not a factor affecting the supervisor support, and salary of an employee.

According to Carolyn (2022) it is frequently necessary for courts to use common-

sense thinking to settle contentious problems while deciding on a worker's employment status. These

conclusions, which are frequently based on the judges' general knowledge or intuition, may be stated

as obvious or well-known commercial or societal facts. These presumptions must reflect a modern

and socially inclusive concept of workplace interactions, given the consequences of classifying a

worker as an employee.

On the other hand, it was found that psychosocial (0.000) was found to be significantly

different when grouped by Employment Status. This implies that a person’s Employment Status

could affect the psychosocial of an employee.

Weber et al. (2021) say that reduced work capacity is most frequently caused by mental

disorders. Identifying workplace variables that can improve a depressed employee's capacity to work.

Table 9. Significant difference of workplace environment and employee’s performance

when grouped according to the respondents’ demographic profile in terms of length of
service

Variable 1 Variable 2 p-value Decision Interpretation

Length of Physical
Work Place Workplace 0.138 Accept Ho Not Significant
Service
Environment
Psychosocial 0.341 Accept Ho Significant

Employees’ Training and

0.883 Accept Ho Not Significant
Performance Development

Adequate 0.327 Accept Ho Not Significant

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Workload

Good Relation
0.054 Accept Ho Not Significant
to Co-workers

Supervisor
0.018 Accept Ha Significant
Support

Incentives and
0.956 Accept Ho Not Significant
Recognition

Salary 0.648 Accept Ho Not Significant

Legend: Independent Samples Kruskal Wallis Test at 0.05 level of significance

Table 9 shows the significant difference of workplace environment and employee’s

performance when grouped according to the respondents’ demographic profile in terms of Length of

Service. Based on the computed data, it was found that physical workplace (0.138), training and

development (0.883), adequate workload (0.327), good relation with co-workers (0.054), incentives

and recognition (0.956) and salary (0.648) revealed no significant difference when grouped

according to Length of Service. This indicates that Length of Service is not a factor affecting the

physical workplace, training and development, adequate workload, good relation with co-workers ,

incentives and recognition and salary of an employee.

As studied by Abdul (2023) It was observed that the factors like supervisor support, relation

with co-workers, training and development, incentives and recognition plans, adequate work load at

workplace are helpful in developing a working environment that has an impact on employees

willingness to stay on the job.

On the other hand, it was found that psychosocial (0.341) and supervisor support (0.018)

were found to be significantly different when grouped by Length of Service. This implies that a

person’s Length of Service could affect the psychosocial and supervisor support of an employee.

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Sybil et al. (2019) More than 82 percent of 950 respondents reported at least some workplace.

After controlling for demographic and work factors, explained psychosocial. In additional Supervisor

Support factors has impact on levels of being permanent on work.

Table 10. Significant relationship between physical workplace and the employees’
performance
Variable 1 Variable 2 Correlation p-value Relationship Significance
a
Coefficient

Training and Moderate and

0.418** 0.000 Significant
Development positive

Adequate Moderate and

0.350** 0.000 Significant
Workload positive

Good Relation to Very Weak and

0.099 0.318 Not Significant
Physical Co-workers positive
Workplace Supervisor Weak and
0.191 0.052 Not Significant
Support positive

Incentives and Very Weak and

0.073 0.462 Not Significant
Recognition positive

Weak and
Salary 0.198* 0.044 Significant
positive

Legend: a tested using Spearman’s rho correlation test; -1.0 to -0.5 or 1.0 to 0.5 strong relationship; -0.5 to -0.3
or 0.3 to 0.5 moderate relationship; -0.3 to -0.1 or 0.1 to 0.3 weak relationship; -0.1 to 0.1 none or very weak
relationship; ** significant at α =0.01 ; * significant at α =0.05

Table 10 shows the Significant relationship between physical workplace and the

employees’ performance. Based on the computed data, it was found that good relation to co-workers

(0.099, 0.318), supervisor support (0.191, 0.052), and incentive and recognition (0.073, 0.462) were

not significantly correlated to physical workplace.

