Journal of Global Economics and Business October 2020, Volume 1, Number 3, 165-186

ISSN: Print 2735-9344, Online 2735-9352

ENVIRONMENTAL INFLUENCE ON ORGANIZATIONAL BEHAVIOUR

AND WORKERS’ PRODUCTIVITY: COMPARATIVE STUDY OF ST. MATTHIAS
COLLEGE AND COMMUNITY COMPREHENSIVE SECONDARY SCHOOL,
BAYELSA STATE

Sakiemi A. IDONIBOYE-OBU,
Ignatius Ajuru University of Education, Department of Political Science,
Port Harcourt, Nigeria
idons03@yahoo.co.uk

Abstract

Many organizations in Nigeria do not act responsibly towards their environment while some
fail to consider that elements of environment such as culture, structure and work conditions
can and do affect their activities either for good or evil. This study investigated the perceived
influence of environmental factors on organizational behaviour and workers’ productivity in
public and private organizations. In order to achieve our aim, a comparative examination of
two secondary schools in Yenagoa metropolis was carried out to ascertain the degree of
environmental influence on employees’ behaviour in St. Matthias College, Amarata being a
private school and Community Comprehensive Secondary School, Biogbolo being a public
school. The study adopts the systems theory as its framework. The findings revealed that
environmental factors such as culture, structure, and work conditions affect employees’
behaviour and productivity either favourably or unfavourably irrespective of whether the
organization is public or private. The work recommends that organizations, whether privately
owned by the individual(s) or owned by the State (Government), should imbibe good culture,
develop an effective organizational structure and adopt standard working conditions to
achieve employees’ satisfaction and high productivity.

Keywords: Organizational Culture, Organizational Structure, Working Conditions,

Productivity, Job Performance, Job Satisfaction, Organizational Behaviour.
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

1. Introduction

Employees in an organization display different behaviours in diverse circumstances. In as much

as the diversity in their manner of behaviour can be ascribed to individuality and perception
differences, many of the diversities in behaviour can also be attributed to situational reasons
such as personal background, structure and conditions of job. Organizational environment
refers to the “institutions or forces outside the organization that potentially affect the
organization’s performance” (Robbins & Judge, 2016, p. 705). The effect of the environment
on an organization is mediated by the perception of organization members. Perception in this
context means “process by which individuals organize and interpret their sensory impressions
in order to give meaning to their environment” (ibid. p.708). In other words, while certain
environmental factors may objectively impact organizational performance, the way
organization members interpret these elements is critical to how the organization is affected.

Moreover, organizational environment refers to the perceived services or foundation within an

organization that provides actions, operational systems, and organizational resources. It
embraces the entire organizational activities that stay within and external means of the
organizational confines and have the possible effects of the organizational culture and the
structure of the organization, condition of work, organizational stability, regulatory
government organizations, contenders, business clients, business contractors and the level
demands from the side of masses (Sharma, Sadana and Kaur, 2012:446).

Behaviours within the organization involve the various activities and manner that individuals
display within organizational setting (Ogunbameru, 2004:124). Organizational behaviour can
in addition be explained as a study of the product of personality and group's relations, dealings,
performance, attitudes and behaviours that are guided by organizational needs, desires and
targets which have an effect on the performance of the organization and can be used to express
the organization as its culture and behaviour (Maicibi, 2013:4).Observation reveals that
environmental factors provide an important function in shaping the accomplishment or
challenge of any given organization. Accordingly, any organization that disregards or decline
to take action or get a feel for to these factors is building trouble for itself. The capability and
motivation of an organization to create utmost use of the prevailing organizational
environmental factors to its advantage reflect the brand of responsive and efficient and effective
process of achieving targeted organizational goals and desires.

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 166
Idoniboye-Obu

Taking into consideration the enormous role played by environmental conditions in the
accomplishment or challenges of organizations, and the essential nature of education to human
capacity development in all spheres of life, it is important that this study looks at the place of
the environment in influencing the performance and productivity of workers in the secondary
education sector in Bayelsa State with particular reference to St. Matthias College, Amarata
and Community Comprehensive Secondary School, Biogbolo being private and public schools
respectively. The aim is to establish whether environmental factors such as culture, structure
and work conditions affect the behaviour of workers in the private and public secondary
schools in the same manner and degree or differently.

