Angelyn Mortel

Republic of the Philippines
HOLY CROSS COLLEGE

Sta. Lucia, Sta. Ana, Pampanga
Institute of Business Administration holycrosscollegepampanga.edu.ph
The Influence of Productive Workplace Environment on Employee Performance
A Business Research
Presented to the Institute of Business Administration
Holy Cross College
In Partial Fulfilment of the Requirements for the Degree
Bachelor of Science in Business Administration Major in Financial Management
By
Angelyn G. Mortel
Angelina C. Turla
Anne Nicole L. Gonzales
Reniella Marie Q. Maliwat
Pichie S. Suba
Trixia Ann S. Vida
April 29, 2023

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TABLE OF CONTENTS
RECOMMENDATION AND APPROVAL SHEET............................................................ I

ACKNOWLEDGEMENT..................................................................................... ................II
EXECUTIVE SUMMARY....................................................................................... ............III
TABLE OF CONTENTS .................................................................................. ....................IV
LIST OF TABLES..................................................................................................................V
LIST OF FIGURES...............................................................................................................VII
CHAPTER I: BACKGROUND OF THE STUDY

Introduction
Review of Related Literature
Statement of the Problem
The Hypothesis of the Study
Conceptual Framework
Significance of the study
Scope and Delimitation of the Study
Definition of terms
CHAPTER II: METHODOLOGY

Research Design
Respondents and Sampling Method
Instrumentation
Data Collection Procedure
Data Analysis Procedure
Statistical Treatment of Data
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CHAPTER III: PRESENTATION, ANALYSIS, AND INTERPRETATION OF

DATA
CHAPTER IV: SUMMARY, CONCLUSION, AND RECOMMENDATION

Summary of Finding
Conclusion
Recommendation
References
APPENDICES
1. Reliability Test Computation
2. Research Data Computation
3. Letter of Intent and Survey Questionnaire
4. Certificate of Statistician
5. Certificate of Plagiarism and Revisions
6. Certificate of Grammarian
7. Curriculum Vitae
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CERTIFICATION
This business research proposal titled “THE INFLUENCE OF PRODUCTIVE

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

Adviser Research Instructor
PANEL OF EXAMINERS
Approved by the Committee on Oral Defense with a grade of ________.
Joseph D. Reyes, Ph.D. Marvin O. Mallari, Ph.D.

Panel Member Panel Member
Christine J. Concepcion; LPT, LLB MBA

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

Science in Business Administration.
MARVIN O. MALLARI, Ph.D.
Acting Dean - SBAH
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ACKNOWLEDGMENT
The proponents would like to express their profound gratitude to the following people
for their invaluable contributions that helped in the completion of this paper:
Our research adviser Dr. Michaella D. Castro, for the important recommendations
and constructive evaluation that gave this plan, focus, and directions;
Our research instructor Mr. Alan Y. Cabaluna, Ph.D., business research adviser, for
the genuine support, time, effort, and all the vital suggestions that completely guided the
proponents throughout the study;
Our research statistician, Mr Joseph Reyes, Ph.D., for his time and effort in guiding
the proponents about the methods and techniques used in the study and for using his skills to
apply statistical treatment to the gathered data as well as for helping to interpret the data.
Our research grammarian, Mr Jerwin Recitas, LPT, for his time and effort to correct
the grammatical errors of the study.
All the respondents who lent their time to participate in answering the research
instrument that was later used to give an answer to the research problem of the study
The Lord Almighty, for His divine love and mercy, has kept the proponents in good
health and determined to accomplish the research study.
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ABSTRACT
A productive work environment is essential for guaranteeing employee performance
and avoid stress, which can negatively impact job performance. Several aspects of the
working environment have a role in job satisfaction and employee performance. Therefore,
the aim of this study is to identify the relationship between a productive workplace
environment and employee performance. Holy Cross College was chosen for this study due to
its accessibility and feasibility. The target population was found to be 108; through Slovin’s
formula sample size was found to be 104, which were the respondents of the study and will
be tested,with a confidence level of 98%, while the remaining 2% was considered as error. To
collect data, a structured quantitative questionnaire was adapted from the prior research with
references.To test the data, each of the questions was separately first analyzed and
interpreted, and to see the contribution of each variable and contribution to the employee
performance of Holy cross college teaching staff under the college department. The factors
which were selected for measuring the work environment were employee benefits, supervisor
support, training and development, Good Relations with co-workers, adequate workload,
salaries, physical work environment, and Psychosocial. The results show all the variables had
a significant and positive relationship with employee performance. The most dominating
variable out of all was employee training and development as considered by the teaching
employees under the college department of Holy Cross College, which affect their work
performance.
