The Effect of Poor Working Conditions on the Performance of an Office Manager
Chapter One
PURPOSE OF THE STUDY
The aim of the study is to identify the level of poor working condition of office manager; the objectives of the study are as follows:
1) To determine whether the organization has any training programme to improve the working condition of an office manager.
2) To find out how organization improves the working condition of an office manager
3) To examine whether the organization has any welfare scheme for office manager
4) To find out how working condition affect the overall performance of an office manager in the organization
CHAPTER TWO
LITERATURE REVIEW
Introduction
This chapter provides the theoretical framework upon which this study is grounded. Various factors of the workplace environment that affect office manager performance have been explored.
The chapter also reviews literature from other scholars on similar studies.
Theoretical Foundation of the study
Many theories have been advanced to explain the link between workplace environment and office manager performance. The study is grounded on two theories i.e. The Two Factor Theory and The Affective Events Theory.
Herzberg Two Factor Theory
The Two Factor Theory was advanced by Frederick Herzberg in 1959. This study is grounded on this theory that has been explored by various scholars to explain the relation between workplace environment and office manager performance. Herzberg defined two sets of factors in deciding office managers’ working attitudes and levels of performance, named motivation and hygiene factors (Robbins and Judge, 2007). He stated that motivation factors are intrinsic factors that will increase office managers’ job satisfaction; wile hygiene factors are extrinsic factors to prevent any office managers’ dissatisfaction. The theory pointed out that improving the environment in which the job is performed motivates office managers to perform better.
Herzberg’s theory concentrates on the importance of internal job factors as motivating forces for office managers. He wanted to create the opportunity for office managers to take part in planning, performing and evaluating their work (Schultz et al., 2010). The content of the theory has been widely accepted as relevant in motivating office managers to give their best in organizations. Further research has proved that the office manager is more motivated by intrinsic factors as captured by Herzberg’s motivator needs than anything else.
There are however other schools of thought that share a different opinion from Herzberg’s. One such scholar is King (2005) who sought to eradicate and evaluate five distinct versions of the Two Factor theory. He concluded that two versions are invalid as they are not supported by any empirical studies. However, the two factor theory can be said to be a truly outstanding specimen for it to last a long period of time without disapproval. It has been a great influence on the body knowledge about workplace motivation and performance. It has generated a great amount of further research by many scholars. It draws its thought from Maslow’s famous hierarchy of needs theory and human behaviour. However due to changes in organizational environment and the advancement in technology, it is necessary to develop new methods of analysis. This will provide new ways of conducting research and revaluating the results of existing findings.
Affective Events Theory
The theory was advanced by Howard M. Weiss and Russel Cropanzano in 1996 (Phua, 2012).
The Affective Events Theory explains the link between office managers’ internal influences and their reactions to incidents that occur in their work environment that affect their performance, organizational commitment and job satisfaction. It proposes that positive-inducing as well as negative emotional incidents at work have significant psychological impact on office managers’ job satisfaction. The impact results into lasting reactions exhibited through job satisfaction, organizational commitment and job performance.
According to Ashton-James and Ashkanasy (2005) research to date has supported the central tenets of AET that workplace events trigger affective responses in office managers and that these affective responses influence workplace cognition and behavior. They assert that AET is both empirically and theoretically, restricted to events that are internal to the organization. The theory also considers how specific events at work other than job characteristics lead to specific emotional and behavioral responses (Briner, 2000). He posits that these events or things that actually happen at work affect the well-being of office managers thus affecting their performance.
Workplace Environmental Factors
The workplace environment comprises of various factors that are imperative determinants of office manager performance (Lambert, 2001). These factors may positively or negatively contribute to achieving maximum office manager performance
Physical Workplace Environmental Factors
Ismail et al. (2010) opine that the conditions of physical workplace environment influence the office managers’ functions and it will determine the well-being of organizations. They add that the physical work environment includes the internal and external office layout, temperature, comfort zone and also the work setting or arrangement. The physical workplace environment factors also include lighting (both artificial and natural), noise, furniture and spatial layouts in workplaces (Vischer, 2007). The physical workplace environment includes comfort level, ventilation and heating, lighting. These features assist on functional and aesthetic side, the decor and design of the workplace environment that ultimately help improve the office managers’ experience and necessitate better performance.