The findings of the study indicated that there is a strong positive relationship between

physical workplace and employees’ performance while it showed that reward, co-worker relations,

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supervisor relations, resource and organizational support have a moderate relationship with employee

engagement. Mona (2023)

On the other hand, it was revealed that training and development (0.418**, 0.000), adequate

workload (0.350**, 0.000), and salary (0.198*, 0.044) were significantly correlated in terms of

physical workplace. This implies that the physical workplace has a connection to employees training

and development, adequate workload, and salary.

Weber et al. (2021) say that Employees are viewed as a key source of competitive

advantage in any organization. Any organization's performance determines whether or not

organizational goals are achieved. In order to increase employee performance, top management

should make large investments in training and development. The idea of training and development is

focused with enhancing employees' job-related skills while also promoting and growing them to

various levels of management.

Table 11. Significant relationship between psychosocial and the employees’ performance

Variable 1 Variable 2 Correlation p-value Relationship Significance

Coefficienta

Psychosocial Training and Moderate and

0.429** 0.000 Significant
Development positive

Adequate Weak and

0.285** 0.003 Significant
Workload positive

Good Relation to Weak and

0.152 0.123 Not Significant
Co-workers positive

Supervisor Weak and

0.245* 0.012 Significant
Support positive

Incentives and Weak and

0.171 0.083 Not Significant
Recognition positive

Salary 0.224* 0.022 Weak and Significant

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positive

Legend: a tested using Spearman’s rho correlation test; -1.0 to -0.5 or 1.0 to 0.5 strong relationship; -0.5 to -0.3
or 0.3 to 0.5 moderate relationship; -0.3 to -0.1 or 0.1 to 0.3 weak relationship; -0.1 to 0.1 none or very weak
relationship; ** significant at α =0.01 ; * significant at α =0.05

Table 11 shows the Significant relationship between Psychosocial and the employees’

performance. Based on the computed data, it was found that good relation to co-workers (0.152,

0.123), and incentive and recognition (0.171, 0.083) were not significantly correlated to

Psychosocial.

Sebastiaan and Cohen (2023) analyzed that Work environment and job enrichment

showed the strongest relationships with employee engagement, while rewards, co-worker relations,

resources, and organisational support showed moderate relationships with employee engagement.

Work environment, job enrichment and the availability of resources affected employee engagement

indirectly via experiences of psychological meaningfulness, while the availability of resources and

co-worker relations affected employee engagement indirectly through psychological availability.

On the other hand, it was revealed that training and development (0.429**, 0.000), adequate

workload (0.285**, 0.003), Supervisor support (0.245*, 0.012), and salary (0.224*, 0.022) were

significantly correlated in terms of psychosocial. This implies that the psychosocial has a connection

to training and development , adequate workload, Supervisor support, and salary.

Raja and Muhammad (2022) indicated that workload, salary, and support play an

essential role in the level of job performance of any individual whether in the form of an increase or

decrease and also in psychological. This study intends to investigate the impact of workload,

remuneration and psychological reward on job performance along with mediating role of

psychological. Data for this study was collected from 231 employees of different private sectors and

analyzed by using correlation analysis. The result of the study indicates that psychological showed

positive significant impact on job performance.

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CHAPTER 4

SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

SUMMARY OF FINDINGS

The researchers aimed to describe the data gathered from the 104 teaching staff under

the college department at Holy Cross Sta. Ana, Pampanga. The researchers determined the

significant influence of a workplace environment on employee performance. And its

connection to the improvement of employee performance. The following are some of the

study’s key findings:

In terms of sex, most of the respondents were male. It was found that supervisor

support and salary were significantly different when grouped by sex. As to age, it was found

that the majority of them were 26 to 30 years old and had significantly different to

psychosocial. Educational attainment shows that most of them have a bachelor's degree, and

they are found to be significantly different in the physical workplace, psychosocial, training

and development, adequate workload, good relations with coworkers, and incentive and

recognition when grouped by educational attainment. While the employment status shows

that most of the respondents have a full-time job, Also has a significantly different

psychosocial profile when grouped by employee status. Lastly, the length of service It

revealed that most of the respondents have more than three years in the service, and it was

found to be significantly different from psychosocial and supervisory support when grouping

by length of service.

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What is the respondents’ level of perception towards their workplace environment and

performance?