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CHAPTER I
THE PROBLEM AND ITS BACKGROUND
BACKGROUND OF THE STUDY
The environment means surroundings, and all those things that impact human beings
during their lifetimes are known as the environment. The environment, which includes both
the physical and non-physical things around a person, has an effect on them. The literal
meaning of "work environment" is the surroundings in which people work to achieve the
organization's goals. It can also be thought of as the systems, conditions, and situations in
which work is done. The working environment is said to have a huge impact on employees'
performance, either positively or negatively. As stated by Chandrasekar (2019) A negative
and unhealthy work environment can significantly decrease employee performance.
Workplaces that are not productive induce distress in employees who want to perform well.
In a typical work environment, the physical and behavioral components are essential and can
positively or negatively affect employee performance.
According to Rehman (2020) the work place environment in a majority of industry is
unsafe and unhealthy. These includes poorly designed workstations, unsuitable furniture, lack
of ventilation, inappropriate lighting, excessive noise, insufficient safety measures in fire
emergencies and lack of personal protective equipment.
As Mohamad (2021) mentioned, a positive work environment is a great tool to
encourage employee safety, development, and goal achievement. Several factors affect
employee performance, such as lack of training and development processes, workload, and
relationships.
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Satyvendra, (2019) mentioned the performance of employees are influenced by many
factors such as working conditions, motivation level, and support. So, that the main
objective of work for an individual is not only getting paid but also to feel self
satisfied and comfortable under the working conditions they face everyday. The
performance of employees are influenced by many factors such as working conditions,
motivation level, and support.
Harter et al. (2019) primarily addressed how the working environment relates to and
affects employee performance in various areas. The employee's motivation and subsequent
performance are influenced by the quality of their work environment. In addition, the
majority of employees leave their jobs due to their relationship with their supervisor or
manager. So far, the gap identified by the analyses is that management must take an active
role not only in defining the physical environment of the workplace and making it suitable for
workers but also in changing the management style toward the employees. This refers to
influencing workers to improve their performance in areas like behavior, ethics, commitment,
interpersonal relations, and professionalism.
Every organization needs to set up a number of strategies in order to improve
employee performance towards the achievement of predetermined goals. Incentives and
recognition has been identified as a main tool to maximize on the employee performance.
As employee performance will be more effective to high reward system (Ibrar and Khan,
2020).
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Soomro, Breitenecker and Shah, (2019). Employee is a human being and dealing with
people means we are dealing with emotion and psychology. It is believed that a happy
employee can perform better in their job.
Umar (2022) stated that Salary become an important aspect of being effective if
linked to the performance significantly. Giving high salary is also the most significant aspects
for employees, because of the amount of salary reflects if it can cover their regular expenses.
Salary affected employee productivity in several ways, but the most significant impact
may be on worker motivation and satisfaction. Higher pay can increase employee
motivation and effort, producing better quality work.
The aim of this study is to discover the effects of the workplace environment on the
employees’ performances at work. This study focuses on examining current work
environment in organizations and to analyze employee performances in that environment.
The workplace environment will be explored in the study through various factors that affect
its employees and their behavior at work.
These facts show that there are important problems at a workplace that aren't known
about or haven't been solved. These problems affect how well employees do their jobs,
making them less productive, more unhappy, and less motivated, which hurts the success of
the organization as a whole. And therefore, according to the explanations provided above, the
goal of this study is to establish the influence of a productive workplace environment on
employee performance among the employees, who are educators under the college
department at Holy Cross College.
Review of Related Literature
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According to Henry and Peter (2021) the workplace environment and its impact on
employee performance were investigated in this study. It specifically examined the mixed
evidence on the influence of workplace environment dimensions such as physical,
psychosocial, and work-life balance on task performance, contextual performance, and
counter productive work behavior as employee performance dimensions.