Statement of the Problem

Secondary schools be they private or public are established and saddled with the enormous
responsibilities of assisting parents/guardians and the government in the provision of medium
level education to children/wards and young adults to enable them live meaningfully as
members of the society. The operations of secondary schools just like every other organization
in Bayelsa State, without gainsaying, are affected by their environments. It is argued in many
quarters that secondary school workers particularly in Bayelsa State demonstrate high levels of
nonchalant attitudes towards work, including; perpetual late coming, absenteeism without
leave, negligence of duty, leaving the school premises before the official closing hours, engage
in trading activities within the school premises, and outright disobedience to school rules and
regulations, etc. which is often attributed to the poor work environment, poor work conditions,
poor organizational structure and culture, poor remuneration, lack of incentives, lack of passion
for the job and disloyalty to the organization. All of these impinge on the successes of our
secondary schools which in turn affect the entire educational, political and economic sectors of
the State. Hence, this study attempts to investigate the environmental influence on
organizational behaviour and workers’ productivity at St. Matthias College, Amarata and
Community Comprehensive Secondary School, Biogbolo with a view to finding out the level
of employees productivity and performance within the work environment through the
following environmental factors and conditions; culture, structure and work conditions, and if
they would influence employees behaviour on workers’ productivity in the organization. More
also, to rise above the challenges that would weighed down the efficiency and competence of
the secondary school system in Bayelsa State over the years.

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 167
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

Objectives of the Study

The main purpose of this research is to investigate the environmental influence on

organizational behaviour and workers’ productivity in St. Matthias College and Community
Comprehensive Secondary School, Biogbolo and whether environmental factors like culture,
structure and work conditions affect workers’ productivity in Bayelsa State. However,
specifically, the paper would examine the following:

1. To determine whether organizational culture influences organizational behaviour and

impact productivity.
2. To investigate the effect of structure on organizational behaviour and job performance.
3. To ascertain whether work conditions affect organizational behaviour and satisfaction

Three research questions have been formulated to guide this study. These are

1. To what extent does organizational cultures influence organizational behaviour and

workers productivity?

2. To what extent does organizational structure impact organizational behaviour and job
performance?

3. To what degree do work conditions affect organizational behaviour and job

satisfaction?

2. Review of Related Literature and Theoretical Framework

2.1. Literature Review

Basically, several scholars and researchers have examined the environmental influence on
organizational behaviour and employees’ productivity as acknowledged by Gonzalez (1999)
who perceived the significance role provided by work conditions as an important factor in
employees’ job performance and helps workers to be effective and efficient within the
organizational setting. Similarly, Bakotic and Babic (2013) hold that the environment one
works in contributes to employee job satisfaction as people prefer to work in an environment
that is productive and goal oriented. Because, the aim of the office has significant impact on
job performance within the organization. It is argued that the environmental conditions provide

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 168
Idoniboye-Obu

greater measures in the motivation of employees as pointed out by Shehla (2009). General
observation reveals that factors like remuneration, incentives, job security, and other work
conditions contribute greatly in workers’ productivity and changes in behaviour within the
organization towards achieving the organizational goals.

From the point of view of Ollukkaran and Gunaseelan (2003) that workers’ positive
engagement with their work environment affects their productivity optimally. Again, it is
argued that good work culture in the organization greatly impact positively on the workers’
motivational measures. Mcguire and Mclaren (2007) adds that work conditions bring in strong
positive improvement on the employees condition and it provides mutual staff relationship
and teamwork through innovation, which help to boost performance among employees .
Analysing the factors that provide a conducive work conditions among employees, (James as
cited in Goudswaard,2012) stressed that the issue of balance working conditions , the level
of employees motivation, the psychological conditions, social channel of communication,
management style of leadership and transparent level of a good working condition in turn
provide an increase in organizational employees productivity .

Haynes (2008) declared that behavioural components of high level of communication,

continuous reward for creativity and transfer of transactional knowledge provide enhances
effective organizational growth and development. In line with earlier postulations, Arokiasamy
(2013) agreed that, organizational issues like employee’s compensation, job rewards, job
security and good work conditions help to boost the level of commitment and workers’ positive
position within the organization. According to the assertions of Noah and Steve (2012) be
of the same mind that, a decent work environment increases the levels productivity, job
performance and job satisfaction which ultimately lead to attainment of organizational goals
and objectives.

The literature review will briefly explore the following concepts:

• Organizational Environment
• Organizational Behaviour
• Organizational Productivity
• Organizational Culture
• Organizational Structure
• Work Conditions

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 169
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

The Nature of Organizational Environment

Kohun (1992) sees working organizational environment as the system that embraces the factors
of forces, employee behaviour and other important measures that provide employees activities
and productivity within organizations . Work condition entails the entire inter-relationship
among workers and the organization in which they are engaged for effective productivity. An
organization’s environment consists of the totality of influences on its character, performance,
and wellbeing. Some of these influences are internal to the organization while others are
external to it.

Reporting Brenner (2004) to emphasize the importance of work environment to worker

productivity, Kasule (2015, p.97), holds that “the ability of employees within an organization
to share knowledge throughout the system depends on the conditions of their work
environment”; therefore, work conditions within organizations help to improve on workers’
motivational measures in achieving higher productivity.

