Impact of Work Environment on Job Satisfaction

CHAPTER ONE
Introduction
1.1 Background of the study
Human Resource Managers both in private and public
organizations nowadays are faced with crucial issues of occupational
health and safety than before. This is because the workers just like any
other resources require maintenance and satisfaction in order to
maximize their productivity (Abba and Anazodo, 2006). Most people
spend fifty percent of their lives within indoor environments, which
greatly influence their mental status, actions, abilities and performance
(Chandan, 2005). Better outcomes and increased productivity is
assumed to be the result of better workplace environment. Better
physical environment of office will boost the employees and ultimately
improve their productivity thereby ensuring job satisfaction. Every
worker has the right to reasonable working conditions. Conducive work
environment ensures the well-being of employees which invariably will
enable them exert themselves to their roles with all vigour that may
translate to higher productivity (Akinyele, 2007).
According to Chandlerand Plano (2004) model of human resource

management, work systems cannot only affect commitment, competence,
cost effectiveness and congruence but also have long term consequence
for workers’ well being; there is some evidence to indicate that work
systems designs may have effects on physical health, mental health and
longevity of life itself. The mind and body need to be in a state of health
and well-being for work and concentration. This is a prime prerequisite
for productivity. High productivity brings a sense of satisfaction for the
individual as well as increased profits for the work organization (Banjiko,
2009).
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Akpan (2012) defines work environment as “an entirety” which
comprises the totality of forces, actions and other influential factors that
are currently and/or potentially contending with the employee’s activities
and performance. Banjiko (2009) argued that work environment designed
to suit employee’s satisfaction and free flow of exchange of ideas is a
better medium of motivating employees towards higher productivity. Job
- related issues are also a factor within the work environment which has
a bearing on the job satisfaction which in turn influences productivity of
staff. According to the Steadman Report (2007) 29% of University of
Nairobi staff identified job-related factors as a key satisfaction driver
coming second after Organisation focus at 49% which was the most
popular.
Work environment includes some factors, which either contributes

positively or negatively to achieving maximum employee satisfaction
(Cole, 2002). The factors which either contributes positively or negatively
to employee satisfaction are: temperature, humidity and air flow, noise,
lighting, employee personal aspects, contaminants and hazards in the
working environment, types of sub-environment. How well employees
engage with the organization, especially with their immediate
environment, influences to a great extent their error rate, level of
innovation and collaboration with other employees, absenteeism and,
ultimately, how long they stay in the job (Ezeani, 2002). Abba (2007)
suggests a positive relationship between employees’ perception of
performance-related pay plans and management-employee relations. For
instance, administrative staff in the Federal Civil Servants has to
undergo performance appraisal from their immediate supervisors for
promotion purposes (FCS Handbook, 2013).
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The quality of work depends upon safe and healthy working
conditions in determining employee’s job behavior. The organizational
climate is an important indicator of employee behavior as a combination
of social and psychological factors. It is found that working conditions
are attached with employees’ job involvement and job satisfaction that
ultimately leads to better performance of the employees (Akinyele, 2007).
In discussing the notion of the work environment, it is important to

include the concept of office ergonomics. Ergonomics is the scientific
study of human work. It considers the physical and mental capabilities
and limits of the worker as he or she interacts with tools, equipment,
work methods, tasks and the working environment. (Akinyele, 2007)
Ergonomics reduces the risk of injury by adapting the work to fit the
person instead of forcing the person to adapt to the work. In addition to
injury prevention, ergonomics is also concerned with enhancing work
performance, by removing the barriers that exist in many work places
that prevent employees from performing to the best of their abilities.
Another benefit of applying ergonomics to office work is that it helps
people work more effectively, efficiently, and productively at their jobs.
Office design incorporates both ergonomics and work flow, which
examine the way in which work is performed in order to optimize layout
(Abba and Anazodo, 2006). Nwachikwu (2008) found that the additional
investment in ergonomic tables and chairs for workers yielded a 5-month
payback in terms of increased productivity.
According to Abba and Anazodo, (2006) the performance of an

employee is measured by the output that the individual produces and it
is related to productivity. At corporate level, productivity is affected by
factors such as employees, technology and objectives of the organization.
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It is also dependent on the physical environment and its effect on health
and employees’ performance.
The word ‘administration’ derives from the Middle English word

administracioun, which has particular meanings in various contexts, but
all retain a sense of service. In the administrative environment, hierarchy
means a graded organization of several successive steps or levels that are
interlinked, integrating the efforts of various individuals with one another
(Nwachukwu, 2006). Administrative employees are referred to as non-
managerial staff or employees. Their output is usually monitored and
managed from the top to the bottom level, in other words in a top-down
approach.
1.2 Statement of Research Problem

Recently the Federal Civil Service has received an influx of
employees through different programs including N. Power programmes.
This has led to an increase in management and administration
challenges to be able to effectively and efficiently ensure the smooth
operations aimed at facilitating employees’ and Job satisfaction. The
ability of administrative staff to undertake these duties and
responsibilities have received much discussion and have led to
implementation of performance measurements to influence delegation of
duties among administrative professionals. However, hardly any research
has been undertaken to identify the work environment in which public
servants operate and how this influences their job satisfaction and
performance and inevitably contributes to their productivity. Despite
improved pay packages and promotions based on these performance
appraisal, workers’ satisfaction and productivity is affected by their well-
being in the workplace given that employees today spend a considerable
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amount of time in their workplace. Employee absenteeism is major
constraint to productivity in the workplace.
There is therefore a need for organizations and employers to

acknowledge the environment in which their employees are working in
order to sustain and promote employee well-being which invariably leads
to productivity. The study focused on the intrinsic and extrinsic needs of
administrative employees that might affect their performance and well-
being. If the needs regarding the working environment of these employees
can be identified and met – at least to some extent – the morale and
productivity of employees should increase.
1.3 Objective of the study

The broad objective of the study is to identify the influence of the
work environment on the employees’ satisfaction. The study is guided by
the following specific objectives.
i. To identify influence of physical work environment on job

satisfaction among Civil Servants.
ii. To assess the effects of office ergonomics among Civil Servants
iii. To establish the extent that job satisfaction affect employee

productivity among Civil Servants
iv. To recommend ways of improving work environment to increase

employee productivity among Civil Servants.
1.4 Research Questions

i. What is the influence of physical work environment on job
satisfaction among Civil Servants?
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ii. What is the effects of office ergonomics among Civil Servants?
iii. To what extent has job satisfaction affect employee
productivity among Civil Servants?
iv. How can improvedwork environment increase employee
productivity among Civil Servants?
1.5 Research Hypotheses
Ho1: There is no significant relationship between work
environment and job satisfaction among federal civil servants.
Hi1: There is a significant relationship between work environment
and job satisfaction among federal civil servants.
Hypothesis Two
Ho2: There is no significant relationship between work
environment and employees’ interpersonal relationship
among federal civil servants.
Hi2: There is a significant relationship between work environment
and employees’ interpersonal relationship among federal civil
servants.
1.6 Scope and Limitation of the study

The scope of this study is limited to Federal Civil Service
Commission Headquarters, Abuja. Work environment was limited to
physical office environmental conditions such as temperature, lightening,
ventilation, office space, enumeration, boss subject relationship among
others.
As any other study of this nature, the researcher faced some
limitations in the course of carrying out this research, which include the
high cost of research materials, the attitude of civil servants towards
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lengthy questionnaires, and the time constraint among others. Be that it
may, the researcher was able to curtail all the limitations.
1.7 Significance of the study

The study will contribute to the body of knowledge on the concept
of the work environment and employee satisfaction in the civil service
sector particularly in Federal Civil Service Commission which continues
to register high number of staff given their role in national development.
Secondly, the study will also assess the effect of work environment and
identify efforts towards the improvement of the work environment by
employers to introduce and promote employee well-being.
The study will assist the Government to identify strategies they can
implement to increase employee performance and productivity at the
work place by providing a conducive work environment. The study will
also inform policy and decision makers on the importance of conducive
work environment on the well-being of their employees thus improving
on productivity and organizational performance.
1.8 Definition of Terms
Bureaucracy: Onah (2007) defines bureaucracy as government by

officials as opposed to government by elected representatives.
Alternatively, it may be used to indicate that although representative of
government exists, the dominant role is held by the officials. Max Weber
conceived the concept as a form of social organization with specific
characteristics.
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Civil Service: Onah (2007) defined civil service as those servants of the
crown, other than political or judicial capacity and whose remuneration
is paid out of money provided by parliament.
Promotion: Onah, (2003) defined promotion as a process of raising

someone to higher position. It goes with an increase in salary.
Efficiency: This is defined by the Oxford dictionary as achievement of

ends with the least resources.
1.9 Plan of the study
This research is divided into five chapters, chapter one focuses on the
introductory aspect of the research. This includes the background of the
study, the statement of research problem, objective of the study,
significance and most importantly the research methodology. Chapter
two deal mainly with the review of past studied relating to the subject
matter under investigation. Also included in this chapter is the theory
and empirical studies drawn from previous researchers in the area of
work environment and employees job satisfaction. Chapter three is the
Unit of analysis which includes the historical background of federal civil
service commission, its organizational structure, functions of the
commission, the effect of work environment on the performance of staff
of federal civil service commission among others. Chapter four was the
presentation of data gathered and subsequent analysis of same. Chapter
five is the summary, conclusion and recommendations.
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CHAPTER TWO
Literature Review and Theoretical Framework
2.0 Introduction
This literature review attempts to discuss the various literature
related to working environment which has impact on employee
performance and job satisfaction. The discussion also identifies gaps left
by other researchers of similar studies. However, this study attempts to
fill those gaps so that the write-up can contribute to a new body of
knowledge in the academic world. Through this review, literature is re-
packaged and analyzed as a way of bringing new insights into the
problem studied.
2.1 Functions of the Federal Civil Service Commission

The Federal Civil Service Commission of Nigeria (FCSC) is an
executive body in Nigeria that has the authority to make appointments
and transfers, and to exercise disciplinary control over all Federal Civil
Servants. No officer can be appointed into the Civil Service without
authorization from the Federal Civil Service Commission if they have
been convicted of a crime, or had previously been employed in the
Government Service and had been dismissed or asked to resign or retire.
The Federal Civil Service Commission (FCSC) is responsible for:
 Representation of the Civil Service Commissioners at Senior Staff

Committee meetings of Ministries
 Review and approval of recommendations on Disciplinary cases of
senior officers
 Recruitment of senior Officers
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 Ratification of promotion of offices to senior positions, including
conducting promotion interviews and exams
 Hearing appeals on matters of appointment, promotion and
disciplines
 Providing guidelines on appointments, promotions and discipline.
In the case of appointments at the Director or Permanent Secretary

level, the Chairman of the FCSC may head a panel that interviews
candidates who pass the written examination.
2.2 Effect of Work Environment on the Performance of Staff of