Sebastian, Elena, and Welsen (2019) examined how to close the knowledge gap by
expanding the evidence on the relationship between a corporation's work health and safety
environment and its production organization. Organizations' investments to improve
workplace conditions should be considered economic investments. Such investment decisions
are thus expected to be strategic; however, it is not immediately clear which of several
specific dimensions of the workplace environment should be targeted and how changing them
affects worker motivation.
Christabel and Paluku (2019) said that employers must make the workplace a pleasant
place to work in order to improve relationships at work, boost employee morale, and increase
organizational productivity. This study used a descriptive-co-relational research design to
look at the link between the environment at work and employee morale. Physical aspects of
the workplace like comfortable furniture, tools and resources for work, and a good place to
work were found to have a positive relationship.
Rasool et al. (2021) looked into how a toxic work environment affects employee
engagement. In this study, a toxic workplace environment had a negative impact on employee
engagement, both directly and indirectly, via organizational support and employee well-being
. The findings of this study confirmed that a toxic workplace environment reduces employee
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engagement. Furthermore, the findings of this study confirm that organizational support and
employee well-being significantly moderate the relationship between a toxic workplace
environment and employee engagement.
In the study of Guinevere and Myla (2023), they explained the connection between
their level of engagement at work and personal characteristics, organizational commitment in
the workplace, and job satisfaction. The employees have a high level of work engagement
and job satisfaction, as well as a moderate level of organizational commitment. Employee
work engagement was significantly correlated with employee age, position, and monthly
salary. Employee engagement rises in proportion to age, position, and income.
Based on the study of Angelo (2021) he examined job satisfaction and employee
engagement in organizations, which have received a lot of attention from researchers all over
the world. Most people have some level of satisfaction or dissatisfaction with their jobs,
which varies from one to the next. The institution's reward systems included strengthening
orientation roles and programs for newly hired employees, creating a balance between work
and life, matching employees with the right job and qualifications, creating a good working
environment, fostering and strengthening teamwork at work, and speeding up the hiring and
selection process. Employees left the company because they didn't feel appreciated by
management, they couldn't move up in their careers, they were paid unfairly, they had too
many tasks and responsibilities, and they didn't have enough training and development
opportunities
According to Arun (2019) workers who feel satisfied in their jobs are more likely to
be competent, and productive workers are more likely to be happy in their jobs.
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Administrators can meet the dynamic and ever-increasing challenges of maintaining business
sector efficiency by keeping their workforce satisfied. Job satisfaction is one of the most
difficult issues that modern management faces when it comes to monitoring and controlling
their employees. Pay rates, interrelationships between worker and employer, as well as
executive and personnel functions, basic social assistance amenities, superior social behavior,
workplace conditions, communication skills, and retirement plans are among the most
important factors contributing to employee work satisfaction.
Ashok and Jie (2019) their study about the Human Resources Management, HRM
Strategic Integration and Organizational Performance proposes a framework for HRMSI that
aids in the formulation and implementation of strategic HRM integration in organizations to
improve organizational performance. The book's key features include a thorough examination
of strategic integration practices such as recruitment and selection, performance management,
training and development, rewards and recognition, and employee relations.
The study by Leonilo, Bea and Nuquie (2022) suggests that top management should
take turnover intentions seriously because they correspond to actual action or a decision to
leave the job. Employee departures have a negative impact on the organization's profitability
and performance. Employee turnover can be avoided if they are satisfied with their work
environment. The findings revealed that quality of work life significantly predicts turnover
intentions; however, only development, compensation, and working environment were found
to be significant with turnover intentions among the five factors.
Roy (2019) investigates the dimensions and determinants of employee pay
satisfaction. This study investigates the effect of pay satisfaction on the performance of
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teachers from selected colleges in Kolkata, India. Furthermore, pay is regarded as a major
determinant of job satisfaction, making the study both pertinent and useful. The research will
assist managers and academics in understanding the particulars of pay as a critical component
in the development of overall job satisfaction and employee performance.
In this study by Taner, Alberto, and Jin (2019) they consider the fundamental aspects
of theoretical salary administration while keeping in mind the current competitive working
environment. Recognizing the importance of performance and the potential for future
employee promotions, it is proposed to find the optimal salary increase amounts and set an
advantageous salary increase schedule.
Adele et al. (2020) explained the impact of a performance-based pay scheme for
teachers in England. They examine whether the implementation of a payment scheme based
on student accomplishments increased teacher effort using data that matches students to
individual teachers and includes both test scores and value-added. Our evaluation design
accounts for student, school, and teacher effects and employs a difference-in-difference
methodology. They discovered that the scheme improved test scores and increased value
added by about 40% per student on average.