Waktola (2019, p.42) argues that the “working environment is the sum of the interrelationship
that exists within the employees and the environment in which the employees work”.
Opperman (2002) in Waktola (2019) views the work environment as a “composite of three
major sub-environments: the technical environment, the human environment and the
organizational environment” (ibid).

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 (Waktola, 2019, p. 42).

The organizational environment is categorized into three - the task environment, the internal
environment and the general or external environment (Anyanwu & Onuoha, 1999, p.42). The
task environment of an organization refers to other organizations which can potentially
influence it by being connected to its own operations as suppliers, competitors, buyers or users
of its products, unions, and regulators. The internal environment describes the context of an
organization, i.e. its “structure, culture, and competitive position” (Senior & Swailes, 2016,
p.227). The external environment refers to the political-legal, economic, socio-cultural, and
technological influences that impinge on an organization. and three dimensions – capacity,
volatility, and complexity (Robbins & Judge, 2016, p. 550).

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 170
Idoniboye-Obu

The Concept of Organizational Behaviour

An organization is regarded as the social unit of people within a structure, with varied and
various roles, personalities, needs, want, anticipations and yet with a common goal which
cannot be achieved by one single individual. Behaviour on the other hand, can simply be
perceived as a specific manner in which something is conducted (Maicibi, 2013:3).

Maicibi (2013:3) observes that Organizational Behaviour (OB) is a concept that emanates from
a combination of two content words: organization and behaviour. He further asked if
organizations behave. And responded in the affirmative that they do courtesy of the various
and varied behaviours of the many different individuals and groups that combine to make up
the organization. Thus, organizations are coloured so to speak, and described according to the
products of the perception, actions, attitudes, and behaviours of the people that constitute the
organization. Hartzell (2006:285) posits that organizational behaviour is the behaviour of an
organization acting as an entity, rather than any individual member. The study of the people at
work is generally referred to as organizational behaviour. Put differently, organizational
behaviour is the actions, ways employees show within the context of the organization.
(Ogunbameru, 2004:124). Robbins and Judge in Ogunbameru, (2004:124) contended that three
specific behaviours receive the bulk of attention in Organizational behaviour namely,
productivity, absenteeism, and turnover. More so, it should be noted that organizational
behaviour is also concerned with job satisfaction which is an attitude. Previous research
outcomes have reveals that job satisfaction provides important tools in organizational
productivity because a satisfied worker is a productive worker. Conversely, a dissatisfied
worker may be negatively related to absenteeism and turnover within the organization
(Ogunbameru, 2004:124).

Organizational Productivity

Hartzell, (2006:313) argued that productivity is considered as the connection that shows the
quantity and quality of outcomes through production. Productivity in this context entails the
process that measure efficiency of work done byan employee and the unit of work applied in
the organization. Productivity provides the rate of amount produced by a worker in a given
period (Hartzell, 2006:314).

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 171
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

Organizational Culture and Its Influence on Organizational Behaviour

An organisation’s culture refers to the beliefs, primary values, norms, and technology which
underpin the organisation, informing its principles, goals, strategies, tactics and methods.
Organizational culture is also known as corporate culture, which means behaviours among
people within a given organizational setting. Organizational culture guides what people say,
do, and think within the organizations. It involves the learning and transmitting of knowledge,
beliefs and patterns of behaviours over a period of time, giving it a fairly stable nature which
does not change quickly (Maicibi, 2013:96-97). Organizational culture influences the way
members of an organization behave and ultimately their performance and productivity.

Organizational Structure and Its Influence on Organizational Behaviour

Hartzell, (2006:285) proposed that, it is the pattern of structure that provides roles and guide
employees within the organization. Maicibi, (2013:93) posits that, organization’s ability to
perform task and achieve the objectives for which they were setup depend to a large extent on
how they have been structured. That is, OB is largely determined by the kind of structure an
organization adopts. There are many varied perceptions of what an organizational structure is.
The various definitions advanced on organizational structure can be classified into two
categories: those that view it as division of labour and others that view it as relationships.

Mintzberg (1979) cited in Maicibi, (2013:94) sees organizational structure as the process that
embraces the overall process of an organization which separate work conditions in accordance
to the rules of the organization. Therefore, structures in organization involve the process in
which organizational activities and programmes are hierarchically arranged and coordinated.
Mullins (1999) as referenced by Maicibi, (2013:94) argued that organizational structure
provides the mutual relations within the context of the organization. Organizational structure
has been defined as “an intangible web of relationships between people, their shared purposes
and the tasks they set themselves to achieve” (Cole, 1995 in Peprah & Ganu, 2018, p. 215).

Organizational structure is also viewed as a system that provides activities and mutual
relationships between employees through a coordinated process towards accomplishing
organizational objectives. (George and Jones, 2002:508). An organizational structure should
help in the implementation of plans and accomplishment of set objectives principally because
organising involves developing the structure of roles and responsibilities to provide effective
performance.