Federal Civil Service Commission
Research has shown that working environment factors has a
direct impact on the public service provider performance. These factors
are as explained below.
For the civil service to be effective and productive, it require its
manpower to be happy and content with their job profiles so that they
can put in their efforts for the overall growth of the civil service. Aptly put
by Fritzsche and Parrish (2005) it means “A happy civil servant is a
productive worker”. An extensively investigative attitude by many
scholars on job satisfaction has wide organizational implications. Spector
(2000) has defined job satisfaction as “the extent to which people like
their jobs” (p.197). Locke (1976) further defines job satisfaction as:
“pleasurable or positive emotional state resulting from the appraisal of
ones job or job experience. Job satisfaction is a result of employee's
perception of how well their job provides those things that are viewed as
important”.
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Job satisfaction has an enormous effect on life of an individual, as
he spends a big amount of his time and energy on work. According to
Judge and Watanabe (1993) the relationship between job and life
satisfaction is mutual, job satisfaction affecting life satisfaction and vice
versa. Psychologists and sociologists understand the significance of
functions of job attitudes (Hoppock, 1935), therefore the need for study
at hand. Employees with higher job satisfaction are usually less absent,
less likely to leave, more productive, more likely to display organizational
commitment (Lease, 1998), therefore need of researching more on job
satisfaction.
A range of workplace behaviours like attendance at work, turnover
decisions (Hom, 2001), job performance pro-social and organizational
citizenship behaviors and decisions to retire are associated with job
satisfaction(Judge, Thoresen, Bono, and Patton, 2000). According to
Hulin and Judge (2003) job satisfaction includes multidimensional
psychological responses to one's job, and that such responses have
cognitive (evaluative), affective (emotional), and behavioral components.
Many researches have been done on the concept of job satisfaction
all around the world, across various sectors of work. A study done in the
public service of Oman found a moderate significant positive relationship
among job satisfaction facets, demographic factors, and organizational
commitment (Azeem, 2010). Further in a study by Kumar (2003) in 4
branches of UCO bank done in Delhi concludes that in India employees
in banks are more or less satisfied with their jobs.
A Pakistani telecom industry study done using correlation and
multiple regression to understand the level of satisfaction of the
employees found overall job satisfaction of the employees to be positive
(Saeed, 2013). Researching banking sector in India established that
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private sector bank employees perceived greater satisfaction with pay,
social, and growth aspects of job as against public sector ones who
expressed greater satisfaction with job security (Shrivastava and Purang,
2009). A research by Padala (2011) in a corporate setting found that male
employees give least importance to individual development and economic
aspects as factors of the job satisfaction though reverse is true for
females. After analyzing the literature available next section discusses
the chief aims and model of the study.
The work environment in the Nigerian civil service is worrisome as
most public officers has no office, no chair and other working materials
like computers and internet facilities. This account for the low
productivity among public officers when compared to the counterpart in
the private sector. Most of the newly employed public staff don’t have a
cordial relationship with their boss thereby making it difficult to inject
new ideas into the public service. In addition to this, many offices are
overcrowded making civil service reluctant to stay in the offices. Most
civil servants come late to office and leave early due to poor work
environment.
2.3 Problems of Federal Civil Service Commission

DespitethelaudablesuccessrecordedbytheFederalCivilServiceCommi
ssion,itisstillfacedbysomechallenges.Theseinclude:
i. The process of automating all FCSC core internal process and
building staff capacity to work in an automated environment is
slow, possibly constrained by inadequate funding;
ii. Some FCSC staff are alleged to deliberately sabotage the
automated systems, so that they can still extort money from
citizens
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iii. MDAs do not promptly comply with guidelines on appointments,
promotion and discipline and other circular issued from time to
time by the FCSC
iv. There are currently a number of cases in various courts in the
country with 52 cases in the Court of Appeal, 52 cases in the
Federal High Court and 55 cases in the National Industrial
Courts. Most of the cases have been in the courts for many years
and originated from MDAs who badly managed the cases,
possibly with legal personnel who had been compromised; and
v. Increasing and persistent pressure for employment into the
Federal Civil Service and the challenge of selecting candidates
for appointment into the Service fairly and transparently.
vi. Correction of the various distortions introduced by the 1988
Reforms: In this respect, the Government is implementing most
of the recommendations of the Ayida Review Panel on the Civil
Service Reforms: Main Report, but with qualitative
improvements to reflect the new political dispensation and
emerging global changes.
2.4 Prospect of the Federal Civil Service Commission

There is still hope of redemption for the Nigerian Federal Civil
Service because of the following hope-inducing factors which could
positively impact on the implementation of needed reforms.
It is remarkable that since 1999 that the fourth republic

commenced, an opposition party—All Progressives Congress (APC)
emerged victorious in the 28 March 2015 presidential election, having
defeated the ruling PDP and has been governing at the federal level since
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29 May 2015. There were a lot of expectations that the new
administration being populist and progressive in sentiment could bring
about significant change in the public service in a desirable way.
Though the new administration has left many Nigerians in doubt

about its commitment to reposition the country’s public service, there is
still hope that the Muhammadu Buhari administration will get it right.
As part of measures by the administration to reduce redundancy in the
public service and curb waste of public resources, President Buhari is
working on reducing the number of federal ministries which currently
stands at 28 (Okwe, 2015).
The administration has also expressed its readiness to undertake a

review of Nigerian foreign missions to determine those that are really
essential (Premium Times, 2015). Other policies espoused include the
treasury single accounting system aimed at plugging loopholes for funds
diversion, zero-budgeting system which is a clear departure from the
envelope budgeting system (The Citizen, 2015). These measures are
indications that the new administration is set to address the real and
potential challenges that the declining crude oil price which currently
sells for US$59.92 at the global market pose for the country’s finances.
With regard to the federal civil service, the reform agenda of the
new administration would require a revision of the National Strategy for
Public Service Reform (NSPSR) to allow for the injection of the policy
thrust of the Buhari administration. The onus of ensuring quality
leadership of the civil service is on the President; a President gets the
civil service he deserves (Adamolekun, 2015),
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The fallout of democratization in the country is the rising culture of
resistance and agitation borne out of the citizens’ improved access to
civic and political education. The citizenry has become more aware and
alive to its responsibility than it was previously the case in Nigeria. Also
the civil servants are themselves not impervious to all these influences,
and have thus become more sensitized on their rights and on how the
civil service ought to function in a democracy. This development provides
a veritable platform for the anticipated holistic reforms which the new
administration would do well to embark upon.
Nigeria is a constituent of the global society in which the civil

services of other countries are undergoing reforms for improved service
delivery. This realization makes it incumbent upon Nigeria to reform her
public service because it is a proper and appropriate step to take
because the Nigerian federal civil service reform is a phenomenon that
gains its steam from globalization. To do anything contrary to the
demands of globalization is to swim against its forceful and virulent tide
with all its attendant repercussions.
The recently held general election in the country which has been
assessed as free and fair by both national and international observers is
an indication that the votes of the Nigerian electorate now count, and by
extension, the ballot has become an instrument for changing an
unwanted government in the country devoid of rigging. This development
can only have a positive effect on the new government which came into
power through the sanctity of the electioneering process, and thus would
be required to consciously pursue result-oriented reforms and eschew
impunity. This new consciousness, expectedly, is spurred by the
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realization that governmental non-performance will not be rewarded with
electoral victory.
2.5 Work Environment

Kohun (1992), defines working environment as an entirely which
comprises the totality of forces, actions and other influential factors that
are currently and, or potentially contending with the employee’s activities
and performance. Working environment is the sum of the
interrelationship that exists within the employees and the environment
in which the employees work.
Brenner (2004) was of the opinion that “the ability to share
knowledge throughout organizations depends on how the work
environment is designed to enable organizations to utilize work
environment as if it were an asset. This helps organizations to improve
effectiveness and allow employees to benefit from collective knowledge”.
In addition, he argued that working environment designed to suit
employee’s satisfaction and free flow of exchange of ideas is a better
medium of motivating employees towards higher productivity.
Opperman (2002) defines working environment as a composite of

three major sub-environments: the technical environment, the human
environment and the organizational environment. Technical environment
refers to tools, equipment, technological infrastructure and other
physical or technical elements. The technical environment creates
elements that enable employees perform their respective responsibilities
and activities. The human environment refers to peers, others with whom
employees relates, team and work groups, interactional issues, the
leadership and management. This environment is designed in such a way
that encourages informal interaction in the work place so that the
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opportunity to share knowledge and exchange ideas could be enhanced.
This is a basis to attain maximum productivity.
Organizational environment include systems, procedures,

practices, values and philosophies. Management has control over
organizational environment. Measurement system where people are
rewarded on quantity, hence workers will have little interest in helping
those workers who are trying to improve quality. Thus, issues of
organizational environment influence employee’s productivity.
According to Leblebici (2012), many executives are under the

mistaken impression that the level of employee performance on the job is
proportional to the size of the employee’s compensation package. Work
environment is the combination of factors (social support, physical
working conditions, job characteristics, training and development and
communication process) that influence work. Wells (2000) in recent
years, says that employees comfort on the job, determined by workplace
conditions and environment has been recognized as an important factor
for measuring their productivity. Researchers have demonstrated that
the physical environmental quality expectations of employees’ facilities
affect job perception, attitudes, and job satisfaction (Leather et al., 2003;
Lee and Brand, 2005). Evidence is accumulating that the physical
environment in which people work affects both job performance and job
satisfaction (Clements-Croome, 2000; Shaw and Readon, 2004).
Srivastava (2008) argues that perceived adequacy or inadequacy of

work environment, both physical and psychosocial, extends noticeable
effect on employees’ job satisfaction, performance and perception of
effectiveness of an organization. Productivity is an important factor in
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every organization. The term ‘work environment’ is used in stress
research to incorporate psychosocial dimensions as well as employee–
employer relations, motivation and advancement, job demands and
social support.
Barber (2001) undertaking a study to ascertain factors that affect

employees’ productivity found that aspects regarding technology, storage
space, quiet space, climate control, personalizing the workspace and its
visual appeal were the most important factors. Research indicates that
improving the working environment reduces complaints and absenteeism
while increasing productivity (Roelofsen, 2002). Wells (2000) noted that
workplace satisfaction has been associated with job satisfaction. Studies
show the link between employee health and aspects of the physical
environment at work such as indoor air quality, ergonomic furniture and
lighting.
Block and Stokes (1989) also found that the layout of an office
influences productivity, with the extent of influence depending on the
kind of work being undertaken. People carrying out difficult tasks are
happier and also perform better in private offices than in non-private
offices. Conversely, employees performing simple tasks perform better in
non-private settings. Working in an open-plan office can, however, lead
to distraction and disruption, which have a negative effect on
performance (Hedge, 1982). A study by De Frias and Schaie (2001) found
significant differences in perceived work environment based on age,
gender, and occupation type. Employees aged 50-56 had the highest
perceived autonomy, control, and innovation in the workplace. Men, in
all occupation types exceptblue collar, tended to have a higher perception
of the work environment. Patterson et al., (2003) found that the more
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satisfied workers are with their jobs the better the company is likely to
perform in terms of subsequent profitability and particularly
productivity. Sekar (2011) argues that the relationship between work, the
workplace and the tools of work, workplace becomes an integral part of
work itself.
2.6 Elements of Work Environment

Contemporary literature on stress in the work environment
typically focuses on psycho-social factors that affect job performance,
strain and employee health. Some theoretical models of stress at work
have included the physical environment as a factor (Matteson and
Ivancevich, 1987). McCoy and Evans (2005) say that physical elements
and workspace design have an important role in determining social
relationships and networks that develop at work. In addition, the
researcher increasingly found many links between employee health and
aspects of the physical environment at work such as indoor air quality,
ergonomic furniture and lighting.
In their overview of stress related to the physical work environment,