Lavy (2021) observes that pay-for-performance incentives can improve teachers'
performance, but they can also have unintended and undesirable consequences, such as
teachers directing their efforts exclusively to rewarded activities. Incentives should balance
individual rewards with school incentives, fostering a cooperative culture. All teachers should
be eligible for the incentive, but only a subset of teachers should be rewarded in practice. If
too many teachers are rewarded, they may not need to put in much extra effort to benefit. He
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emphasizes that establishing a functional performance-based pay system is not a one-time
task.
James and John (2019) determine of both the absolute salary levels of these professors
and the most recent salary increments given to them are examined in this study, which
focuses on the influence of teaching on salary increments. It also takes into account the fact
that, due to changes in salary policy, the determinants of faculty salary increments may differ
significantly from the determinants of absolute faculty salary levels. The teaching merit
ratings are heavily influenced by student evaluations of each faculty member's instruction.
In the study by Felista, Abdhu, and Sheshu (2019) they investigate the direct
relationship between reward and employee performance, with salary, bonus, incentive,
promotion, recognition, pension, and gratuity serving as independent variables and
performance serving as the dependent variable. Employee performance was found to have a
significant relationship with salary, bonuses and incentives, promotion, and recognition.
Pensions and gratuities, on the other hand, have a negative and statistically insignificant
impact on employee performance. The study made some useful recommendations, such as the
need for a fair, moderate, and dynamic pay and reward system that is reflective of the current
societal costs of living.
According to Philip and Mohammed (2021), employee retention and high turnover
rates are among the highest sunk costs for organizations, and replacing a salaried employee is
estimated to cost between 6 and 9months salary on average. This study investigates the
impact of lean practices in an organization on employee retention, satisfaction, and job
performance. Three research questions are investigated in this paper. Determine the
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consequences of implementing lean practices within an organization. Second, explain how
lean practices improve employee performance and satisfaction. Third, do employee
performance and satisfaction influence employee retention.
Thammarak (2020) studied the Employees may experience job stress as a result of the
increasing level of competition that the organization must face, which will result in time
pressure and challenges that they must face on the job. One of these factors is good
colleagues or coworkers, and more importantly, coworkers' support may increase employees'
productivity while also reducing errors in work. Because of market competition, increasing
employee workload appears to be a common issue in the workplace. The study aims to
investigate the relationship between workload and coworker attitude and employee job
satisfaction. A positive attitude toward coworkers was associated with a higher level of job
satisfaction.
As stated in Solo (2021) investigate the differences in work values and beliefs
between the older and younger generations. Career, creativity, collaboration, continuous
improvement, changing jobs, being globally oriented, promotion, networking, and work-life
balance were the work values and beliefs factors. The modern workplace is not as simple as it
once was because it requires decision-making, problem-solving, troubleshooting, and
management, which may necessitate a prioritization of options to select the best, given the
circumstances.
Rini and Jeba (2022) explained that work is an important part of daily life, and work-
life balance issues are becoming more prevalent in the current environment. Achieving
personal and professional goals necessitates a healthy work-life balance. Work and personal
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life imbalances are detrimental to both aspects of life. Employers and employees both have an
impact on work-life balance. The purpose of this study was to provide an overview of work-
life balance, job satisfaction, work stress, and the negative consequences of work-life conflict.
Employees are emphasizing job opportunities and advancement opportunities. Employees
place a higher value on job opportunities and advancement opportunities, according to
research.
This study by Mondello and Maxcy (2019) investigates how salary distribution in
conjunction with incentive pay correlates to team success as measured by both winning and
revenue production. While the authors concentrated on the organization of interest, the same
type of analysis could be applied to other professionals who have a salary cap. Furthermore,
researchers could employ a mixed methods approach to gain a better understanding of the
decision-making processes of those in positions of influence in sport and non-sport
organizations.
Bubb (2020) considered the standard introduction to teachers' ability to achieve work-
life balance. It reflects the challenges and changes that teachers face, dealing effectively with
both the big picture and the fine details that matter. This research will help you achieve a
better work-life balanced by showing you what you can do to assess, manage, and reduce the
time you spend on schoolwork. allows you to examine how much time you spend working,
what you spend the most time on, whether the quality of your teaching is improving, and
whether you are working effectively ideas for successfully managing organizational change.