In terms of physical work environment and psychosocial it was found that the grand

mean agreed towards the computed mean. And with that having a good workplace

environment is essential to improving productivity and protecting the mood, value, worth,

and emotional well-being of employees. The workplace environment helps the employee

engage in social interaction with its co-workers.

As to the respondents level of perception towards their performance. Study revealed

that the adequate workload, good relation with co-workers, supervisor support, incentives and

recognition found that the computed mean was interpreted as Strongly agree. In terms of

Salary, it was found that the computed mean was with a standard deviation of and interpreted

as Agree. The grand mean based on the computed data agree towards the Employee

performance items in terms of physical work environment, psychosocial, training and

development, adequate workload, good relation with co-workers, supervisor support,

incentives and recognition, and salary.

The recommended physical work environment and psychosocial employee performance

strategy.

It was revealed in the significant relationship between physical workplace and

performance on employees found that training and development, adequate workload, and

salary were significantly correlated in terms of physical workplace. This implies that the

physical workplace has a connection in terms of the employees training and development,

adequate workload, and salary. And based on the significant relationship between

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Psychosocial and employees performance, founds that the employees training and

development, adequate workload, supervisor support, and salary were significantly

corresponding in terms of the psychosocial.

CONCLUSIONS

In this study, quantitative research is used to test how the environment of the Holy

Cross College department influences how well employees do their jobs. Looked into different

parts of the work environment to measure how well employees did their jobs. Holy Cross

College, which had 104 teaching staff, did the analysis. The demographical questions were

first asked to analyze their education level, what age group they belonged to, their

employment status, how they had been teaching, and their gender.

1. The majority of respondents were male, while the rest were female, indicating that the

organization does not discriminate based on gender. Regarding employees' education

level, most respondents held a bachelor's degree or higher. Most employees were

between 26 and 30 years old, as determined by their ages. Most respondents have a full-

time job and less than three years in the service.

2. .The result shows respondents' level of perception towards their workplace

environment. In terms of the physical work environment, the study interpreted it as

agreeing. that training and development, adequate workload, and Salary were

significantly correlated in terms of the physical workplace. In terms of psychosocial, it

was found to agree. It was revealed that training and development, adequate workload,

Supervisor support, and Salary were significantly correlated in terms of psychosocial.

This implies that the psychosocial has a connection to training and development,

adequate workload, Supervisor support, and Salary. Finally, based on the computed

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data, most respondents agree with the workplace environment items regarding physical

work environment and psychosocial.

3. The study findings are the level of employees' performance in terms of the respondents'

level of perception towards their performance. It was interpreted as Strongly agree

regarding training and development, Adequate Workload, Good Relations with Co-

workers, Supervisor support, Incentives, and Recognition. While In terms of Salary, it

was found as Agree. Finally, based on the study, it was revealed that the majority of the

respondents agree with the Employee performance items in terms of training and

development, adequate workload, good relation with co-workers, supervisor support,

incentives and recognition, and Salary.

4. Examining findings of significance between the profiles of respondents According to

the result, all factors influence employee performance. At the same time, the physical

workplace is related to employee training and development, workload, and salary. All

other variables demonstrated a significant positive relationship with the influence of

work performance, as supported by previous research.

Each question was evaluated and interpreted thoroughly. The most

influential factor motivating employees to improve their performance was employee benefits.

The majority of the results indicated that the organization effectively and positively motivated

its employees to work harder and meet their work environment necessities.

Recommendations

Following the findings and conclusion and having mentioned the problem of the study

earlier in chapter one, the following recommendations are regarded as required, which would

ideally help with the problems:

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1. The organization must employ and select employees who fit a specific demographic

profile, such as gender, age, highest level of education, and length of service. To

ensure that the organization's employees are productive as well as efficient.

2. The physical workplace environment and psychosocial factors in organizations

promote a supportive and pleasant work environment that encourages employee

commitment. It is also achievable to conclude that employee commitment can

improve employee performance.

3. The organization should ensure that there is training and development, adequate

workload, good relationships with coworkers, incentives and recognition, and a proper

salary to enhance the employee's working environment so that they can work

efficiently and successfully.