McCoy and Evans (2005) go beyond ergonomics to characterize as
stressful those situations where elements of the physical environment
interfere with the attainment of work objectives. Studies have found that
aspects such as openness, noise, lighting and temperature can affect
productivity. Lan et al., (2010) have revealed that temperature has an
effect as long as the task concerned lasts at least 60 minutes Lan et al.,
(2009). Lan et al. (2010) investigated the impact of three different indoor
temperatures (17°C, 21°C and 28°C) on productivity. They found that
employees felt slightly uncomfortable in both the coolest and warmest of
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these climates and were less motivated and that they experienced their
workload as more onerous, with a consequent decline in productivity.
Leblebici (2012) acknowledges that higher salaries and

compensation benefits may seem the most likely way to attract
employees. However, quality of the physical workplace environment may
also have a strong influence on a company’s ability to recruit and retain
talented people. Ryan and Deci (2000) also note that although
compensation package is one of the extrinsic motivation tools, it has a
limited short term effect on employees’ performance. A widely accepted
assumption is that better workplace environment motivates
employees and produces better results. Some factors in workplace
environment may be considered keys affecting employee’s engagement
and productivity. It is found that working conditions are attached with
employees’ job involvement and job satisfaction that ultimately leads to
better performance of the employees (Scott et al., 2000). Studies indicate
that, the physical layout of the workspace, along with efficient
management processes, is playing a major role in boosting employees’
productivity and improving organizational performance.
An organization’s physical environment and its design and layout

can affect employee behavior in the workplace. Brill (1992) estimates that
improvements in the physical design of the workplace may result in a 5-
10 percent increase in employee productivity. Statt (1994) argues that
the modern work physical environment is characterized by technology;
computers and machines as well as general furniture and furnishings. To
achieve high levels of employee productivity, organizations must ensure
that the physical environment is conducive to organizational needs
facilitating interaction and privacy, formality and informality,
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functionality and cross-disciplinarily. Consequently, the physical
environment is a tool that can be leveraged both to improve business
results and employee well-being.
Rowan and Wright (1995) highlight the importance of ergonomics in

a workplace, as injuries and illnesses interface the employee and
machine system. So, they opine the need for ergonomics in a workplace.
They proposed that physical environmental factors like temperature,
noise, flow of air, humidity, and furniture affects the employees‟
productivity. The office environment in which employees work and
undertake most of their activities can impact on their productivity. The
quality and quantity of work generated by employees are influenced by
the office environment, while Quible (2000) points out those poor
environmental conditions can increase inefficiency as well as reduce their
job satisfaction, which in turn will impact on the financial well-being of
the organization. Huges (2007) survey of two thousand employees in
various organizations and industries at multiple levels found that a
better workplace affects attitude of employees and enhance their
productivity. There are several elements of the physical work
environment that may affect the productivity of the staff in the
organisation. The next section of the study literature review covers these
sub – themes.
Lighting
Employees use lighting for visual tasks. Indoor lighting is relied
upon because of lack of external or natural light inside office spaces (Mills
et al. 2007). Therefore bad lighting can be defined as incorrect lighting for
a particular task and ‘good lighting’ is said to increase productivity,
reduce stress and may also assist in making indoor environments more
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pleasant. Mills et al. (2007) stated that problems caused by bad lighting
include headaches, eyestrain, general bodily discomfort, rates of human
error may increase and bad light which and also reduce alertness. Taking
these complaints into consideration, the researcher may conclude that
bad lighting may have an impact on the economics of the business.
Noise
Navai and Veitch (2003) defined noise as a physiological concept

involving unwanted sound perceived by the listener as being unpleasant,
bothersome, distracting or physiologically harmful. Irregular sound such
as speech is said to be the most bothersome. The hum of a computer is
less stressful because it is a constant sound. Navai and Veitch, (2003)
suggest that sound that is controlled by the individual is also seen as less
stressful. Therefore conversations from co-workers and music are seen as
more stressful because they are uncontrollable sounds. Noise stemmed
from communication is not the only cause of noise on office environments.
External noise including traffic and other external noises such as office
equipment may also cause discomfort in office environments.
Temperature
There have been contradicting statements about the optimum
comfort temperature for humans. Abdou’s (2007) paper states that the
optimum temperature for a comfortable environment is twenty five degrees
Celsius. Abdou (2007) says that the optimum temperature for productivity
is about twenty two degrees Celsius. Both sources agree that incorrect
temperature decreases productivity and both suggest that temperature is
an important factor to consider when analyzing work environments. A
Dutch study showed that absenteeism could be reduced by thirty four
percent when employees were able to control their own temperature in
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their environments.
Opaque Management
This factor consists of such issues as unclear vision, mission, goals
or objectives; badly defined systems, policies, regulations or rules;
ambiguous roles; violated management principles; idle and inefficiently
used of resources; disruption of unity of command; when people get away
cheating or not performing their duty.
Boss:
Boss who plays favouritism showing preference for one set of
subordinates over others on their functions; boss who does not give
recognition for performance, boss who claims credit for subordinate’s
achievement, boss who censors the good performance of the employee to
the higher management, boss who breaks employee’s self esteem, boss
who fails to give clear instructions and directions, boss who withholds
vital information from the employee where information is vital for the
efficient performance of the jod, boss who blames employees if things go
wrong, boss who says one thing and does another, boss who is not
decisive-subsequently employee does not have a sense of direction, boss
who play ‘God’ with the performance appraisal, boss who delegates
responsibility without the authority to act-curtailing the employee’s self
esteem.
Company policies
Win-lose policies, centralization of power, creating privileged groups
in the organization, closed door policy, poor fringe benefits, too much red
tape.
2.7 Job Satisfaction
Job Satisfaction represents an individual's general attitude towards
his or her job. It results from people's perception of and their experiences
23
of their jobs and the degree to which there is a good fit between the
individual and the organization.
Locke and Lathan (1976) give a comprehensive definition of job

satisfaction as pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience. Job satisfaction is a result of
employee's perception of how well their job provides those things that are
viewed as important.
According to Lan et al., (2010) It is generally recognized in the
organizational behaviour field that jobs satisfaction is the most
important and frequently studied attitude. Scott et al., (2000) has argued
that job satisfaction is an attitude but points out that researchers should
clearly distinguish the objects of cognitive evaluation which are effect
(emotion) beliefs and behaviours. The most referred definition of job
satisfaction was offered by Wells (2000), who defined job satisfaction as a
pleasing or positive emotional state resulting from the evaluation of a
person's job.
Job satisfaction describes how content an individual is with his or

her job. The happier people are within their job, the more satisfied they
are said to be. Job satisfaction is not the same as motivation or aptitude,
although it is closely linked. Job design aims to enhance job satisfaction
and performance, methods include job rotation job enlargement, job
enrichment and job re-engineering other influences on satisfaction
include the management style and culture, employee involvement,
empowerment style and culture, employee involvement, empowerment
and autonomous work position. (Quible (2000) stated that the best
common way of measurement is the use of rating scale where employees
report their reactions to their jobs. Questions relate to rate of pay, work
24
responsibilities, variety of tasks, promotional opportunities, the work
itself and co-workers.
Scientific management also had a significant impact on the study of

job satisfaction. Quible (2000) argued that there was a single best way to
perform any given work task. Frederick contributed to a change in
industrial production philosophies, causing a shift from skilled labour
and piece work towards the more modern of assembly lines and hourly
wages. The initial use of scientific management by industries greatly
increased productivity because workers were forced to work at a faster
pace.
However workers become exhausted and dissatisfied, thus leaving

researchers with new questions to answer regarding job satisfaction. It
should also be noted that the work of Scott et al., 2000 set the tone for
Taylor's work.
Some argue that Maslow's hierarchy of needs theory, a motivation

theory, laid the foundation for job satisfaction theory. (Maslow's) theory
explains that people seek to satisfy five specific needs in life physiological
needs, safety needs, social needs, self-esteem needs, and self
actualization. This model served as a good basis from which early
researchers could develop job satisfaction theories
Patterson et al., (2003) posited that job satisfaction can also be

seen within the broader context of the range of issues which affect an
individual's experience -of work, or their quality of working life. Job
satisfaction can be understood in terms of its relationships. With other
key factors, such as general well-being, stress at work, control at work,
home-work interface, and working conditions.
25
Job satisfaction is a worker's sense of achievement and success on
the job. It is generally perceived to be directly linked to productivity as
well as to personal well-being Ryan and Deci (2000). A current look at job
satisfaction implies doing a job one enjoys, doing it well, and being
rewarded for one's efforts. Job satisfaction further implies enthusiasm
and happiness with one's work. Job satisfaction is the key ingredient
that leads to recognition, income, promotion, and the achievement of
other goals that lead to a feeling of fulfillments.
Major specifics of what workers need in job satisfaction include

self-esteem and identity. A significant portion of job satisfaction often
comes just firm the sheer fact of being employed. If work creates positive
features about being employed, unemployment almost invariably lowers
self-worth. Higgins, (1999) stated that genuine job satisfaction comes
from a feeling of security whereby one's performance is judges objectively
by the quality of work performance rather than artificial criteria such as
being related to highly placed executives or to relative in the firm, Yet at
the same time, monotonous job can almost shatter a workers initiative
and enthusiasm, Employees have definite needs that they feel are
essential to activate as they spend their working hours and years
expanding their efforts on behalf of their employers.
2.8 Determinants of Job Satisfaction

A study on Health departments staffs showed that employees’ overall
satisfaction level was 5.3 ±1.3 on a seven point likert-scale ranging from 1
( strongly disagree) to7(strongly agree) showing moderate job satisfaction Ryan
and Deci (2000). On the other side, employees in the community health service
in Zahedan District of Iran were generally dissatisfied with their job (Ryan and
26
Deci (2000). Similar results were found in Namibian teachers where the level of
job satisfaction was low. Studies have found that employees sometimes state that
they were neither satisfied nor dissatisfied with their job.
Salary and Job satisfaction

A pay satisfaction questionnaire was administered on a study to explore the
satisfaction of pay and results confirmed that pay incentive schemes are strongly
related to pay and job satisfaction (Omar and Ogenyi, 2006). An evaluation of
the employee motivation in the extended public sector in Greece indicated that
public administrators administer extrinsic motivational instruments, more
specifically the provision of fair wages to improve productivity of employees. A
survey conducted on university teachers’ job satisfaction ranked “pay” as the
2ndmost satisfied item (Abdou, 2007).
Another study on comparative analysis of public and private leisure

professional showed that respondents were moderately satisfied with their
compensation with a mean score of3.12 for public managers and 3.15 for private
managers with 5 as the maximum satisfaction (Navai and Veitch, 2003).
Conversely, job satisfaction survey among newly qualified teachers suggested that
7% showed dissatisfaction with the salary (Navai and Veitch, 2003).
Furthermore, 59.2% of a sample of nurses reported that their income was
inadequate to meet their needs (Quible, 2000). In addition to that, IT managers
from a sample of 289 stated that they were most dissatisfied with the present pay
(Okpara, 2004). The comparison of public and private sector organization
employees suggested that civil servants were less extrinsically motivated for their
work in that motivation by salary was significantly lower than private sectors
(Buelens and Broeck, 2007).
Similarly, study by Kebriael and Moteghedi showed that respondents were

most dissatisfied with payments of benefits and salary. A study conducted in
27
Malaysian higher educational sector revealed that a major component of
employees was possibly dissatisfied with their pay policies(Omar and Ogenyi,
2006)
Supervision and Job Satisfaction