Waseem (2019) said that workers have different beliefs and points of view at work,
but that organizations are more likely to succeed if they value their employees. Employees
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who aren't responsible and do things differently at work can hurt the organization's overall
efficiency and productivity and also drive-up costs. Deviant behavior can be caused by things
like stress, anger, sexual assault, employee hostility, and organizational inequality. The goal
of this study is to find out how much interpersonal and organizational deviance there is in an
organization. To do this, workers were asked about their attitudes and actions at work that
were not appropriate.
The study of Azlan, Shirley and Melissa (2019) employees indicate that they are
believed to benefit from a comfortable physical work environment since it motivates them to
either be healthier, more productive, or absentee-free. The objective of this research is to
investigate the importance of physical environment comfort and its relationship to
productivity and employee performance. Which use physical comfort factors such as room
temperature, relative humidity, and illuminance level, these chosen case studies were assessed
in terms of employee comfort, general health, and absenteeism rates.
Rothenberg (2020) says that measuring team performance can encourage cooperation
by rewarding team success, or it can highlight and reward individual success by encouraging
competition through relative performance evaluation. When agents are the same and have
private information, it costs more to encourage cooperation with group incentives than to
encourage competition with individual incentives. When employees work harder to reach
their goals and get a reward for it, they are more productive at work. Sometimes the reward is
the most motivating factor, but most of the time it is the recognition that inspires an employee
to work harder. Employees want to know that their leadership team recognizes and values
their efforts.
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Another study from Adel, Work and Wubshet (2022) stated the impact of various
human resources components on worker job performance as well as the role of employee
engagement as a mediating role. Human resources management practices, like making
knowledge easy to find, making the most of the people who work there, improving their
ability to learn, moving up in their careers, and being good leaders, were found to be linked to
better job performance by employees. Some of the links between human resource
management factors and employee job performance are mediated by employee engagement.
Vehar (2020) says that the way you get along with your boss has a big effect on how
successful you are at work. Having the right employer, however, isn't the only factor in
having a strong relationship. Both parties must make a concerted effort to establish a fruitful
working relationship. It is your responsibility to manage your employer, just as it is theirs to
manage you. By actively managing your employer, you can reduce misunderstandings,
improve regular communication, and achieve even greater success in meeting the needs of
your administrator and your organization.
Based on the study by Tae, Hon and Deong (2019) the effects of job requirements for
creativity and promotion opportunities for creativity on employee creativity were studied. A
positive relationship between employee creativity and a proactive mindset. Additionally, both
job requirements for creativity and work satisfaction for creativity had an impact on the
relationship between a proactive personality and employee creativity. Proactive workers, in
particular, demonstrated the highest levels of creativity when the need for innovation on the
job and the administrator's support for creativity were both strong.
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Huang et al. (2019) demonstrate that employees' conscientiousness, openness to
experience, and judgments of justice are all positively correlated. They conducted three
studies to look into the relationship between supervisory intentions to follow justice norms
and employee personality. We conducted a dyadic field survey of employers and employees
to test the full mediation paradigm. In terms of potential responsibilities, both administrators
and staff members may seek to influence how employees perceive justice.
From the study of Brianne (2020) employees who are unmotivated perform poorly on
the job and may be careless. The implication is that if productivity targets are to be met,
unmotivated employees must be closely monitored in the workplace. How motivation affects
employees' attitudes toward work and employee monitoring in the workplace Employees who
are unmotivated perform poorly. People tend to underperform when they are not motivated to
do their jobs
Brien, Henson and Voss (2021) they study the role of stressors in the relationship
between personality and unproductive work behavior in context, extending the trait-activation
theory. To be more precise, researchers suggest associations between conflict-sensitive
personality traits, modified by organizational stressors, as trait-relevant situational indicators
that indicate rivalry. Even when negative affectivity was controlled for, the correlations
between personality traits and department manager CWB tended to be stronger when
stressors were high rather than low.
According to Piao and Managi (2022) employers are anticipated to benefit from
environmental, social, and governance engagement in terms of efficiency and sustainability.
The transformational change in management practices would not only help employees, but it
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would also mean that they would have more work to do, which could affect their mental
health. But there hasn't been a lot of research on how corporate ESG activities and job stress
are related. The goal of this study is to fill this knowledge gap. Workplace stress and
corporate environmental activities were found to have both positive and negative links.