The comfort level and temperature also substantially influence health of office managers. Niemela et al. (2002) found out that there is decrement in work performance when temperatures are high, and low temperature has relation to performance of manual tasks. Office design encourages office managers to work in a certain way by the way their work stations are built. Spatial layouts contribute a lot towards how the office managers perform their tasks (Al- Anzi, 2009). Closed office floor plan, which may consist of each office manager having a separate office of their own or a few people in each office, allows office managers a greater amount of privacy than open plan office layout. It allows office managers to work in peace and quiet, keeping them focused on their tasks without a lot of distraction. It also offers office managers a thinking frame and creativity without much distraction. According to McCoy and Evans (2005) the elements of physical work environment need to be proper so that the office managers would not be stressed while doing their job. Physical elements play an important role in developing the network and relationships at work. All in all, the physical work environment should support the desired performance. Vischer (2008) stressed that conducive workplace environment should be prioritized as it provides support to the office managers in carrying out their jobs. It should be conducive enough to enable performance of tasks by office managers.
CHAPTER THREE
RESEARCH METHODOLOGY
Introduction
Creswell (2008) defines methodology as the systematic theoretical analysis of the methods applied to a field of study. This chapter therefore discusses various components of methodology that was used in the study. These include the research design, target population, data collection procedures and data analysis.
Research Design
Descriptive research design was used in collecting data from the respondents. The design is preferred because it is concerned with answering questions such as who, how, what, which, when and how much. This design uses both qualitative and quantitative data analysis. A descriptive study was carefully designed to ensure complete description of the situation, making sure that there was minimum bias in the collection of data and reduce errors in the interpretation of the data.
Population of Study
Target population refers to the entire group of individuals or objects to which a research is conducted on. A target population usually has varying characteristics e.g. different ages, different genders, varying education backgrounds etc. It’s thus the group about which the researcher wishes to draw his research conclusions from. The target population of this study was all office managers of Shell, National Petroleum Corporation (NNPC) and Mobil (Orange) based at the headquarters. They were a total of 976 for Shell, 400 for Mobil and 250 for National Petroleum Corporation (NNPC).
CHAPTER FOUR
DATA ANALYSIS, RESULTS AND DISCUSSION
Introduction
This section covers data analysis, results, response rate, demographic characteristics of the respondents and discussions of the study in reference with the research objective and research methodology.
Response Rate
A total of 164 questionnaires were issued. Out of these questionnaires 130 were returned duly completed. This represents 79.2% response rate. This was considered a representative sample for further studies according to Mugenda and Mugenda (2003) who report that a rate of 50% and above is acceptable.
CHAPTER FIVE
SUMMARY, CONCLUSION, AND RECOMMENDATIONS
Introduction
This chapter gives a summary of the findings, conclusion, limitations and recommendations of the study. It also highlights suggestions for further research.
Summary of the Research Findings
The results of the study show there is gender parity in the organizations. The study had almost equal ratios of males and females; males 55% and female 45%. This shows that the organizations do not discriminate upon gender in their employment. A sizeable number are between the ages of 40-50 years, at this age majority of them take matters of performance seriously because they want to build their careers and as well as prepare for their retirement. Academically, majority of the respondents have a degree, they therefore have the skills, knowledge and capability to perform their duties. This also indicates that oil companies firms hire qualified office managers; this will ensure better performance of at work.