The study about factors effecting the job satisfaction of public sector
employees suggested that supervision from the immediate manager enhances job
satisfaction (McCoy and Evans, 2005). Subordinates’ performance improved
directly with managerial actions and supervision of the workers enhanced their
productivity indicating that recognition of their achievement by superiors increased
their level of satisfaction with the job and helped them correct problems.
Satisfaction with the heads of unit’s supervision was ranked 4thin university
teachers’ job satisfaction and 81% were satisfied with the superiors (Oshagbemi,
1997). Similar results were presented by Abdou (2007) which showed 82% of the
sample expressed satisfaction with working relationship and support from the
subject mentors. Same as above, Keung-Fai stated that secondary school teachers
were quite satisfied with the supervision received from their superiors (Keung-Fai,
1996).
Based on a sample of IT managers, Okpara stated that the supervision was

one of the most satisfying factors (Okpara, 2004). Slightly significant results were
found between job satisfaction and, management and organizational structure in
that the satisfaction was low for the supervisors and superiors in community
health service staffs in Iran (McCoy and Evans, 2005). A surprising finding of a
study on job satisfaction was that there were few influences of social relations,
supervisors’ relationships within work life to job satisfaction (Patterson et al.,
2003). Similarly, Leblebici (2012) indicated that satisfaction with supervisors did
not contribute to job satisfaction.
28
Co-workers and Job Satisfaction
The perception of public managers towards dealing with others within the
work environment was the most important element of their job satisfaction and
friendship opportunities were crucial for their job satisfaction (McCoy and
Evans, 2005). Likewise, the study of job satisfaction among police force
employees suggested that working with co-workers enhances their job satisfaction.
A questionnaire administered survey represented a total of 81% of the sample
being satisfied with co-worker relationships (Kebriael and Moteghedi, 2009) and
ranked co-workers in the 5thplace of the most satisfied factors (Quible (2000).
The result was in line with job satisfaction analysis of newly qualified teachers
which concluded that 82% satisfaction with working relationship among
departmental colleagues. In the same manner, with a response rate of 63%, a
study on Health departments’ staffs showed that employees were most satisfied
with the co-workers (Okpara, 2004). Researchers have evaluated the influence of
social relationship on job satisfaction and concluded that there were few influences
of social relations, co-worker interaction within work life, to job satisfaction.
2.9 Impact of Work Environment and Job Satisfaction

Job environment could be described as the physical, geographical,
professional surroundings or conditions wherein employee interacts with
colleagues and equipment in order to carry out some specific activities.
However, such professional surroundings could be either located at home
or outside. Essentially, job environment is expected to be conducive,
hazard free, well ventilation, etc. because hazardous environment tends
to influence employees’ performances (Bakotiæ and Babiæ, 2013).
Bakotiæ and Babiæ, (2013) identified five dimensions of job environment
amongst which include co-worker relationship, management, ward
practice, etc. The term ‘Job satisfaction’ has been described by different
29
authors; the state of emotion that relates with either positive or negative
appraisal of work experiences; self-perception of fulfilling one’s needs
through work represents workers’ evaluation of their work context; “state
of mind determined by the extent to which the individual perceives
his/her job related needs being met” (Freund, 2005). Further, job
satisfaction is defined by Freund, (2005) as “a global construct or as a
constellation of different dimensions to which the employee reacts
effectively”.
Put differently from psychologist point of view, Freund, (2005)

further opined that job satisfaction comprises of two components:
(i) cognitive component; meaning workers having perception

that their needs have being fulfilled, and
(ii) Affective component; the kind of feeling workers
experience or have that comes with the perception. In
similar direction, Muhammad, et al (2010), described job
satisfaction as feelings or state of mind of workers
regarding the characteristics of their jobs. He went further
to state that for workers to be satisfied on their job
depends on variables such as work relationship with one’s
supervisor, the quality of physical work environment,
oneself-actualization, among others. A critical analysis of
the above definitions shows that job satisfaction connotes
different meaning to different people, however, it could be
deduced that job satisfaction is subjective and it depends
on many factors such as one’s feeling, state of mind,
perception, frame of reference, work context, etc. As
obtained in the literature, job satisfaction comprises of
30
various elements such as remuneration, recognition,
supervision, job security, and career advancement.
Further, physical job environment, quality of interpersonal
relationship among workers; nature of the work tend to
influence workers job satisfaction. (Muhammad, et al
2010),
Job satisfaction could also be influenced by organizational climate,

which could be described as the collective attitude of employees towards
their organizations (Burton, Lauridsen, and Obel, 2004); experienced by
workers, influences their behaviour and attitude. Organizational climate
in comparison with organizational culture is regarded as a quantifiable
concept and culture is seen as qualitative and less visible. Burton,
Lauridsen, and Obel, (2004) argued that organizational climate is more
concerned with ‘those aspects of the social environment that are
consciously perceived by organizational members’. Essentially,
organizational climate can be seen as a combination of workers’ useful
perceptions that differentiate organizations in terms of procedure and
practices.
Job security as obtained in the literature could be described as the

feeling workers experience having assurance regarding the continuance
of their jobs; and avoidance of threats in the line of their jobs. Having job
security implies workers do not feel or perceive any kind of threat in the
line of their duties; and as opined by Freund, (2005) organizational
effectiveness is a function of employee commitment and satisfaction;
similarly, Freund, (2005) further described job security as one of the
creators of job satisfaction and commitment.
31
Work can be described as an engagement of persons in physical or
mental activity with the aim of achieving results, which often comes with
financial gain. While family is described as a group comprises of parents
and children living together in the same house. Work is essential and an
important factor in sustaining and maintaining family in particular and
society at large, and it is evident that work can generate stress as a
result of interactions with colleagues and meeting set targets. However,
there is need to accept that work comes with its pros and cons, and
therefore workers are expected to strike balance between work and family
obligations. Work-family interface could be described as workers’
continuous effort to maintain happiness and productive family and work
lives.
There are several factors that influence job satisfaction include pay,
promotion, recognition, working conditions, supervision and leadership,
skills and abilities, organizational policies and procedures. The level of
job satisfaction is affected by intrinsic and extrinsic motivating factors,
the quality of supervision, social relationships with the work group and
degree to which individuals succeed or fail in their work (Armstrong,
2006). Social support has been defined by Bakotie and Babie, (2013) as
good relations between employees and between employees and managers.
Support is also perceived as having two separate components, one being
emotional and the other instrumental. Emotional support concerns the
employee’s personal feelings, while instrumental support refers to
practical help and relief among employees.
Hall (2007) studying the relationship between supervisor support

and Registered Nurses outcome in nursing care units found a positive
correlation between perceived supervisor support and nurse occupation-
related outcomes. According to Bakotie and Babie, (2013) psycho-social
32
stressors in the work environment, such as quantitative overload,
qualitative under-load, lack of control and lack of social support, and the
interaction of such conditions, may have harmful effects on an
individual’s health and well-being.
The term ‘work environment’ is used in stress research to

incorporate psychosocial dimensions such as employee–employer
relations, motivation and advancement, job demands and social support.
The social support means the help that an individual receives from
his/her co-workers, supervisor and colleagues to perform his/her work
effectively. The literature reveals social support as the structure of
relationships. Freund, (2005) maintain it can be divided into two
categories such as the work related social support and the personal
social support. The present study deals with work social support that
may come from the work place within organizations including the
supervisor and the co-workers.
Research indicates that people having social support at work are

more productive than people who do not have social support at work
(Sekar, 2011). The co-workers provide a sense of identity, support and
friendship to other individuals. Wells (2000) was able to show in his
findings that it is the number of management functions in the work
environment which appear to have been the key factor inhibiting higher
productivity. Lan et al, (2010) study on the impact Of Stress On
Employee Productivity, Performance and turnover found many workers
express that their job is prominent source of stress in their life but
reduced workload, improve management and supervision, better pay,
benefits, and vacation times can reduce the stress among employees.
33
Accordingly McCoy and Evans (2005) identify the management
functions to provision of adequate fringe benefits, supervision, work
method and organization. Nwachukwu (2007) also identified supervision,
subordinates, the environment and outcome as the major variables that
influence productivity. In his study on the influence of the work
environment on employee productivity in Nigeria Taiwo (2010) found that
only a small fraction of employees’ indicated strict supervision as an
approach that would increase their productivity levels. Taiwo (2010) in a
study of the nurse working environment found that, perceived social
support from co-workers enhance job performance and decrease job
stress. Similarly, it is suggested that supportive management practices
are crucial to achieve high performance.
Another related aspect of social support is communication defined

as the transmission of meaning from one person to another or many
people, verbally or non-verbally. Lan et al. (2010) found that there are
positive relationships between organization communication,
organizational commitment and job performance. Effective interpersonal
communication skills are essential for social interaction, building and
maintenance of relationships. Poor communication skills can cause
irrevocable damage to relationships; affecting productivity, satisfaction,
performance, morale, trust, respect, self-confidence and even physical
health.
Wells (2000) discovered that 80 per cent of meetings between

colleagues occur spontaneously – when, for example, they encounter
each other by chance in a corridor or the staff canteen. Although
communication is not the same as productivity, organizations often
assume that the former promotes the latter. Collaborative learning can
34
have a more positive effect than individual learning on deep learning of
complex cognitive tasks and collaboration can lead to an enhancement of
productivity.
2.10 Theoretical Framework
2.10.1 Weber's Theory of Bureaucracy

It has widely been perceived that organizations that are designed
and operated as if they were machines are commonly referred to as
bureaucracies. Keep in mind; however, that most organizations are
bureaucratized in some degree, for the mechanistic mode of thought has
shaped our most basic conceptions of what organization is all about.
When business managers or public administrators think of organizations
as machines they tend to manage and design them as machines made up
of interlocking parts that each plays a clearly defined role in the
functioning of the whole. While in certain circumstances a mechanical
mode of organization can provide the basis for highly effective operation,
but in others it can have many unfortunate consequences (Block and
Stokes 1989).
The primary objective is to place mechanistic thinking of

bureaucratic organizations in the context of its cultural environment and
thereby to understand not only what conceptual framework of
bureaucratic organizations was and is, but also to explore why it
developed as it did. Whether in public or private sectors, organizations
are rarely established as ends in themselves. They are instruments
created to achieve other ends. This is reflected in the origins of the word
"organization", which derives from the Greek organon, meaning a tool or
instrument. (Neufeldt, 1994).
35
During the nineteenth century a number of attempts were made to
codify and promote the ideas that could lead to the efficient organization
and management of work. Thus Adam Smith's praise of the division of
labor was followed in 1801 by Eli Whitney's public demonstration of
mass production, showing how guns could be assembled from piles of
interchangeable parts. And in 1832 Charles Babbage, inventor of one of
the earliest forms of the mathematical computer, published a treatise
advocating a scientific approach to organization and management and
emphasizing the importance of planning and an appropriate division of
labor Wren, (1994). Nevertheless, it was not until the early twentieth
century that these ideas and developments were synthesized in a
comprehensive theory of organization and management. One of the most
important contributions to this theory was made by the German
sociologist Max Weber, who observed the parallels between the
mechanization of industry and the proliferation of bureaucratic forms of
organization.
Weber strongly believed that the bureaucratic form routinizes the

process of administration exactly as the machine routinizes production.
As a sociologist, Weber was particularly interested in the social
consequences of the proliferation of bureaucracy and was concerned
about the effect it would have on the human side of society. He saw that
the bureaucratic approach had the potential to routinize and mechanize
almost every aspect of human life, eroding the human spirit and capacity
for spontaneous action.
36
Furthermore, Block and Stokes (1989) recognized that it could have
grave political consequences in undermining the potential for more
democratic forms of organization Weber, (1992). His writings on
bureaucracy are thus pervaded by a great skepticism. It seems logical
that one cannot simply assess the essence of any theory or model
without really attempting to understand its underlying conceptual
framework and premise. This is also true for Weber's conceptualization of
bureaucracy. Hence, in the following section, an attempt will be made to
define Weber's original idea of bureaucracy and the focus of discussion
will particularly be on the core characteristics of Weber's bureaucratic
model.
Working environment is a composite of three major sub-environments:

the technical environment, the human environment and the
organizational environment. Performance of professional employees is
poor not only due to working environment factors but also due to lack of
human resource management aspect such as recognition of employees
who performs well, poor working condition, absence of performance
appraisal system and poor feedback on performance outcome .Therefore
significant changes in promotions, compensation and benefits helps in
keeping employees satisfied and in turn increases production.
37
CHAPTER THREE
Research Methodology
3.1 Area of study
3.1.1 Historical Background of Federal Civil Services Commission
The Central Public Service Board was created sequel to the

acceptance of the Nigerianisation Commission Report of 1 st January,
1949. The main function of this board was to interview and recommend
to the Governor-General, candidates from within and outside the service
for appointment or promotion. The Board was made up of a Civil
Service Commissioner, the Director of Education or his representative
and one official representative of each of the Regional Boards. It was
however, empowered to co-opt two additional members, if need be.
A caretaker Central Public Service Commission was constituted on