Baloyi (2020) says that good leaders put a lot of emphasis on employee motivation so
that their institutions or departments can reach their goals. They accomplish this by
comprehending the significance of ethical leadership or servant leadership. People who work
in toxic environments, on the other hand, frequently have little or no choice but to reduce
their energy levels and become completely demoralized as a result of the toxicity at their
workplace.
Based on the study of Kermode (2021) respect and understanding among fellow
employees are essential in any healthy, productive, and equal-opportunity workplace. But as
an employer, do you know the special needs of gender applicants and employees. This study
is for any employer who wants to know how to work with gender employees in a respectful
way and how to avoid asking them inappropriate or personal questions. It explains what it
means to be gender, the common challenges that gender people face, and how you can best
support gender employees in their roles and relationships with colleagues.
The study by Rembiasz and Verhagen (2022) shows that employees who work too
little or too much can have a negative impact on both the individual and the organization. It
builds a computer model to study how the structure of work affects the intensity and length of
work, especially how managers assign tasks to workers. Simulations show that when
managers correctly estimate how hard a task is but underestimate how skilled an employee is,
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employees can get away with not doing their work. In the same way, when managers
overestimate an employee's skills, they give them tighter deadlines, which causes them to
work too much.
According to Melanie et al. (2022) employee engagement has long been recognized as
one of the most important issues in organizations. Organizations prioritize the retention of
individuals with the necessary skills and competencies for development and sustainability
while also energizing their workforce. Organizational communication and management
techniques are just two factors that influence the broad concept of engagement. The ability of
a manager to keep employees motivated is called emotional intelligence, which allows a
leader to understand his and his team members' feelings.
Sofia et al. (2023) this study explained the importance of a better understanding of
which organizational and psychosocial work environmental factors employers should pay
special attention to. Addressing risk and protective factors in the workplace could contribute
to employee well-being by preventing exhaustion disorder and long-term sick leave.
Aichouni et al. (2023) Working to ensure a safe and secure work environment for
workers and employees has become an essential component of achieving organizational
excellence in modern organizations. A safe work environment is essential for both employees
and employers alike. It is the right of all employees to have safety in the workplace. The main
goal of safety and health programs is to prevent workplace injuries, illnesses, and death. It is
the responsibility and duty of employers to protect their employees and keep them safe.
SIGNIFICANCE OF THE STUDY
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The study will be helpful to the community, especially to the workforce, as it will
enable them to better understand how workplaces develop and enhance employee
performances and characteristics that the entire workplace should exhibit. In particular, the
results of this study are meant to help with and have a lot of value for:
To the Employees – The results of this study will show them how important it is to be
committed to improving their productivity and how their decisions and actions are affected
by an unsuitable or unfavorable work environment.
To the Management – The result of this study will help the management or owners have
effective management strategies and references to boost a healthy workplace for their
employees, which can help them be productive and test their commitment level to their work.
To the Future Researchers – The study will benefit and help future researchers, as this
study may serve as a guideline and basis for new learning. This study will serve as a good
source of ideas as it contains helpful information gathered by the researchers, supported by
evidence from trustworthy resources.
CONCEPTUAL FRAMEWORK
The theoretical framework aims to explain the variables considered in the conceptual
framework. The relationship is defined in such a way that the set of factors has an influence
on an individual, determining the final outcome in terms of increased or decreased employee
productivity.
Training and Development aims to create and put into place training methods that
improve the efficiency of the organization. Tannenbaum (2020) says that the process of
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training and development has one of the most complete models. Every organization must use
a variety of methods to help employees do their jobs better and reach their goals. The impact
of training on employee performance has also been mentioned. Utilizing the desires of the
employee within the organization plays a distinct role in reaching an organizational goal.
(Zahid Hussain Bhat, 2021)
Al-Shammari (2022) also put forth another theory. The increased workload influences
the stress levels of employees. The most challenging task at work is due to the employees'
heavy workloads and competing deadlines. Excessive workloads cause stress and exhaustion
in employees, negatively affecting their health, motivation level, and productivity. The
organizations must plan out the workload equally, evenly distributing it among the
employees, and the number of days one should complete the task should be achievable and
practical to do it to avoid burden and stress on any employee (Mohamed, 2021). Planning
things out in advance benefits employees and helps firms have efficient and healthy growth.