4. The future researcher should look into an organization that is accomplishing its goal

of motivating its employees to work in a better workplace environment. As a result of

a productive workplace environment that contributes to employee performance.

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Adele, A., Simon, B., Bronwyn, C., Paul, G., Carol. P., & Helen, S.(2020). Evaluating the impact of
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261.https://web.p.ebscohost.com/ehost/detail/detail?vid=25&sid=32308abb-5ed0-4d79

Lavy, V.(2021). Using performance-based pay to improve the quality of teachers. The Future of
children [Future Child], 17(1), 87-109, https://web.p.ebscohost.com/ehost/detail/detail?
vid=26&sid=32308abb-5ed0-4d79-8598

Miller,H., & Cohen, N.(2020). The impact of productivity-based incentives on faculty salary-based
compensation. Anesthesia and analgesia , 101 (1), 195-9.
https://web.p.ebscohost.com/ehost/detail/detail?vid=31&sid=32308abb

James, K., & John, C. (2019). The Influence of Teaching and Other Factors Upon Absolute Salaries
and Salary Increments at Illinois State University. Journal of Economic Education, l73(1),
27-34. https://web.p.ebscohost.com/ehost/detail/detail?vid=37&sid=32308abb-5ed0-4d79

Mondello, M., & Maxcy, J. (2019). The impact of salary dispersion and performance bonuses in
NFL organizations. Management Decision 100(2), 201-5.
https://web.s.ebscohost.com/ehost/detail/detail?vid=12&sid=897844d8-0561-4f5d-b3ad

Hilton, C. (2021). A relative-value-based system for calculating faculty productivity in teaching,

research, administration, and patient care. Academic medicine : journal of the Association of
American Medical Colleges, 72 (9),787. https://web.p.ebscohost.com/ehost/detail/detail?
vid=55&sid=32308abb

Johnly, P. (2022). The mediation effect of quality of work life and job satisfaction in the relationship
between spiritual leadership to employee performance. International Journal of Law &

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

Management, 64(1), -17. https://web.s.ebscohost.com/ehost/detail/detail?

vid=19&sid=ac4a2e77-39e1-4152-ad6e

Felista, A., Abdu, B., & Shehu, A. (2019). The Effect of Reward on Employee Performance.
International Journal of Global Business, 10
(2),1-16.https://web.s.ebscohost.com/ehost/detail/detail?vid=22&sid=ac4a2e77-39e1-4152

Philip, M., & Mohammed, R. (2021). Effect of Lean Practices on Employee Retention, Satisfaction,
And Performance. Proceedings for the Northeast Region Decision Sciences Institute, 74(75).
https://web.s.ebscohost.com/ehost/detail/detail?vid=25&sid=ac4a2e77

Sofia, A., Britt, L., Astrom, S., Mattias, H., & Johan, A. (2023). Ahead of Print. Work, 1(15), 15-
https://web.s.ebscohost.com/ehost/detail/detail?vid=8&sid=193ee2d4-f66c-4eb4-9a5f

M. Moussa, (2023) Effects of Perceived Procedural Justice and Exchange Ideology on Employees'
Affective Commitment: Evidence from Saudi Arabia. International Journal of Business and
Management
https://www.researchgate.net/publication/275268569_Effects_of_Perceived_Procedural_Justi
ce_and_Exchange_Ideology_on_Employees
%27_Affective_Commitment_Evidence_from_Saudi_Arabia

Sebastiaan & Coen (2023) Employee engagement : the role of psychological conditions. The
International Bibliography of Social Sciences (IBSS)
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Raja & Muhammad (2022) Does Job Satisfaction Mediate the Relationship of Workload,
Remuneration and Psychological Reward with Job Performance?. International Journal of
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Abdul Ghafoor Awan (2023) Impact of working environment on employee’s productivity: A case
study of Banks and Insurance Companies in Pakistan. European Journal of Business and
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S. Geldart et al.( 2019) Workplace incivility, psychological distress, and the protective effect of co-
worker support. International Journal of Workplace Health Management
https://doi.org/10.1108/IJWHM-07-2017-0051

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

APPENDIX A. LETTER TO CONDUCT STUDY

Dear Ma’am/Sir,

Greetings!