3rd May, 1952 under the provision of section 169 of the Nigerian Order-
in-Council (Constitution) of 1951. This was a transitory body to advice
the Governor-General on issues affecting the Public Service at his
request. The Federal Public Service Commission was consequently
established on the 1st of April, 1954 through a Provision under section
174 of Nigerian Order-in-Council (Constitution) of 1954.
The order provided that the Governor-General might (either

generally or specially and in whatever manner he thought fit) refer to the
Commission, the appointment of any person to an Office in the Public
38
Service of the Federation, or dismissal or disciplinary control of Officers
in the Public Service of Federation, or any other matter which in his
opinion, affected the Public Service of the Federation. This in essence
gave the Commission the authority to cover all posts (established or un-
established) for which funds were provided in the Federal Annual
Estimates.
The Commission at this stage was only an advisory body whose key
mandate was advising the Governor-General. The position changed in
1956 when an amendment to the enabling legislation gave the
Commission the power to appoint, promote, transfer, second, dismiss or
otherwise discipline Officers belonging to certain grades. The name was
later changed from Federal Public Service Commission to Federal Civil
Service Commission under section 140(b) of the 1979 Constitution of the
Federal Republic of Nigeria.
The Federal Government announced its intention in January, 1985

to create a Customs, Immigration and Prisons Service Board which
among other things removed the Civil Servants of the Services concerned
from the jurisdiction of the Federal Civil Service Commission. The
Government later split the Board into the Nigeria Customs Service and
Immigration, Prisons and Civil Defense Corps Boards respectively. This
was also the case with other agencies and establishments like the
Federal Inland Revenue Board established by the FIRS Act 2007 which
staff matters ceased to be handled by the Commission. (Federal Civil
Service Commission, 2012).
39
3.1.2 Organizational Structure of Federal Civil Service Commission
The civil service is mainly organized around the federal ministries,

headed by a minister appointed by the President of Nigeria, who must
include at least one member of each of the 36 states in his cabinet. The
President's appointments are confirmed by the Senate of Nigeria. There
are less than 36 ministries. In some cases a Federal minister is
responsible for more than one ministry (e.g. Power, Lands and Housing
may be combined)and a minister may be assisted by one or more
ministers of State.
Each ministry also has a Permanent Secretary, who is a senior civil

servant. The ministries are responsible for various parastatals
(government-owned corporations) such as universities (Education),
National Broadcasting Commission, Information and Nigerian National
Petroleum Corporation. Other parastatals are the responsibility of the
Office of the Presidency, such as the Independent National Electoral
Commission, the Economic and Financial Crimes Commission and the
Federal Civil Service Commission.
The service has six additional units which provide services to all
departments on the Civil Service:
 Establishments & Record Office (E&RO)

 Career Management Office (CMO)
 Manpower Development Office (MDO)
 Management Services Office (MSO)
 Common Services Office (CSO)
 Bureau of Public Service Reforms (BPSR)
40
Fig. 3.1 Organizational Structure of Federal Civil Service
Source: (Federal Civil Service Commission, 2012).
3.2 Population of the study

The population of this study consists of Federal Civil Servants. According
to available document, the civil service is the largest single employer of
labour in Nigeria. The Commission has a total of 422 officers cutting
41
across the various levels; this number however does not include the
Chairman and fifteen (15) Commissioners.
The competences of the Federal Civil Service Commission according

to the FCS Handbook, (2015) are as follows:
Salary Grade level No, of Personnel Percentage

Grade Level 15 and above 15 3.55
Grade Levels 10 – 14 55 13.04
Grade Level 04 – 09 352 83.41
Total 422 100
Source: FCSC, (2017)
3.3 Sample size and Sampling Techniques
The sample size for the study was determined using the sample size
calculator software (www.macorr.com) using a confidence level of 0.05.
The study adopted systematic sampling in which the nominal roll
containing all the staff of the Civil service commission collected from the
administration, promotion and discipline department was used to select
the respondents. The researcher selected the first name on the nominal
roll; this was repeated at an interval of 7 th until the last respondent was
selected. Total sample sizes of 120 respondents were selected to
participate in the study.
3.4 Method of Data Collection

The study used both primary and secondary source of data. Ojo
(2007) define primary data as that which involves the researcher
designing tools for administration to respondents and secondary data as
that which is already available in published or non – published existing
42
material. In order to gather primary data for the study the researcher
seek to use survey and observation methods.
Survey
A survey is widely used in research to obtain information about
certain conditions and practices, and to inquire into opinions and
attitudes of individuals or groups (Ojo, 2006). The researcher designed
the questionnaire with guidance from the university supervisor and in a
manner which acquired information from respondents to answer the
research objectives and research questions. The questionnaire included
the respondent background section in order to determine the
demographics of the sample and relevant sections to address the
research objectives. The researcher used self - administration process of
distribution as this assisted in providing clarity and completeness of the
instrument from the respondents.
Key Informant Interview

The study used key informant interviews for data collection. In-
depth interviews are useful when you want detailed information about a
person’s thoughts and behaviors or want to explore new issues in depth.
The primary advantage of in-depth interviews is that they provide much
more detailed information than what is available through other data
collection methods, such as surveys. The researcher used this
information to complement data gathered from the survey instrument.
The researcher involved the Management staff at the director cadre in an
interview to provide information on his/her experience with employees on
issues regarding the work environment; employee reward incentives,
absenteeism, performance trends and the level of satisfaction.
43
Secondary Data
Secondary data refers to data that was collected prior to the
present study and for other purposes such as reports or studies on the
phenomenon under study. The researcher used published and
unpublished material on the work environment on productivity from
newspaper articles, magazines or journals. Organizational records were
also used; for instance records on annual leave and sick off days
complemented primary data collected.
3.5 Method of Data Analysis

According to Onah (2007) data analysis refers to the systematic
organization and synthesis of research data, and the testing of research
questions. Data analysis gives meaning to data collected during research.
The data analysis involved several processes which included checking for
the completeness of the data collected, coding and data entry into a
computer package. The researcher used the Statistical Package for Social
Scientists (SPSS) to undertake the data analysis. Descriptive statistics
were used for summarizing the collected data according to the frequency
and percentages and interpretations were complemented by the
researcher’s own contributions.
3.6 Types and Sources of Date

Data for this study were derived from both primary and secondary
sources. The primary data include the demographics of the respondents,
their perception on job satisfaction and their opinion of the relationship
between work environment and job performance. The secondary data
were derived from textbooks, journals and other official publications and
the internet, this include the staff strength of the commission, among
others.
44
CHAPTER FOUR
Data Analysis and Discussion of Findings
4.0 Introduction
This chapter covers the analysis and interpretation of the various data
collected through the use of questionnaires and interview as per
objectives of the study. The overall number of employees at Civil Service
Commission is three hundred and twenty (320). The sample of 120
employees was taken and one hundred and twenty (120) questionnaires
were printed and distributed to respondents/employees for the purpose
of collecting data. The total number of questions was 100questionnaires
were returned in good and useable condition. Below is the analysis of the
collected data.
4.1 Demographics of Respondents

Table 4.1 Gender of Respondents
The study involved gender distribution of respondents in order to answer
the questionnaires provided as shown on the table.
Gender Frequency Percentage Valid percent Cumulative percent
Female 48 48 48 48
Male 52 52 52 52
Total 100 100 100 100
Source: Field survey, (October, 2017)
Table 4.1 above depicts that 52% and 48 % of respondents of male and
female respectively answered the questionnaires distributed.
Table 4.2 Age of Respondents
In this study, age of the respondents was considered to be important in
finding the impact of working environment on employees’ performance at
Federal Civil Service Commission.
45
Age Bracket Frequency Percentage Valid Cumulative
percent percent
20 – 30 28 28 28 28
31 – 40 40 40 40 68
41 – 50 26 26 26 94
51 + 6 6 6 100
Total 100 100 100 100
The 31-40 year group constituted 40% of respondents and was
highest number of respondents followed by 20-30 with 28% and then the
40-50 which made up 26% of the respondents. The lowest number of
respondents was within the 50 and above which made 6% of employees.
Table 4.3 Religion of Respondents

percent percent
Islam 48 48 48 48
Christianity 40 40 40 88
Others 12 12 12 100
Total 100 100 100 100
Table 4.3 above revealed that48% of the respondents were Muslims while
40% indicated that their Christians by religious affiliation. 12
respondents indicated others such as traditional religion, and other
mystical associations. In other words, majority of the respondents were
either Muslims or Christians which happens to be the dominant religion
in Nigeria.
46
Table 4.4 Educational Qualification of Respondents
percent percent
Primary Education 4 4 4 4
Secondary 26 26 26 31
Education
Tertiary Education 69 69 69 100
None 0 0 0 100
Total 100 100 100 100
On the educational status of the respondents presented in table 4.4, 4

respondents indicated that they had only primary education, 26
respondents said they proceeded to obtain secondary education while 69
respondents said they had tertiary education which includes various
degrees such as Bachelor degree, Masters, Diploma among others. The
result revealed that majority of the respondents had tertiary education.
Table 4.5 Marital status of respondents

percent percent
Single 20 20 20 20
Married 48 48 48 68
Divorced/Separated 26 26 26 94
Widowed 6 6 6 100
Total 100 100 100 100
47
Table 4.5 revealed that 20 respondents indicated they were still singles
while 48 respondents said they were married. Also, 26 respondents are
divorced or separated while 6 indicated that they were widows. The data
revealed that majority of the respondents were married.
Table 4.6 Number of children of respondents

percent percent
0 28 28 28 28
1-3 40 40 40 68
4–6 26 26 26 94
7+ 6 6 6 100
Total 100 100 100 100
Table 4.6 presents the number of children of the respondents. 28

respondents had no child yet, 40 respondents indicated that have
between 1 – 3 children, 26 respondents said they have 4 – 6 children
while 6 respondents indicated they had more than 6 children.
Table 4.7 Rank of Respondents