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 172
Idoniboye-Obu

Maicibi, (2013:95) asserted that organizational structure plays a vital role in enhancing
employee behaviour and its consequence results on performance and productivity. Clemmer
(2009)as cited by Maicibi, (2013:95) posited that organizational structure affects people by
either limiting or liberating their performance potentials. He further argued that a poorly
designed structure makes good performers take the same shape as the structure. As such,
organizational structure should be done in such a way that makes the best use of the skills of
the employees both inside and outside the organization. Facilitative organizational structure
and culture are among the factors that mostly affect workers’ behaviour and performance.

The above literatures on organizational structure reveal that there is an agreement among
scholars and researchers that an organizational structure serves as a tool for coordination of
either division of labour or relationships to achieve the goal of an organization. This tool, no
doubt, controls what happens in an organization. Therefore, organizational structure is the
process that brings a structured pattern of employees relations through a formal coordinated
activities in achieving the goals of an formal pattern of an organization.

Work Conditions and its Consequences on Organizational Behaviour

General observation reveals that factors like remuneration, incentives, job security, and other
work conditions contributes to the positive behaviour of employees in an organization and it
brings high productivity in the workplace . The environment one works also contributes to
positive organizational behaviour as advanced by Bakotic and Babic (2013) asserting that
workers are happy if there are positive environmental influences on workers behavioural
disposition at the work place.

2.2. Theoretical Framework

This study adopts the system approach to organizational behaviour. Norbert, (2011:127) opined
that a system involves interconnectivity of different units which function mutually towards
lasting and enduring programmes. That is, system embraces series of parts which interact to
provide a functional system in an organization and the different parts are expected to provide
coordinated outputs. System theory provides a means where there are organized
interdependent and consistent components that function effectively. Importantly, a contrast of
any part of the system may greatly affect the operation of other unit, because the support of
other system creates a mutual dealings and connective to the whole system.

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 173
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

Systems theory has been applied in management and administrative sciences which are
concerned with the interactions, compositions and mutual interdependence of administrative
and individual functions in an organization. A system embraces entities that continue to exist
by meeting demands in the environment through the advancement and maintenance of
subsystems in maintaining a standard behaviour.

Talcott as cited in Laxmikanth (2012:141) stated that a system is both a pattern of interrelations
connecting to different units, mechanism, and procedure that involve perceptible consistency
of connection and to a related nature of co-dependency involving a multifaceted unit and its
near setting. According to Ramesh K. Arora as cited by Laxmikanth (2012:141) that “a system
has to do with the process whereby (a) the components of a given system (b) connections
between such units and (c) interactions among the structures and its surroundings” therefore, a
system is a composite complete entity having an amount of components. These units of the
given system are term subsystems. These subsystems are interconnected and mutually
dependent for their purpose. They revolve to; give in the running of the structured system as a
complete system . The system has a clear-cut frontier from side to side which it cooperates with
its physical environment and this external environment of a system is called the supra-system.

A system has different parts for its effective and efficient functioning and these are: input
process, throughput system, output part, feedback means and environment as revealed in the
figure below.

Figure 1: Systems Approach to Environmental Influence on Organisations

Environment

Input Process Output

(Throughput)

Feedback Loop

Environment

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 174
Idoniboye-Obu

According to Laxmikanth 2012:14) a system collects inputs pattern of part from the given
environment and convey output (productivity) that is interested in the environment following
the change method (i.e. throughput). In additional, systems as well regulate itself constantly to
the requests of the (changes in) environment. This is make possible by the (response) feedback
machinery. Consequently, there is stability between the system and its environmental
conditions.

Relevance of the Theory

Secondary schools like every other organization are systems with various parts that are
interrelated and interdependent which must function as a complete whole if they are to achieve
their set goals and objectives. Secondary schools fall under the category of organizations
referred to as open social systems consisting of various subsystems which must work in
harmony in other to attain the ends for which they are established. Secondary schools being
social systems, are characterised by the following five basic considerations as enunciated by
West Churchman in his book The Systems Approach which was cited by Laxmikanth, (2012,
p.143):

i. The performance of the entire objectives in a given system.

ii. That system’s work condition is considered to be having some challenges
iii. The entire resources in a system are said to be useful for employee positive
behaviour.
iv. The parts of a system’s (subsystems) activities of the organization bring employees
performance.
v. The decision making body in a system bring ways in influencing organizational
behaviour

System theory focused on how the system’s (organization’s) environment influences the
behaviour of the organizations either positively or negatively and suggests possible ways
the systems can interact with the environments in other to optimise their gains which is the
ultimate goal of this study.

Briefly, the system’s approach is adopted in this study owing to the fact that it emphasised
a structured formal network of relationships, interrelationships, interdependencies among
its subsystems. Thus, the system’s theory suggestively remains the appropriate organization

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 175
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

theory to be adopted in a study of this nature considering the vital place of the secondary
school system in our educational sector.