The study found out that office managers’ performance was influenced by several work environment factors. The researcher found out that office managers were satisfied with their physical work environment aspects like furniture, spatial layouts, lighting and noise levels. These aspects of the physical work environment help improve office managers’ performance. They also felt that a better physical physical work environment would encourage them perform better. The reward system of the oil companiess firms tends to be more financial than non-financial. They provide promotion opportunities for high performance. This in itself is a motivation for increased office manager performance. Majority of the respondents feel that they are fairly compensated for the work they do. However it should be noted that pay is only an extrinsic motivator to work; a comprehensive compensation package that is all inclusive motivates office manager performance.
The results on management and leadership style show that management role modeled high performance. However they do not involve office managers in decision making making in the organization. Involvement of office managers in decision making would make them more responsible to perform. It also makes the office managers feel appreciated thus enhancing commitment of office managers to their work. The oil companiess firms know the importance of training and development. They have provided training and development opportunities to its office manager. This would enable them attain the required skills and knowledge to do their work. The findings also revealed that the office managers were able to balance their work and personal life. The organizations however were not flexible enough to enhance work life balance. From the analysis, a conducive work environment enhances office manager performance.
Conclusion
The most important resource for an organization is the human resources who are the office managers. They make sufficient contribution to an organization; attention should therefore be paid to them.
Organizations can only realize their goals and objectives through its office managers’ performance. Office managers will strive to perform when they feel that their immediate environment state corresponds with their obligations. The type of work environment in which they operate will determine whether they perform or not, it’s through their performance that organizational performance can be realized. The workplace conditions will determine the office managers’ comfort to work and boost their performance.
Office managers’ performance is deemed as a function of ability and motivation. From the study it can be concluded that the reward package contributes a lot to office managers’ motivation to work. The office managers want to be recognized for their work through fair compensation. Fair compensation will motivate office managers to work harder and improve their performance. The reward systems at oil companiess firms are financial and extrinsic. The office managers have few opportunities for mobility the organization.
Management styles can highly influence performance of office managers, from the study, the limited chances in decision making could highly affect office managers’ performance. However, the office managers appreciate the effort their organizations put through training and development in order to attain the desired skills and knowledge needed to perform their duties. From the study findings, it can be concluded that for an organization to have a competitive edge over others, it must provide a positive work environment in which all factors that influence office manager performance are in tandem with their obligation.
Recommendations
The study findings support the Two Factor Theory which points out that the environment in which the job is performed motivates the office managers to perform better. The study recommends that oil companiess firms need to set in place better reward systems that motivate the office managers to work. Following dissatisfaction in that management and leadership style by respondents, the firms should come up with transformational leadership styles encompassed of ideals, influence, inspirational motivation, intellectual stimulation and individualized consideration. This leadership style would motivate office managers to work.
The firms should also ensure that the workplace environment is comfortable enough to support office manager performance by improving the working conditions. Improving the working environment will increase office manager will increase office manager performance. When the work environmental supports are sound, office managers are better equipped to do what is expected of them. Through this, they will achieve organizational goals. Office manager performance should be given serious attention by the oil companiess firms. Since the work environment is at the core of influencing office managers’ performance, these organizations should work hard at availing every needed resource in making sure that the work environment supports their office manager performance.
Limitations of the Study
The study has certain limitations. The selection of work environment factors that influence office manager performance is not exhaustive. There may be other factors that may influence office manager performance that might provide more insight on office manager performance. The used factors might not provide a clear image of the relationship between work environment factors and office manager performance.
Another limitation to the study is the vast nature of the oil companies firms across the country. The researcher would have wished to carry out the study across the country but that was not possible due to constraints in time, finances and other related resources. The study also limited itself to information and details that could be discussed without compromising any part of the firms’ business aspects due to the competitive and dynamic nature of the industry. However these limitations did not affect data collected for study.
Suggestions for Further Studies
Due to limited time and resources, this study was restricted to only Port harcourt State. It is important for further studies to be carried out across the country for a broader perspective on the relationship between office manager performance and work environment. A replication of this study in other contexts like the public sector would demonstrate the significance of work environment and office manager performance in general.
Future researchers would further review existing literature on relation between work environment factors and office manager performance. This would enable them identify more work environmental factors not covered in this study for insight.
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