The rank of respondents in this study was used in order to answer the
distributed questionnaires.
Rank Frequency Percentage Valid percent Cumulative percent
Junior Staff 50 50 50 50
Senior 50 50 50 50
Total 100 100 100 100
48
From the table4.2, the junior staff of the Commission makes up 50% of
the employees who responded the distributed questionnaires. The
remaining 50% make up the senior staff
4.2 Physical Working Environment

Physical working environment in this study have been considered as one
of the factors influencing employees’ performance as responded by
employees through distributed questionnaires.
Table 4.8 Physical Working Environment

Office Frequency Percentage Valid Cumulative
condition percent percent
Very Bad 22 22 22 22
Bad 20 20 20 42
Moderate 26 26 26 62
Good 16 16 16 78
Very Good 16 16 16 100
Total 100 100 100 100
Majority of the employees from the table 4.8 which constitute 26%
described their physical working environment towards performance as
moderate to influence them to stay in the office and work comfortable.
22% of the employees said the physical working environments very bad
for them stay in the office and work comfortable.20% of the employees
describe the physical working environment towards performance as bad
for them stay in the office and work comfortable while 16% of employees
said their physical working environment is good and the remaining 16%
of employees was very good for them and work comfortable.
49
Majority of employees agree that there exists a strong relation
between physical working environment and motivation for them to
perform. This shows that it is the responsibilities of the Commission to
provide friendly working environment which will influence employees to
work comfortable and perform their job.
Table 4.9 Environment Influence and Comfortably

Response Frequency Percentage Valid Cumulative
percent percent
Strongly Agree 12 12 12 12
Disagree 12 12 12 24
Agree 36 36 36 60
Total 100 100 100
Table 4.9 revealed that 12 respondents indicated that they strongly

agree that they are comfortable with their work environment, as well as
another 36 respondents who simple are comfortable. However, 12
respondents disagree while 40 strongly disagree that their work
environment is comfortable for them to work.
The work environment in the Nigerian civil service is worrisome as

most public officers has no office, no chair and other working materials
like computers and internet facilities. This accounts for the low
productivity among public officers when compared to the counterpart in
the private sector. Most of the newly employed public staff does not have
a cordial relationship with their boss thereby making it difficult to inject
new ideas into the public service. In addition to this, many offices are
50
overcrowded making civil service reluctant to stay in the offices. Most
civil servants come late to office and leave early due to poor work
environment.
Table 4.10 Workplace Noise Distraction

The table 4.10 explained the presence of how noise distractions at the
working place affected employees’ performance.

percent percent
Agree 22 22 22 62
Total 100 100 100 100
From the table 4.10, 38% of employees are strongly agree that presence
of noise distractions at the working place affects their performance
negatively while30% of the employees disagree that the noise at their
workplace distracts them. 22% of employees agree that the noise
distractions at the working place affect their performance. The remaining
10% of employees strongly disagree that noise at their work place
distracts them. Workplace noise distraction has impact on employees’
performance as resulted to uncomfortable and loosing employees’
concentration in performing their task.
51
Table 4.11 Employee Performance Feedback
The following responses explained how employees performance feedback
applied by supervisor towards employees performance.
percent Percent
Always 16 16 16 16
Usually 20 20 20 36
Sometimes 32 32 32 68
Rarely 16 16 16 84
Never 14 14 14 98
Not sure 2 2 2 100
Total 100 100 100
As shown from the table 4.11, 32% of the employees said they are
sometimes receiving performance feedback from their supervisor,
followed by 20% who said they are usually get performance feedback
from their supervisor. 16% of the employees said they are rarely getting
performance feedback from supervisor and another 16% said they are
always receive performance feedback whereas 14% said they are never
receive their performance feedback and lastly 2%not sure on receiving
performance feedback from the supervisor. Employee performance
feedback contributes on employee performance because it consists of
both positive feedback on what the employee is doing right as well as
feedback on what requires improvement.
52
Table 4.12Communication of Organization Goals and Strategies
The table 4.12 described the importance of communication of the
Commission’s goals and strategies towards employees’ performance.

percent percent
Agree 36 36 36 60
Total 100 100 100
From the table 4.12, 40% of the employees said they strongly agree the
organization communicates its goals and strategies to them. 36% of the
employees also said they agree that, the Commission’s goals and
strategies are communicated to them. Also 12% of the employees
disagree that goals and strategies of Commission are communicated to
them. Another 12% of the employees said they strongly disagree that the
Commission’s goals and strategies are communicated to them.
Communication of the Commission’s goals and strategies helps the
employees to achieve what the FCSC is in business for and fulfill its
mission and vision.
53
Table 4.13 Job Aid
The following response explained the presence of job aid at the FCSC
which contribute son employees’ job performance.
percent percent
Agree 30 30 30 50
Total 100 100 100 100
The table 4.13 defines that, 50% of the employees are strongly agree that
the presence of job aid at the FCSC will contribute much in their job
performance.30% of thee Employees agree on the presence of job aid at
the FCSC will contribute their job performance while 10% of the
employees are disagree on the use of job aid to enhance performance.
Another 10% of the employees strongly disagree on the presence of job
aid being the factor of their performance. The presence of job aid at the
FCSC supports employees to perform and plan for the development,
made their work to be easier and help to minimize error rates.
54
Table 4.14 Employee Recognition as an Individual
Employee recognition as individual was considered to be important factor
towards employee performance. The following were the response.
percent Percent
Always 16 16 16 16
Usually 20 20 20 36
Sometimes 32 32 32 68
Rarely 16 16 16 84
Never 14 14 14 98
Not sure 2 2 2 100
Total 100 100 100
As shown from table 4.14 that, 32% of the employees said they are
sometimes recognized as individual, followed by 20% who said they are
usually recognized as individuals in the FCSC. 16% of the employees
said they are rarely recognized as individuals and another 16% said they
are always recognized as individuals whereas 14% said they are never
recognized as individuals by the FCSC. 2% said they not sure if they are
recognized as individuals in the FCSC or not. Being not recognized as
individual has negative impact on employees performance because of no
feeling exist between them and the FCSC which occasionally demoralize
them as they cannot air their views.
55
Table 4.15 Communication between Employees
The responses from the table 4.15 described how employees are given
opportunity to interact with other employees on a formal level towards
their job performance.
percent percent
Disagree 8 8 8 20
Not sure 4 4 4 24
Agree 34 34 34 58
Total 100 100 100 100
From the table 4.15, 42% of the employees strongly agree that they
receive enough opportunity to interact with other employees on a formal
level. On the other hand, 34% of the employees said they agree that the
FCSC gives them the opportunity to interact with other employees while
12% said they strongly disagree that they are allowed to interact with
their fellow colleagues on a formal level. 8% of employees said they
disagree that the FCSC allows them to interact with other employees and
2% says that they neither agree nor disagree that the FCSC allows them
to interact with other employees on a formal level. Communication
between employees promotes trust and loyalty among them and
encourages better team work and relationship shows communication
system at the workplace which resulted in employee performance.
56
` Table 4.16 Employee Career Advancement
In table 4.16 there were response on employee career advancement in
the FCSC.

percent percent
Not sure 8 8 8 36
Agree 40 40 40 8
Total 100 100 100
Majority of the employees from table 4.16 which representing 40% said
they agree to have a clear path for career advancement in the FCSC while
24% said they strongly agree to have a clear path for career
advancement.20% of the employees said they disagreed to have a clear
path of career advancement in the FCSC whereas 8% said they neither
agreed nor disagreed of having clear path of career advancement. 8% of
the employees on other hand said they strongly disagreed to having a
clear path for career advancement. By having clear path for career
advancement in the organization helps in employee performance by
working comfortable and increase the FCSC productivity.
However, there is a misconception of the capacity of the systems

implanted by the GIFMIS reforms in the service. The systems, contrary to
the belief of its proponents, are not impervious to corrupt practices.
57
There had been instances of wrong transfers of funds and allied dubious
transactions which have led to huge financial losses.
Table 4.17 Employee Relationship with Supervisor

The responses in table 4.17 described the employee relationship with
supervisor towards job performance.

percent percent
Very Bad 6 6 6 6
Bad 4 4 4 10
Good 50 50 50 72
Very Good 28 28 28 100
Total 100 100 100 100
From the table 4.17, 50% of the employees said to have a good
relationship with their supervisor, whereas 28% said to have a very good
relationship with their supervisor. 12% of employees said to have
moderate relationship with their supervisor while 6% said to have very
bad relationship with their supervisor and remaining 4% of employees
have bad relationship with their supervisor. Employee relationship with
supervisor contributes on job performance because a supervisor act as
advocate for employees by gathering and distributing the resources
needed by the employees which provide positive encouragement for a job
well done.
This development confirms the imperfections of process reforms which
were solely anchored on the computerization of the systems without
58
systematized programme for complementary attitudinal reorientation of
the personnel operating the systems.
Table 4.18 Employee Job Security in the FCSC

The following were the response regarding the presence of employee job
security in the FCSC towards their performance.
percent percent
Very Bad 0 0 0 0
Bad 0 0 0 0
Good 50 50 50 80
Very Good 20 20 20 100
Total 100 100 100
From the table 4.18 the majority of employees who represent 50%
describe to have good job security within the FCSC whereby 30%
described their job security in the FCSC as moderate. The remaining
20% said their job security in the FCSC is very good in their staying.
Employee job security in the FCSC contributes on employee performance
because it plays a vital role in attract, keep and motivate them to perform
their assigned task.
59
Table 4.19 Clear Definition of Task
The following were the response on employees’ clear definition of task.
percent percent
Disagree 4 4 4 10
Not sure 12 12 12 22
Agree 28 28 28 50
Total 100 100 100
From the table 4.19, 50% of the employees strongly agree to have the
clear definition of task at their workplace whereas 28% agree to have
clear definition of task. 12% neither agree nor disagree to clear definition
of their task at their work place. 6% also strongly disagree to the clear
definition of task and the remaining 4% disagree to the clear definition of
task at their working place. Clear definition of task motivates employees
to perform their job effectively and to achieve the FCSC goals.
Figure 4.1 Supervisor’s Rating on Communication

A supervisor has contribution on employee performance. The following
were the response from employees on rating their supervisor on
communication towards their job performance.
60
Poor Average Good V. Good Excellent
6%
18%
20%
24%
32%