The undersigned students are currently conducting research on "The Influence of Productive
Workplace Environment on Employee Performance" as part of their Bachelor of Science in
Business Administration degree requirements.

With your experience in the relevant field, we politely need a few minutes of your time to
assist the researcher in validating the study's content. Your pertinent contributions will
considerably aid in the data collection required to finish this project. Rest assured that all the
information and data that will be collected will be handled with the utmost care and
discretion.

Thank you.
Yours truly,

Angelyn G. Mortel
Angelina C. Turla
Anne Nicole L. Gonzales
Reniella Marie Q. Maliwat
Pichie S. Suba
Trixia Ann S. Vida

Noted by:

Alan Y. Cabaluna, Ph.D.

Instructor

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Institute of Business Administration holycrosscollegepampanga.edu.ph

APPENDIX B. INFORMED CONSENT AND RESEARCH INSTRUMENT

Good day! We are third-year research students, from Holy Cross College, Sta. Ana Pampanga

pursuing Bachelor of Science in Business Administration major in Financial Management.

We are now undertaking a study titled, "The Influence of Productive Workplace

Environment on Employee Performance" as a partial fulfillment of the requirement of our

degree. The purpose of this study is to investigate the relationship of a productive work place

environment and employee performance.

You have been selected to participate in this study, we humbly request 5 to 10 minutes of

your time to answer our research survey. Your voluntary participation in this survey means

that you are willingly to give consent. Your responses will be completely anonymous and

your shared information will be kept confidential and securely protected all the time. As the

survey are completed and submitted, only authorized personnel, the researchers, will have

access to your responses. There will be no personally identifiable information collected.

Thank you!

PART I.
Please check (√) in the box next to the answer of your choice.

General information
\

Sex:  Male  Female

What age group you fall into?

 20-25years 26-30 years 31-40 years  41 and Above

What is your highest educational attainment?

 Bachelor’s Degree  Master’s Degree  Doctorate Degree

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Institute of Business Administration holycrosscollegepampanga.edu.ph

What is your employment status?

 Full-Time  Part-time

How long have you been working as a teacher?

 Less than 3 years  4-8 years 9 years and above

PART II . Factor of Workplace Environment

Instruction: Use the following scale when responding to the assessment on factors of
workplace environment on employee performance in each statement by putting a checkmark
from the scale that you feel most accurately characterizes your response to each statement:
The following is the equivalent of your response: 5 - Strongly Agree 4 - Agree 3 - Neither
Agree nor Disagree 2 - Disagree 1 - Strongly Disagree

QN Physical Work environment 1 2 3 4 5

1. I feel like I work in an unsuitable
environment (not enough ventilation, the
wrong temperature, bad air quality, and a
crowded office), which hurts my work
performance.
2. My workplace provides a peaceful space in
which I can concentrate on my work.
3. I am satisfied with the performance of the
devices I use in my workplace.
4. My workplace provides a secure working
environment for all of its employees.
QN Psychosocial 1 2 3 4 5
5. I work for an organization that gives high
priority to employee mental health.
6. I feel I work in a safe workplace, which
helps my performance at work.
7. I feel I work in a workplace that allows
employees to spend enough time with
family, friends, and non-work activities.
8. My work consumes so much energy that it
negatively affects my personal life.
9. My workplace provides open
communication, meaningful work, and core
beliefs.

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10. I feel comfortable sharing my opinions and

ideas with my fellow workers and superiors.

PART III. FACTORS AFFECT THE EMPLOYEES' PERFORMANCE

Instruction: Use the following scale when responding to the assessment on factors of
workplace environment on employee performance in each statement by putting a checkmark
from the scale that you feel most accurately characterizes your response to each statement:
The following is the equivalent of your response: 5 - Strongly Agree 4 - Agree 3 - Neither
Agree nor Disagree 2 - Disagree 1 - Strongly Disagree