3. Research Methodology

Data for this study was collected by means of interviews and a questionnaire. Interviews were
held with the management of the institutions while the questionnaire was administered on all
the staff. The questionnaire tapped the perceptions of the staff of the influence of the
environment on organizational behaviour and productivity. This was supplemented with data
from secondary sources including books, dictionaries, the internet, and unpublished materials
from the schools under investigation. However, conclusions were drawn mainly from the
questionnaires

Population of Study

The entire staff of St. Matthias College, Amarata and Community Comprehensive Secondary
School, Biogbolo, totalling seventy-four (74) workers constituted the population for this study.
That is, thirty-one(31) workers for St. Matthias College and forty three (43) workers for
Community Comprehensive Secondary School, Biogbolo respectively. So, a census rather than
a survey design was adopted for data collection through the questionnaire instrument.

Method of Data Analysis

The study made use of content analysis which involves a careful examination of the responses
given in the questionnaires. This examination will seek to identify areas of harmony or variance
in the responses given in order to establish constants within the sample. Where a similar
response is expected from all the respondents, e.g., in which state of the federation is your
school located? Any variance in the questionnaires will nullify the questionnaire(s) in question
as far as that piece of information is concerned. The simple percentage ratio is used with the
help of tables in analysing the content of the successfully completed and returned
questionnaires for the purpose of comprehensive interpretation of the results and findings.

In addition, collating the data, the responses to the questionnaire were structured on a four-
point scale: Very High (VH), High (H), Low (L) and Very Low (VL). A combined
percentage of Very High (VH) and High (H) are represented by High Percentage (H%) and, a
combined percentage of Low (L) and Very Low (VL) are represented by Low Percentage
(L%) in tables 2 to 4.

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 176
Idoniboye-Obu

4. Findings and Discussions

Table 1: Demographic Characteristics of Respondents

CCSS
Variables St. Matthias % %
Biogbolo

Male 16 52 24 56
Gender Female 15 48 19 44
Total 31 100 43 100
Below 25 years 7 23 4 9
25-35 years 11 35 12 28
36-45 years 9 29 17 40
Age
46-55 years 4 13 7 16
Above 55years - - 3 7
Total 31 100 43 100
Married 8 26 19 44
Single 21 68 12 28
Marital
Separated 2 6 4 9
Status
Widowed - - 8 19
Total 31 100 43 100
Christianity 31 100 43 100
Islam - - - -
Religion
Others - - - -
Total 31 100 43 100
WEAC/NECO 4 13 6 14
Diploma 1 3 3 7

Educational NCE 6 19 12 28
Qualification First Degree 17 55 18 42
MSC 3 10 4 9
Total 31 100 43 100
Teaching 26 84 34 79
Staff
Non- Teaching 5 16 9 21
Category
Total 31 100 43 100
1-5 years 28 90 4 9
6-15 years 3 10 12 28
Length of
16-25years - - 19 44
Service
Above 25 years - - 8 19
Total 31 100 43 100

Source: Field Survey, 2018.

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 177
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

Table 1 presents the demographic characteristics of the respondents. The table reveals that St.
Matthias College has 52% male staff and 48% female staff out of the 31 staff strength while
CCSS Biogbolo has 56% male staff and 44% female staff in their 43 staff strength.

In St. Matthias College, 23% staff are below age 25, while only 9% staff of CCSS Biogbolo
are below age 25. 35% of St. Matthias staff are between the ages of 25 to 35 years, whereas
only 28% staff of CCSS Biogbolo are between the same age bracket which reveals that, there
are younger persons in the employ of St. Matthias College than CCSS Biogbolo. More so, St.
Matthias College has 29% staff that are between ages 36 to 45 while CCSS Biogbolo has 40%
staff of this same age bracket. Furthermore, St. Matthias College has staff whose ages range
from 46 to 55 years as against CCSS Biogbolo which has 16% Staff of the same age bracket.
In the category of above 55 years, St. Matthias has none while CCSS Biogbolo has 3 staff
which constitute 7% of the Staff strength of CCSS Biogbolo. This shows that CCSS Biogbolo
has more of older staff than St. Matthias College.

26% of St. Matthias College staff are married, 68% are single, and 6% are separated from their
spouses whereas, 44% of CCSS Biogbolo staff are married, 28% are single, 9% are separated,
and 19%are widowed. This indicates that there are more married people in the employ of CCSS
Biogbolo than St. Matthias College. Conversely, St. Matthias College has more single persons
in its employ than CCSS Biogbolo.