(Aydogdu and Asikgil, 2019; Malkoc and Dal, 2020) say that employees are more
likely to be motivated when they believe that the organization and administrator will help
them build good relationships with their coworkers. If an organization doesn't help its
employees, they might not value their relationship as much as they should. It is in
management's best interests to continue to nurture the relationship by demonstrating to
workers how well they are provided for so that they might reciprocate with increased effort.
These relationships are common, resulting in both parties working together to generate
solutions. (Columbus et al., 2020). The growth of relationships will lead to more significant
benefits for all parties involved.
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Kottke and Sharafinski (2021) Stated that supervisory support is defined as the
general perceptions of employees regarding how highly their superiors value and care about
their efforts. Agents of the organization are supervisors. Workers would take their
supervisor's attitude toward them, whether friendly or unfriendly, as a sign of the
organization's support. Additionally, Eisenberger et al. (2020) mention supportive actions
within organizations. It is crucial to acquire the capacity to approach problems in the
workplace creatively.
Incentives and recognition have long been recognized as important tools for
increasing employee performance. Organizational support will improve as a result of higher
incentives (Ibrar and Khan, 2023). Organizations increasingly realize that they must achieve
an equal balance between the employee's contribution to the organization and the
organization's contribution to the employee. One of the primary motivations for rewarding
and recognizing employees is to achieve this proportion.
CONCEPTUAL FRAMEWORK
The researcher made a conceptual framework that met the goal of this study by using
the variables from the mentioned theories.
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The study determined the following problems by measuring specific variables, and the
impact of the workplace environment on employee performance will be conceptualized and
depicted in Figure 1.
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STATEMENT OF THE PROBLEM
The study is focuses on the correlation of employee performance and how productive work
environment influence employee performance. It seeks to answer the following questions:
1. How may the respondents describe employee performance in terms of:
1.1 Gender;
1.2 Age;
1.3 Educational Attainment;
1.4 Employment Status; and
1.5 Length of Experience.
2. What is the workplace environment's level in terms of:
2.1 Physical workplace; and
2.2 Psychosocial.
3. What is the level of employees' performance in terms of:
3.1 Training and development;
3.2 Adequate workload;
3.3 Good Relations with co-workers;
3.4 Supervisor support;
3.5 Incentives and recognition; and
3.6 Salary.
4. Is there a significant relationship between the respondents’ profile and their:
4.1 Workplace environment?
4.2 Employees’ performance?
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5. Is there a significant relationship between employees’ workplace environment and
employees’ performance?
HYPOTHESIS
Ho1: There is no significant relationship between the respondents’ profile and employees’
performance.
Ho2: There is no significant relationship between the respondents’ profile and employees’
workplace environment.
Ho3: There is no significant relationship between the employees’ performance and
employees’ workplace environment.
DEFINITION OF TERMS
Employee performance- Involves factors such as quality, quantity, and effectiveness of
work as well as the behaviors your employees show in the workplace.
Workplace - A place where people work, such as an office or factory.
Work environment - The setting, social aspects, and physical conditions in which an
individual performs their job.
Organization - It is to ensures that resources are used as efficiently as possible at work
through proper planning and supervision.
Training and Development - Organizational training programs intended to enhance an
individual's or group's performance on the job.
Adequate Workload - The quantity of work or working hours that are anticipated or allotted.
Good Relations with co-worker - A workgroup's ability to communicate with and support
one another, as well as the sense that everyone is contributing to the task at hand.
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Supervisor Support - It can be defined as the level to which leaders respect the contributions
of and give thought to the welfare of their workforce. Employees are more likely to feel
heard, respected, and cared for under a leader who has strong supervisor support.
Incentives and Recognition - People are recognized for their success through a system
called recognition and incentives, either intrinsically or extrinsically. In a workplace where
individuals' achievements are fairly and promptly acknowledged and appreciated, there is
acknowledgment and compensation.
SCOPE AND DELIMITATION OF THE STUDY
The scope of this study is to know the working experience of the employee at Holy
Cross College, located in Sta. Lucia, Sta. Ana, and Pampanga. The study's participants are
employees in the college department at Holy Cross College. Its primary goal is to identify the
various working environments, how they deal with the problems they will face, and devise
solutions to these problems. This survey was conducted with the participation of 104
employees. This study will find out how a productive workplace environment significantly
impacts an employee's performance and productivity.