QN Training and development 1 2 3 4 5

1. Good training and development programs help
employees get better at their jobs and learn new
skills they need to do their jobs.
2. Training brings intense teamwork, which helps the
organization increase work efficiency.
3. Training enables me to improve skills, knowledge,
attitude, and capability.
4. The training I received helped me enhance the
quality of my products and services.
5. Training helps me enhance the use of tools and
machines and operational safety.
QN Adequate workload 1 2 3 4 5
6. Adequacy in workload (task and time given to
complete the task) helps me participate in
developing a good work environment.
7. An adequate workload allows me to improve my
performance at work.
8. My tasks and responsibilities are always
thoroughly explained to me.
9. I am under pressure to keep up with my due dates.
10. My company has enough facilities to help
minimize the amount of work.
QN Good Relations with co-workers 1 2 3 4 5
11. I believe good relationships with coworkers help
build a good work environment.
12. Having a good relationship with my co-workers
makes me comfortable and more productive in my
current work environment.
13. Positive work relationships make me feel valued,
which leads me to be more productive.
14. A good relationship leads to the spread of
knowledge from trained to untrained workers in

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collaborative team settings.

QN Supervisor support 1 2 3 4 5
15. My supervisor helps improve the work
environment in the organization.
16. My performance level has improved with the help
and support from my supervisor.
17. My supervisor treats employees fairly and shows
appreciation for and recognizes good work.
18. My supervisor's assistance helps us become
familiar with an organization's literature, which
benefits the organization.
QN Incentives and recognition 1 2 3 4 5
19. Good employee benefits, such as rewards and
incentives, help create a good and positive work
environment.
20. Bonuses, promotions, and appraisals encourage us
to perform better and motivate us to achieve
organizational goals.
21. Receiving incentives and rewards at work makes
me motivated.
22. I am ready to increase my work efforts in order to
gain rewards.
23. The rewards have a positive effect on the work
environment.
QN Salary 1 2 3 4 5
24. I believe that my salary is acceptable for the work
I perform.
25. My salary affects my educational performance and
teaching effort.
26. My salary motivates me to boost my performance.
27. My salary is sufficient to cover all of my regular
living expenses.
Source: Mohamad s. (2021). The Impact of Work Environment on Employees
Performance.
https://www.researchgate.net/publication/357836304_THE_IMPACT_OF_WORK_ENVIRO
NMENT_ON_EMPLOYEES_PERFORMANCE

APPENDIX C. CERTIFICATION FROM STATISTICIAN

This certifies that the undersigned has been consulted in the statistical treatments of the
Marketing Research entitled “THE INFLUENCE OF PRODUCTIVE WORKPLACE

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

ENVIRONMENT ON EMPLOYEE PERFORMANCE” prepared and submitted by

Angelyn G. Mortel, Angelina C. Turla, Anne Nicole L. Gonzales, Reniella Marie Q. Maliwat,
Pichie S. Suba, and Trixia Ann S. Vida in partial fulfilment of the requirement for the degree
Bachelor of Science in Business Administration major in Business Management in Holy
Cross College Santa Ana Pampanga School Year 2022-2023, and is now recommended for
final oral defense.

Signed By:

Joseph D. Reyes, Ph.D.

Statistician

Date: April 2023

APPENDIX D. CERTIFICATION OF PROOF READING

This is to certify that this BUSINESS RESEARCH entitled “THE INFLUENCE OF

PRODUCTIVE WORKPLACE ENVIRONMENT ON EMPLOYEE
PERFORMANCE” conducted by Angelyn G. Mortel, Angelina C. Turla, Anne Nicole L.
Gonzales, Reniella Marie Q. Maliwat, Pichie S. Suba, and Trixia Ann S. Vida, has been
checked and edited for grammatical and syntactical usage and organization.

This certification is issued to the above-mentioned names in compliance with the completion
of their study for the degree BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION
MAJOR IN FINANCIAL MANAGEMENT at HOLY CROSS COLLEGE.
Given this 27th day of May 2023.

JERWIN C.

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HOLY CROSS COLLEGE
AXE PLAGSCAN SERVICEs Sta. Lucia, Sta. Ana, Pampanga
Axe. pl as can .services@gm ail.com
Institute of Business Administration holycrosscollegepampanga.edu.ph

CERTIFICATE OF ORIGINALITY
This is to certify that manuscript entitled “THE INFLUENCE OF PRODUCTIVE
WORKPLACE ENVIRONMENT ON EMPLOYEE PERFORMANCE” and submitted is
free from any plagiarism articles with a 11% plagiarism result. Each article is an outcome of
independent and original work thus duly acknowledging all sources from which the ideas and
extracts have been taken in adherence to the law of anti-plagiarism

Certificate issued: May 20, 2023

Certificate Number: 009-23HCC
Submission date: 17-May-2023
Submission ID: 2091495775
Word count: 9870
Character count: 57184

AXE PlagScan Services

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

MORTEL, ANGELYN G.