In terms of respondents’ educational qualifications, St. Matthias College has 13% Senior
School Certificate holders (SSC), 3% Diplomas, 19% Nigeria Certificate in Education (NCE)
holders, 55% First Degree Certificate holders and 10% masters degree holders. On the other
hand, CCSS Biogbolo has 14% SSC holders, 7% Diplomas, 28% NCE holders, 42% First
Degree Holders and 9% possesses Master Degree. This reveals that in both institutions there
are more first degree graduate employees than any other levels of educational qualifications.

St. Matthias College has 84% of teaching staff as against 16% of non-teaching staff. Similarly,
CCSS Biogbolo has 79% of teaching staff and only 21% of non-teaching staff. This clearly
shows that in both education providers there are more of pedagogical staff in their employ than
non-pedagogical staff.

With regards to Length of Service, St. Matthias College has 90% who have served barely
between 1-5 years and only 10% have served between 6-15years while CCSS Biogbolo has 9%
workforce that has served between 1-5 years, 28% between 6-15years, 44% between 16-25

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 178
 Idoniboye-Obu

years and 19% has served above 25years respectively. This shows that the rate of staff turnover
is quite higher in St. Matthias College than CCSS Biogbolo and that CCSS Biogbolo on the
other hand, has more job security than St. Matthias College.

Table 2: Organizational Culture Influences OB and Productivity

Variables St. Matthias College, Amarata CCSS Biogbolo

Org. culture VH H L VL Total H% L% VH H L VL Total H% L%
influences OB
Extent of staff 7 14 6 4 31 68 32 5 4 15 19 43 21 79
punctuality
Level of 4 6 7 14 31 32 68 21 16 4 2 43 86 14
absenteeism
Non-adherence 5 6 7 13 31 35 65 17 18 5 3 43 81 19
to closing hours
Degree of 9 5 5 12 31 45 55 14 17 7 5 43 72 28
negligence of
duty
Rate of 17 9 3 2 31 84 16 12 14 7 10 43 60 40
application of
school
rules/regulation
Involvement in 6 8 7 10 31 45 55 11. 13 10 9 43 56 44
trading activities
at work
Level of staff 8 10 7 6 31 58 42 8 9 16 10 43 40 60
supervision
Recognition of 4 5 9 13 31 29 71 9 10 11 13 43 44 56
staff effort
Cordiality among 7 8 9 7 31 48 52 15 16 6 6 43 72 28
staff
Passion for the 12 9 5 5 31 68 32 12 13 11 7 43 58 42
job
Total 79 80 65 86 310 512 488 124 130 92 84 430 590 410
Source: Field Survey, 2018,

Table 2 clearly shows that organizational culture has a significant influence on organizational
behaviour and productivity. A total of 512% response from St Matthias College and 590% from
CCSS Biogbolo prove the proposition while 488% from St Matthias College and 410% from
CCSS Biogbolo disprove it. Thus, organizational culture suggestively influences the behaviour
of an organization and its productivity whether public or private, hence a positive
organizational culture like, punctuality, regularity, adherence to school rules and regulations,
diligence to duty, etc., will encourage high productivity.

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 179
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

Table 3 : Organizational Structure Impacts OB and Job Performance

Variables St. Matthias College, Amarata CCSS Biogbolo

Org. structure VH H L VL Total H% L% VH H L VL Total H% L%

impacts OB
Effect of 13 8 5 5 31 68 32 14 20 6 3 43 79 21
communication on
discharge of duty
Formalisation of 8 6 7 10 31 45 55 19 18 4 2 43 86 14
activities
Obedience to formal 13 7 6 5 31 65 35 10 16 12 5 43 60 40
rules
Adherence to chain/ 8 5 6 12 31 42 58 12 15 9 7 43 63 37
unity of command
Adherence to span of 11 9 6 5 31 65 35 12 12 9 10 43 56 44
control/unity of
direction
Conformity to 8 6 7 10 31 45 55 13 15 8 7 43 65 35
specialisation and job
description
Effectiveness of 8 6 7 10 31 45 55 10 13 10 10 43 53 47
leadership
Value on 4 13 9 5 31 55 45 9 13 11 10 43 51 49
diversity/tolerance
Degree of esprit de 8 7 9 7 31 48 52 14 15 8 6 43 67 33
corps/teamwork
Subordinates 12 9 6 4 31 68 32 12 9 11 11 43 49 51
involvement in
decision making/
initiative
Total 93 76 68 73 310 546 454 125 146 88 71 430 629 371
Source: Field Survey, 2018

Table 3 reveals that organizational structure impacts significantly on organizational behaviour

and job performance. 54.6% response from St Matthias College and 62.9% from CCSS
Biogbolo support this proposition whereas 45.4% from St Matthias College and 37.1% from
CCSS Biogbolo negate the proposition. Therefore, organizational structure considerably
impacts the behaviour of an organization and job performance in both public and private
organizations. As such, a good organizational structure that clearly defines the arrangements
of the work of an organization into different functional roles and management roles; conformity
to specialisation and job description; adherence to unity of command and span of control;
effective communication, etc., will influence the behaviour of the organization towards job
performance.