Fig. 4.1 Supervisor’s rating on Communication
The figure 4.1 described that, 32% of the employees rated their
supervisor’s communication skills as been good towards their job
performance while 24% rated their supervisor as very good in terms of
communication. 20% of employees said their supervisor’s communication
towards their job performance is average and 18% of employees rated
their supervisor as excellent in terms of communication. The last 6% of
employees said they are poor with their communication skills. In order to
gain the employees performance, both employees and supervisor needs
to play their part of relationship commitment that leads to positive result
to the performance.
61
Figure 4.2 Supervisor’s Rating on Planning and Organizing
A good supervisor needs to be competent in planning and organizing at
the working place. The responses in figure 4.2 explained how employees
rated their supervisor on planning and organizing at their working place.
poor
Average
Good
V. Good
Excellent
As shown from the figure 4.2, 30% of employees rated their supervisor
being good in terms of planning and organizing at their workplace
towards performance whereas 26% responded by saying their supervisor
rate in planning and organizing towards their performance is average.
22% said that their supervisor contribution towards their job
performance is very good in planning and organizing while 20% rated
their supervisor as excellent when it comes to planning and organizing.
Lastly is 2% of employees who rated their supervisor are poor.
Supervisor’s ability on planning and organizing helps in getting their job
done by guiding employees on operational process.
62
Figure 4.3 Supervisor’s Rating on Directing and Coordinating
The following were the response from employees on rating their
supervisor on directing and coordinating towards their job performance.
Poor
Average
Good
V. Good
Excellent
Majority of employees from the figure 4.3 represent 40% rated average to
their supervisor when it comes to directing and coordinating towards
their job performance. 30% of employees responded by saying their
supervisor are very good in directing and coordinating activities and as
such they feel very much comfortable working with them while 30% of
the employees who responded said their supervisor are good with
directing and coordinating. Supervisor’s competence on directing and
coordinating contribute on employees’ performance if the supervisor is
having a very good communication skill especially during directing and
coordinating on the training program, the employees will probably
increase their competency and job performance.
63
Figure 4.4 Supervisor’s Rating on Job/Technical Knowledge
The responses from figure 4.4 described how employees rated their
supervisor on job/technical knowledge towards their job performance.
Poor
Average
Good
V. Good
Excellent
The figure 4.4 described that, 54% of employees responded by saying

their supervisor are very good in job/technical knowledge towards
performance. 20% of employees also responded by saying their
supervisor have good job/technical knowledge towards performance
whereas 18% said their supervisor are excellent with their job. The
remaining8% of employees rated their supervisor being average in terms
of job/technical knowledge towards job performance. Supervisor’s
job/technical knowledge has contribution on employee performance
because a supervisor is regarded as an experience leader who can solve
employee problems by establishing objectives, selecting program method
64
and techniques which leads to positive result to the performance from
employee.
Figure 4.5 Supervisor’s Rating on Interpersonal Relationship

The following were the employees’ response on rating their supervisor on
interpersonal relationship towards their job performance.
Poor
Average
Good
V. Good
excellent
From the figure 4.5, 32% of employees responded by rating their

supervisor’s interpersonal relationship is good at the working place. 26%
of employees rated their supervisor being very good in terms of their
interpersonal relationship while 16% rated their supervisor as excellent
in interpersonal relationship. Some of the employees said their
supervisor interpersonal relationship is poor at the working which
represent 14% of employees whereas 12% said their supervisor’s
interpersonal relationship is average towards job performance.
Supervisor’s interpersonal relationship contributes on employees’
65
performance in terms of delivering the information or process on the job
to the employees at the working place. If full commitment is given, it
leads to positive result to the performance from the employees.
Figure 4.6 Work Incentives towards Employee Performance

Work incentives were also considered to be the important factor towards
employees’ performance in this study. The following were the response
from employees on how work incentives contribute towards their job
performance.
60
50
40
30
20
10
0
S. Disagree Disagree Not sure Agree S. Agree

As shown from the figure 4.6, 50% of employees were strongly agree that
work incentives in the organization will motivate them and hence
employee performance. Then 28% of employees agreed on work
incentives being as the motivation factor for them to perform.12% of
employees are neither agreed on work incentives being the factor for
them to perform while 6% of employees were strongly disagree on work
incentives as the motivation factor for performance. The remaining 4% of
66
employees disagreed on work incentives as a factor of employee
performance. Work incentives have impact on employee performance
because by having the work or job done on track, employers could be
able to monitor their employees and help them to improve their
performance. Furthermore, a reward system should be implemented
based on the performance of the employees. This is to motivate the
employees in order to perform more on their task.
Figure 4.7 Length of Working Period

In this study length of working period was also considered towards
employee’s performance as presented in the figure 4.7.
60
50
40
30
20
10
0
less than 6 months 6 months - 2 yrs 2 - 5 yrs 5 - 10 yrs 10 - +

Majority of employees as shown from the figure 4.7 according to them
have worked with the FCSC for a period of 2-5 years representing 50%,
followed by 20% of employees who have worked with the FCSC within the
period of 6 month 2years. 18% of the employees have worked with the
FCSC for a period of 5-10 years and 8% have worked with the FCSC over
67
10 years. 4% of the remaining respondents have worked with the FCSC
for less than 6 months. Length of working period on employee
performance is determined by person’s ability to perform also including
the opportunity and willingness to perform as well.
Figure 4.8 Referral of a Friend to Work with the FCSC

The following were the response from employees regarding their referral
of a friend to work with the FCSC.
50
45
40
35
30
25
20
15
10
0
Definitely Probably Not sure Probably not

From the figure 4.8, 44% of the employees answered by saying they will
definitely refer a friend to work with the FCSC whereas 40% said they
will probably recommend a friend to work with the FCSC. 10% of the
employees on the other hand said they are not sure if they will
recommend a friend to the FCSC and 6% said they will probably not refer
a friend to work with the organization. FCSC has to provide friendly
working environment which attract and influence employees to work
68
comfortable and perform their job effectively as a means of referral of a
friend to work with the organization.
Figure 4.9 Fairly Treatment of Rewarding Employees

In this study fairly treatment of rewarding employees was also considered
towards employees’ performance as presented in the figure 4.9.
40
35
30
25
20
15
10
0
Not at all To some extent Often Mostly Always

The figure 4.9 describe that, 36% of the employees said to some extent
the FCSC has fairly treatment on rewarding employees who perform well.
26% of employees responded by saying there is mostly fairly treatment
on rewarding performers while 20% of employees said there is always
fairly treatment on rewarding employees who perform well.14% of the
employees responded by saying there is often fairly treatment on
rewarding performers and the remaining 4% said the FCSC is not at all
fair on treatment for rewarding employees who performs well. The
organization needs to determine what motivates its employees by setting
69
up formal and informal structures for rewarding which enhances
employees’ performance.
This development confirms the imperfections of process reforms which
were solely anchored on the computerization of the systems without
systematized programme for complementary attitudinal reorientation of
the personnel operating the systems.
4.3 Test of Hypotheses

Test of Hypothesis 1
Ho1: There is no significant relationship between work environment and

job satisfaction among federal civil servants.
Hi1: There is a significant relationship between work environment and
job satisfaction among federal civil servants.
Sex SA A N D SD Total
Male 29 8 4 7 5 53
Female 14 12 10 5 6 47
43 20 14 12 11 100
Cells Fo Ft Fo-Ft (Fo-Ft)2 (Fo-Ft)2/

Ft
E1 29 22.79 6.21 38.564 1.69215
E2 8 10.6 -2.60 6.76 0.637736
E3 4 7.42 -3.42 11.696 1.576334
E4 7 6.36 0.64 0.4096 0.064403
E5 5 5.83 -0.83 0.6889 0.118165
E6 14 20.21 -6.21 38.564 1.908169
E7 12 9.40 2.60 6.760 1.719149
E8 10 6.58 3.42 11.696 1.777568
E9 5 5.64 -0.65 0.4096 0.072624
E10 6 5.17 0.83 0.6889 0.13325
Calculated Chi Square 9.6996
70
Degree of freedom = (R-1) (C-1) (2-1) (5-1) (at 5% significance)
1×4= 4 under 0.05.
X2 Calculated is 9.6995
X2 Tabulated is 9.488
Decision Rule
Since X2 calculated (18.9597) is > X 2 Tabulated (9.488), we reject Ho

hypothesis which states that: There is no significant relationship
between work environment and job satisfaction among federal civil
servants. and accept Hi hypothesis which states that There is a
significant relationship between work environment and job satisfaction
among federal civil servants.
Hypothesis 2
H02: There is no significant relationship between work environment and

employees’ interpersonal relationship among federal civil servants.
Sex SA A N D SD Total
Male 45 7 4 2 4 62
Female 13 11 8 3 3 38
58 18 12 5 7 100
Cells Fo Ft Fo-Ft (Fo-Ft)2 (Fo-Ft)2/

Ft
E1 45 35.96 9.04 81.7216 2.27257
E2 7 11.16 -4.16 17.3056 1.550681
E3 4 7.44 -3.44 11.8336 1.590538
E4 2 3.10 -1.1 1.21 0.390323
E5 4 4.34 -0.34 0.1156 0.026636
E6 13 22.04 -9.04 81.7216 3.707877
71
E7 11 6.84 4.16 17.3056 2.530058
E8 8 4.56 3.44 11.8336 2.595088
E9 3 1.90 1.1 1.21 0.636842
E10 3 2.66 0.34 0.1156 0.043459
Calculated Chi Square 15.3441
To determine the X2
Degree of freedom = (R-1) (C-1)
(2-1) (5-1) (at 5% significance)
1×4= 4 under 0.05.
X2 Calculated is 15.3441
X2 Tabulated is 9.488
Decision Rule
Since X2 calculated (15.3441) is > X 2 Tabulated (9.488), we reject Ho

hypothesis which states that There is no significant relationship between
work environment and employees’ interpersonal relationship among
federal civil servants and accept Hi hypothesis which states that There is
a significant relationship between work environment and employees’
interpersonal relationship among federal civil servants. .
4.4 Discussion of the Findings

Findings show that almost 50% of employees agreed that there exists a
strong relation between physical working environment and motivation for
them to perform. This shows that it is the responsibilities of the FCSCto
provide friendly working environment which will influence employees to
work comfortable and perform theirjob. By having a good environment,
72
the employees could apply their energy and their full attention to perform
work Vischer, (2007).
Cummings and Schwab (1973) mentioned the connection between

leadership behavior and employees performance. It is further supported
by Maritz (1995) who reported that effective leadership behavior
facilitates the attainment of the subordinate’s desires, which then results
in effective performance. A finding shows that 32% of respondents agreed
with the thinking that their head of department communicate effectively
which is supported by Salacuse (2007) who indicates that leaders are
now required to lead by negotiation, they need to communicate effectively
by appealing to the interests of the followers. 40% of respondents agreed
on employees’ participation in meetings and sharing ideas. The findings
are supported by Cassar (1999) that employee participation and
involvement in decision making have a positive association with positive
work attitudes and employee commitment. 40% of the respondents
agreed with the statement that “good communication environment at
work place is necessary to improve performance”. Findings are supported
by Chen (2011) who found that there are positive relationships between
organizational communication, organizational commitment and job
performance. Kotter, (1988) noted that effective organizational
communication promotes productivity.
Findings show that 32% of respondents rated their supervisor
interpersonal relationship at the working place as good. As the working
environment factor, supervisor interpersonal role is important to
encourage positive relations and increase self-confidence of the employee
and in return improve employee performance (Blau, 1964).
73
CHAPTER FIVE
Summary, Conclusion and Recommendations
5.1 Summary
The study revealed that the FCSC working environment had an
impact on members as far as respondents are concerned. The study
found that, the FCSC needs to improve its physical working environment
so as to influence employees to stay in the office, work comfortable and
perform their job. The study also revealed that employees are sometimes
not recognized as individuals i.e. no feeling exist between them and the
Commission and this occasionally demoralize them as they cannot air
their views.
Through this study it revealed that employees’ performance