San Pablo, Santa Ana, Pampanga

Cell phone Number: +639691992303

E-mail Address: [email protected]

EDUCATIONAL ATTAINMENT

TERTIARY Holy Cross College

2020 – up to present

SENIOR Holy Cross College

2018 – 2020

SECONDARY Nicanor David Vergara High School

2014 – 2018

PRIMARY San Pablo Elementary School

2008 – 2014

PERSONAL INFORMATION

Birthday : June 15, 2002

Age : 20 years old

Citizenship : Filipino

Religion : Iglesia Ni Cristo

Civil Status : Single

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

MALIWAT RENIELLA MARIE Q.

Purok 5, San Isidro, Santa Ana, Pampanga

Cell phone Number: +639260694427

E-mail Address: [email protected]

EDUCATIONAL ATTAINMENT

TERTIARY Holy Cross College

2020 – up to present

SENIOR Holy Cross College

2018 – 2020

SECONDARY San Isidro High School

2014 – 2018

PRIMARY San Isidro Elementary School

2008 – 2014

PERSONAL INFORMATION

Birthday : February 04, 2002

Age : 21 years old

Citizenship : Filipino

Religion : Catholic

Civil Status : Single

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

SUBA, PICHIE S.

Lacmit, Arayat, Pampanga

Cell phone Number: +639554229462

E-mail Address: [email protected]

EDUCATIONAL ATTAINMENT

TERTIARY Holy Cross College

2020 – up to present

SENIOR Holy Cross College

2018 – 2020

SECONDARY Arayat Institute

2014 – 2018

PRIMARY Lacmit Elementary School

2008 – 2014

PERSONAL INFORMATION

Birthday : September 28, 2001

Age : 21 years old

Citizenship : Filipino

Religion : Catholic

Civil Status : Single

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Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph

VIDA TRIXIA ANN S.

#373 Purok 4 Lanang Candaba Pampanga

Cell phone Number: +639564573975

E-mail Address: [email protected]

EDUCATIONAL ATTAINMENT

TERTIARY Holy Cross College

2020 – up to present

SENIOR Holy Cross College

2018 – 2020

SECONDARY Holy Cross College

2014 – 2018

PRIMARY Lanang Elementary School

2008 – 2014

PERSONAL INFORMATION

Birthday : November 17, 2001

Age : 21 years old

Citizenship : Filipino

Religion : Catholic

Civil Status : Single

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Holy Cross College
Sta. Lucia, Sta. Ana, Pampanga
[email protected]

GONZALES, ANNE NICOLE L

San Agustin, Santa Ana, Pampanga

Cell phone Number: +639308610239

E-mail Address: [email protected]

EDUCATIONAL ATTAINMENT

TERTIARY Holy Cross College

2020 – up to present

SENIOR Our Lady of Fatima University

2018 – 2020

SECONDARY Sta.Ana National High School

2014 – 2018

PRIMARY San Agustin Elementary School

2008 – 2014

PERSONAL INFORMATION

Birthday : March 04, 2002

Age : 21 years old

Citizenship : Filipino

Religion : Catholic

Civil Status : Single

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Holy Cross College
Sta. Lucia, Sta. Ana, Pampanga
[email protected]

TURLA, ANGELINA C.

San Nicolas, Santa Ana, Pampanga

Cell phone Number: +639657142128

E-mail Address: [email protected]

EDUCATIONAL ATTAINMENT

TERTIARY Holy Cross College

2020 – up to present

SENIOR Holy Cross College

2018 – 2020

SECONDARY San Isidro High School

2014 – 2018

PRIMARY San Nicolas Elementary School

2008 – 2014

PERSONAL INFORMATION

Birthday : March 17, 2002

Age : 21 years old

Citizenship : Filipino

Religion : Catholic

Civil Status : Single

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