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 180
 Idoniboye-Obu

Table 4: Work Conditions Affect Organizational Behaviour and Job Satisfaction

Variables St. Matthias College, Amarata CCSS Biogbolo
Working conditions affect
VH H L VL Total H% L% VH H L VL Total H% L%
OB
Satisfaction with school
policies/ administration 7 8 8 8 31 48 52 8 10 14 11 43 42 58

Gratification on Salary and

fringe benefits 5 6 7 13 31 35 65 11 9 14 9 43 47 53

Comfortable physical
working environment 7 7 9 8 31 45 55 5 8 17 13 43 30 70

Level of job security 4 5 10 12 31 32 78 16 17 7 3 43 77 23

Degree of job
pressure/stress 15 9 5 2 31 77 23 12 11 10 10 43 53 47

Level of occupational
hazard and safety 8 8 7 8 31 52 48 11 13 11 8 43 56 44

Standard of security of lives

and property 8 9 7 7 31 55 45 7 9 16 11 43 37 63

Rate of staff turnover 13 9 5 4 31 71 29 7 8 13 15 43 48 52

Conditions/Availability of
work tools/Teaching aids 7 8 9 7 31 48 52 6 10 15 12 43 37 63

Level of Satisfaction with

current work hours 12 9 6 4 31 68 32 12 15 9 7 43 63 37

86 78 73 73 310 531 479 95 110 126 99 430 490 510

Source: Field Survey, 2018.

Table 4 exposits that work conditions affect organizational behaviour and job satisfaction.
Though, 531% response from St Matthias College and 490% from CCSS Biogbolo support this
proposition whereas 479% from St Matthias College and 510% from CCSS Biogbolo refute
the hypothesis. From the above, responses from St. Matthias College support our thesis while
responses from CCSS Biogbolo did not support our thesis. Notwithstanding, aggregate
responses from both institutions justify our findings that work conditions affect organizational
behaviour and job satisfaction in both organizations. So, good work conditions; comfortable
physical work environment, safe/secure workplace, job security, favourable policies and
administration, good remuneration, etc., affect the behaviour of an organization in promoting
job satisfaction.

5. Summary of Findings

Responses from CCSS, Biogbolo and St. Matthias College clearly show that organizational
culture has significant influence on organizational behaviour and productivity as indicated by

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 181
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

the data. Thus, the behaviour and productivity of private and public organizations is highly
influenced by the culture of the organizations. Our findings in Table 1 show organizational
culture significantly influenced organizational behaviour and productivity in the opinion or
views of the respondents. However, the influence of organizational culture is in opposite
direction, negative for the public sector institution and positive for the private sector school.

The study also reveals that organizational structure impacts a great deal on organizational
behaviour and job performance. Data collected from both schools vividly demonstrated this
fact. Therefore, organizational structure considerably impacts the behaviour of an organization
and job performance in both public and private organizations which affirms our second
research question. Again, the direction of perceived influence between the public school and
the private school differ: the perceived impact of structure is higher for the public school.

Table 4 shows that work conditions affect organizational behaviour and job satisfaction. A
higher percentage from St. Matthias supported the proposition and a higher number from
CCSS, Biogbolo refuted it, but a computation based on aggregates with both schools data
justified our findings that working conditions affect organizational behaviour and job
satisfaction in both organizations which reveals in the third research question.

6. Conclusion and Recommendations

This study compares St. Matthias College, Amarata and Community Comprehensive
Secondary School, Biogbolo both in Bayelsa State being private and public schools
respectively on Environmental Influence and its Impact on Organizational Behaviour and
Workers’ Productivity with a view to ascertaining the differences and similarities between the
two education providers with respect to variables such as; organizational culture,
organizational structure and working conditions in both organizations.

In the light of the findings, it was observed that organizational culture of punctuality, regularity
and dedication to work influence organizational behaviour towards higher productivity in St.
Matthias College, Amarata than Community Comprehensive Secondary School, Biogbolo.

In terms of organizational structure, the structure of CCSS Biogbolo is more organised and
stable, and therefore leads to better job performance than St. Matthias College, Amarata as
evident in the high rate of employee turnover revealed in the employment trend of St. Matthias
College which is attributed to weaker structure.

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 182
Idoniboye-Obu

Work conditions as revealed by the study are key to the success and/or failure of organizations.
Thus, working conditions that prioritise the welfare of employees enhance job satisfaction as
proved by the findings of St. Matthias College, Amarata and a corroborating aggregate of high
job satisfaction by both educational providers.

Recommendations

Having established the findings, the following recommendations were offered:

1. Organizations should, be they public or private, imbibe good organizational culture that
encourages punctuality, regularity, hard-work, diligence, incorruptibility, dedication,
team spirit and, obedience to rules and regulations.