depended much on the presence of job aid at the FCSC. This means by
having job aid it will support the employees to perform and plan for the
development so that it can be used as to obtain the optimal use for
performance. It was also found that, the FCSC to some extent has fair
treatment on rewarding employees who perform well. The study also
revealed that employee’s will improve their performance if the problems
identified during the research are tackled by the management. The
problems are flexibility of working environment, work noise distraction,
supervisor’s interpersonal relationship with subordinates, presence of job
aid, the use of performance feedback and improve of work incentives in
the Commission so that to motivate employees to perform their job.
5.2 Conclusion
Conducive work environment is vital for optimum performance of
employees in both public and private enterprises. The study concludes
that work environment plays a vital role in motivating employees to
74
perform their assigned job. Since money is not a sufficient motivator in
encouraging the workplace performance required in today’s competitive
business environment. The ability to attract, keep and motivate high-
performance is becoming increasingly important in today’s competitive
organizational environments. The study also revealed that employee’s will
improve their performance if the problems identified during the research
are tackled by the management. At the end of the research, it was
realized that the employee’s working environment find themselves in
affect their productivity greatly. Therefore it is the responsibilities of the
organization to provide friendly working environment which will influence
employees to work comfortable and perform their job.
Physical factors in the workplace such as poor layout or
overcrowding can lead to common types of accident such as tripping or
striking against objects. There are also some other factor that could
affect the employees performance such as noise which will cause
discomfort on the employees and thus reduce the employees’
productivity. An employee could be affected depending on the task they
are given and also the environment of the place they are working. By
having a good environment, the employees could apply their energy and
their full attention to perform work
5.3 Recommendations
Based on the results of findings, the following are recommendations for
future implementation.
i. Periodic meetings with employees to air their grievances to

management to serve as a motivating factor to the employees.
75
Managers should also be counseled on their relationships with
their subordinates.
ii. The FCSC should have a good program in place for their
employees work life balance as this can be a great factor to
motivate and retain them.
iii. Management should try as much as possible to build a work
environment that attracts, retain and motivate its employees so
that to help them work comfortable and increase productivity.
iv. Employers should make available adjustable and flexible
furniture to all workers in order to make them more comfortable.
This in the long run keeps the employees healthy
v. Employers should have in place a good working condition for
their employees in order to boost their morale and made them
more efficient. An example is making their benefit programs to
suit employees.
vi. Management should find ways and means of communicating
their goals and strategies to their employees in order to achieve
what the FCSC is in business for, its mission and vision.
76
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Onah, F.O. (2003) Human Resources Mangement. Enugu: Falladu

Publishing Co.
Onah, F.O. (2007) Strategic Manpower Planning and Development

(Revised ed). Nsukka: Great AP Express Publishers Ltd.
Onah, F.O. (2009) Strategic Manpower Planning and Development (lst

ed). Nsukka: Falladu Publishing Co.
78
Appendix I
Consent Letter
Dear Respondent,
I am a student of University of Abuja currently undertaking a research

on “The Impact of Working Environment on Employees Performance:
Case of Federal Civil Service Commission” . The study is in partial
fulfillment of the academic requirements for Award of degree of Bachelor of
Public Administration in University of Abuja. The questionnaire is purely for
Academic purpose and the information provided shall be treated with utmost
confidentiality. I kindly request you to spare a few minutes and fill this
questionnaire as genuinely as possible.
Thanks for your anticipated co-operation
Ukeme Etim
Instructions: Please tick (/) as appropriate

1. Sex of respondents
a. Male
b. Female
2. Age of Respondents
a. 20 – 30
b. 31 – 40
c. 41 – 50
d. 51 and above
3. Religion of respondents
a. Islam
b. Christianity
79
c. Others
4. Educational Qualification
a. Primary Education
b. Secondary Education
c. Tertiary Education
5. Marital Status of respondents
a. Single
b. Married
c. Divorced/Separated
d. Widowed
6. Number of Children
a. 0
b. 1 – 3
c. 4 – 6
d. 7 and above
7. Rank/Designation of respondents …………………..
Section B: Work Environment

Statement V. Bad Moderate Good V.
bad good
1 How would you describe your 1 2 3 4 5
office building space
2 Does your office environment 1 2 3 4 5
influence your comfortably?
3 How would you describe the 1 2 3 4 5
noise level in your work place?
4 How will you rate the feedback 1 2 3 4 5
that you receive from your
supervisor?
5 How is the Communication of 1 2 3 4 5
organization goals and
strategies?
6 How would you describe job 1 2 3 4 5
80
Aidsin this organization?
7 Do you feel that employees are 1 2 3 4 5
recognized as individuals?
8 Communication between 1 2 3 4 5
employees
9 Level of satisfied with the 1 2 3 4 5
employee career advancement?
10 Employee relationship with 1 2 3 4 5
supervisor?
11 Employee job security in the 1 2 3 4 5
organization
12 Clear definition of task/ duties 1 2 3 4 5
11. How would you rate your Supervisor in each of the following areas?
Poor Average Good Very Good Excellent
Communication 1 2 3 4 5
Planning and organizing 1 2 3 4 5
Directing and coordinating 1 2 3 4 5
Job/Technical knowledge 1 2 3 4 5
Interpersonal relationship 1 2 3 4 5
Work incentives towards 1 2 3 4 5
employee performance
Length of Working period 1 2 3 4 5
Referral of a friend to work 1 2 3 4 5
with the FCSC
Fairly treatment of rewarding 1 2 3 4 5
employees
12. Do you think that there is a significant relationship between work

environment and job satisfaction among federal civil servants?
a. Strongly Disagree
b. Disagree
c. Indifferent
d. Agree
e. Strongly Agree
81
13 Do you think that there is a significant relationship between work
environment and employees’ interpersonal relationship among federal
civil servants?
a. Strongly Disagree
b. Disagree
c. Indifferent
d. Agree
e. Strongly Agree
‘Thank you for your participation’
Table of Contents
Title Page i
Declaration ii
Certification iii
Dedication iv
Acknowledgement v
Abstract vii
82
Table of Contents viii
Chapter One
Introduction
1.1 Background of the study
1.2 Statement of the problem
1.3 Objective of the study
1.4 Research Hypotheses
1.5 Research Methodology
1.5.1 Method of data collection
1.5.2 Method of data analysis
1.5.3 Population and sampling size
1.5.4 Sample and sampling frame
1.6 Significance of the study
1.7 Scope and limitation of the study
1.8 Definition of Terms
1.9 Plan of the study
Chapter Two
Literature Review and Theoretical Framework
2.0 Introduction
2.1 Conceptual Framework
2.2 Work Environment
2.3 Elements of Work Environment
2.4 Job Satisfaction
2.5 Determinants of Job Satisfaction
2.6 Impact of Work environment and Job Satisfaction
2.7 Theoretical Framework
Chapter Three
Unit of Analysis
83
3.1 Historical background of the federal civil services commission
3.2 Organizational structure of the federal civil service commission
3.3 Functions of the federal civil service commission
3.4 Effect of Work Environment on the Performance of Staff of Federal
Civil Service Commission
3.5 Problems of Federal Civil Service Commission
3.6 Prospect of the Federal Civil Service Commission
Chapter Four
Data Presentation and Analysis
4.0 Introduction
4.1 Analysis of Responses from Questionnaires
4.2 Physical Working Environment
4.3 Test of Hypotheses
4.4 Discussion of Findings
Chapter Five
Summary, Conclusion and Recommendations
5.1 Summary
5.2 Conclusion
5.3 Recommendations
Bibliography
Appendix
Abstract
Organizations must step outside their traditional roles and comfort zones
to look at new ways of working. They have to create a work environment
where people enjoy what they do, feel like they have a purpose, have
pride in what they do, and can reach their potential. The study aimed to
assess the impact of working environment on employees’ performance at
the Federal Civil Service Commission. For the purpose of this study,
descriptive research design was used. Simple random sampling technique
was respectively used to select the respondents for the study.
84
Respondents for this study were One hundred (100) made up of senior
staff and junior staff. Structured questionnaires were used for data
collection. The study findings indicate that, organization working
environment had an impact on members as far as respondents are
concerned. The study also revealed that employees’ will improve their
performance if the problems identified during the research are tackled by
the management. The problems are flexibility of working environment,
work noise distraction, supervisor’s interpersonal relationship with
subordinates, presence of job aid, the use of performance feedback and
improve of work incentives in the organization so that to motivate
employees to perform their job. The study recommended that, the
organization needs to have periodic meetings with employees to air their
grievances to management and serve as a motivating factor to the
employees. Management should find ways and means of communicating
their goals and strategies to their employees in order to achieve what the
organization is in business for, its mission and vision.
85

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CHAPTER ONE

According to Chandlerand Plano (2004) model of human resource

Work environment includes some factors, which either contributes

In discussing the notion of the work environment, it is important to

According to Abba and Anazodo, (2006) the performance of an

The word ‘administration’ derives from the Middle English word

1.2 Statement of Research Problem

There is therefore a need for organizations and employers to

1.3 Objective of the study

i. To identify influence of physical work environment on job

ii. To assess the effects of office ergonomics among Civil Servants

iii. To establish the extent that job satisfaction affect employee

iv. To recommend ways of improving work environment to increase

1.4 Research Questions

1.6 Scope and Limitation of the study

1.7 Significance of the study

1.8 Definition of Terms

Bureaucracy: Onah (2007) defines bureaucracy as government by

Promotion: Onah, (2003) defined promotion as a process of raising

Efficiency: This is defined by the Oxford dictionary as achievement of

2.1 Functions of the Federal Civil Service Commission

The Federal Civil Service Commission (FCSC) is responsible for:

 Representation of the Civil Service Commissioners at Senior Staff

In the case of appointments at the Director or Permanent Secretary

2.2 Effect of Work Environment on the Performance of Staff of

2.3 Problems of Federal Civil Service Commission

2.4 Prospect of the Federal Civil Service Commission

It is remarkable that since 1999 that the fourth republic

Though the new administration has left many Nigerians in doubt

The administration has also expressed its readiness to undertake a

Nigeria is a constituent of the global society in which the civil

2.5 Work Environment

Opperman (2002) defines working environment as a composite of

Organizational environment include systems, procedures,

According to Leblebici (2012), many executives are under the

Srivastava (2008) argues that perceived adequacy or inadequacy of

Barber (2001) undertaking a study to ascertain factors that affect

2.6 Elements of Work Environment

In their overview of stress related to the physical work environment,

Leblebici (2012) acknowledges that higher salaries and

An organization’s physical environment and its design and layout

Rowan and Wright (1995) highlight the importance of ergonomics in

Navai and Veitch (2003) defined noise as a physiological concept

Locke and Lathan (1976) give a comprehensive definition of job

Job satisfaction describes how content an individual is with his or

Scientific management also had a significant impact on the study of

However workers become exhausted and dissatisfied, thus leaving

Some argue that Maslow's hierarchy of needs theory, a motivation

Patterson et al., (2003) posited that job satisfaction can also be

Major specifics of what workers need in job satisfaction include

2.8 Determinants of Job Satisfaction

Salary and Job satisfaction

Another study on comparative analysis of public and private leisure

Similarly, study by Kebriael and Moteghedi showed that respondents were

Supervision and Job Satisfaction

Based on a sample of IT managers, Okpara stated that the supervision was

2.9 Impact of Work Environment and Job Satisfaction

Put differently from psychologist point of view, Freund, (2005)

(i) cognitive component; meaning workers having perception

Job satisfaction could also be influenced by organizational climate,

Job security as obtained in the literature could be described as the

Hall (2007) studying the relationship between supervisor support

The term ‘work environment’ is used in stress research to