2. Clear definition of positions and responsibilities in an organization whether public or

private develop an effective organizational structure which is sine qua non to the success
of the organization. It is herein recommended.

3. The study recommends further that organizations be they private or public, should adopt
standard working conditions so as to avoid employees’ dissatisfaction which leads to
high rate of turnover.
4. Organizations should design positive and efficient work environment which encourages
favourable employee behaviour and job performance.

5. It is also recommended that the management of an organization, public or private, should

study and focus on shaping the behaviour of its employees in order to enhance high
productivity.

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 183
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

REFERENCES

Anyanwu, A. and Onuoha, B.C. (1999). Introduction to business administration, Owerri: Avan
Global Publications.

Arokiasamy, A. R. A. (2013). "A study on employee satisfaction perspectives in the hotel

industry in Malaysia" International Journal of Management and Strategy 4(6).

Bakotic, D. and T. Babić (2013). "Relationship between working conditions and job
satisfaction: The case of Croatian Shipbuilding Company." International Journal of
Business and Social Science 4(2).

Brenner, P. (2004). Workers physical surrounding: Impact bottom line accounting. Smarts
pros. com.

Brenner, N. (2014). The economic impact of the Boston Living Wage Ordinance. Retrieved
from https:onlinelibrary.wisely.com>doi>full 20/02/2019.

Cole, G.A. (2004). Management theory and practice, London: Thomson Learning.

George, J.M. and Jones, G.R. (2002) Organizational behaviour (3rd Edition): Prentice
Hall.

Griffin, R.W. (1984). Task design: An integrated approach. Glenview Ill: Scott Foresman.

Martínez-González, M. A., Martínez, J. A., Hu, F. B., Gibney, M. J., & Kearney, J. (1999).
Physical inactivity, sedentary lifestyle and obesity in the European Union. Int J Obes
Relat Metab Disord, 23(11), 1192-1201. doi:10.1038/sj.ijo.0801049

Goudswaard, S. (2012). Work-Life balance Programs to improve employee: scholar

works.https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=3161&contex.ret
rived 13/02/2019.

Hartzell, D. (2006). Dictionary of management, New Delhi: Academic (India) Publishers.

Haynes, B. (2008) An evaluation of the Impact of the office environment on productivity.

facilities, 26 (5/6). 178-195. ISSN 0263-2772

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 184
Idoniboye-Obu

Kasule, G. (2015). Impact of Work Environment on Academic Staff Job Performance: Case
of a Uganda University. International Journal of Advances in Management and
Economics, 4, 2278-3369.

Kohun, S. (1992). Business environment. Ibadan: University Press

Laxmikanth, M. (2012). Public administration, New Delhi: Tata McGraw Hill Education
Private Limited.

Maicibi, N.A. (2013). The manager’s companion and manual; Organizational behaviour,
Kampala: Fountain Publishers.

McGuire, D. & McLaren, L. (2007): “The impact of physical environment on employee

commitment in call Centres: The mediating role of employee well-being”, Team
Performance Management, Vol. 14, No. 5/6.

Noah, Y. and M. Steve (2012). "Work environment and job attitude among employees in a
Nigerian work organization."Journal of Sustainable Society.1(2): 36-43.

Norbert, M.I. (2011). Management and organizational theory and practice. Enugu: Vougasen
Ltd.

Ogunbameru, O. A. (2004). Organizational dynamics. Ibadan: Spectrum Books Ltd.

Ollukkaran, B. a. and D. R. Gunaseelan (2012). "A study on the impact of work

environment on employee performance." International Journal of
Management Research 2(2): 71-85.

Opperman C. S. (2002).Tropical business issues. Partner Price Water House Coopers,

International Business Review.

Peprah, W. K., & Ganu, J. (2018). The convergence of organizational culture, structure and
human capital performance: A conceptual analysis. Archives of Business Research,
6(5), 212-221.

Robbins, S. P., & Judge, T. A. (2016). Organizational Behaviour, Global Edition: Pearson
Education Limited.

Senior, B., & Swailes, S. (2016). Organizational Change: Pearson.

Volume 1, Number 3 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 185
Environmental Influence on Organizational Behaviour and Workers’ Productivity: Comparative Study …

Sharma, M.P, Sadana , B.L & Kaur, H. (2012). Public administration in theory and practice.
Allahabad: Kitab Mahal.

Shehla, A. (2009). Impact of office design on employees’ productivity: A case study of banking
organizations of Abbottabad, Pakistan. Retrieved from
http://www.researchgate.net>publication 15/02/2019.

Waktola, B. S. (2019). Boosting employee performance; effects of working environment on

employees performance: Case of Ethio-Telecom in Ambo Branch. Global Journal of
Management and Business Research.

Volume 1, Number 3, 2020, ISSN: Print 2735-9344, Online 2735-9352 Page | 186