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CHAPTER II
METHODOLOGY OF THE STUDY
This chapter discusses methods and techniques used for testing and evaluating the
collected data. The collected data will be examined and explained in detail, allowing for an
evaluation of the results. The chapter includes research design, sampling technique, selected
population, sample size, instruments for testing data, deployed techniques, and methods used
to collect data. The study further addresses ethical concerns while doing it. This chapter
discusses the research strategy, location, respondents, instruments, data collection technique,
ethical considerations, statistical treatment of data used in this study, and questionnaire
formulation and validation.
RESEARCH DESIGN
The study utilized a Quantitative method. The Quantitative method is used to assess the
impact of a productive workplace environment on employee performance by the employee
under the college department at Holy Cross College. The researchers used a validated
questionnaire as a tool to determine if a productive workplace environment affects the
employee's performance.
Questions were administered through a questionnaire. After the participants answered
the questions, the researchers gathered the information and described the responses. The
survey questionnaire has been used as the main tool for data collection in the quantitative
research approach.
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Quantitative methods focus on objective measurements and the statistical,
mathematical, or numerical analysis of data gathered through surveys and questionnaires. The
goal of quantitative research is to figure out how a variable that is not controlled by the
researcher affects a variable that is controlled by the researcher. In this study, the researchers
will use a descriptive type of quantitative research design to find links between the variables.
RESPONDENTS OF THE STUDY
The respondents to this study are teaching staff under the college department of Holy
Cross College. The total number of respondents selected for this research is 104, both full-
time and part-time. This study's total number of respondents is based on the solving formula
that we have applied to our research questionnaire to determine and analyze the impact of a
productive workplace environment on employee performance.
Slovin’s Formula Applied:
n=N/(1+Ne^2)
n=108/(1+108*0.02^2)
n=103.53
n=104
INSTRUMENTS OF THE STUDY
The research instrument that the researcher utilized in gathering the data and
information of the selected respondents was a correlational questionnaire, which is an
adaptive questionnaire that is validated by the research consultant and consists of at least 34
questions based on the research problems that seek to give information and answer questions
in regards to the research title, The influence of a workplace environment on employee
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performance. The questionnaire has three parts, which are a Likert scale type of question with
a scaling type of Strongly Agree (5), Agree (4), Neither Agree nor Disagree (3), Disagree (2),
and Strongly Disagree (1), divided into two topics regarding factors that affect the employee's
performance and workplace environment. The researchers consulted and validated the
questionnaire with their consultant and pilot tested it to ensure its dependability. On our
research instrument, the upper part is a description of what the research is all about and an
instruction on how to answer the questionnaire. The first topic is factors that affect the
employees’ performance, which include training and development, an adequate workload,
good relations with co-workers, supervisory support, and incentives and recognition. The
second topic is questions related to the factors of the workplace environment, which are the
physical work environment and workplace culture.
DATA GATHERING PROCEDURE
The researchers took time to conceptualize what the title of this research study would
be. Then, the researchers made research questionnaires, which our research adviser and
technician will check. The researchers will write a letter of permission or approval to the
research adviser. After our research instructor validated the letter, the researchers will
conduct a pilot study of survey instruments to measure the factors that affect employee
performance, and to prove that it is valid and reliable. The pilot testing of the survey
instruments will be done in Holy Cross College at Sta. Lucia, Sta. Ana. A total of 30
respondents will be participating in the pilot testing procedure.
After The researchers used database questionnaires that were given to the
questionnaire forms by the selected respondents using paper surveys. The research questions
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or problem statements will then be addressed using the information collected from the
respondents, with the certainty that all the information and data collected are going to be used
solely for research purposes. The researchers adopted and adapted survey questionnaires.
The last phase of data collection procedure, researchers start counting and tallying the data
from the respondents and analyzing it before interpreting.
DATA PROCESSING PROCEDURE AND STATISTICAL TREATMENT
The entirety of the data will be consolidated and processed utilizing statistical
methods. The information obtained from the participants will be cross-checked, encoded,
calculated, and analyzed statistically. The accumulated facts will be converted into a practical
format. To indicate the response of individuals to the evaluation of employee performance
and employee productivity, a proportion will be employed. The proportion is suitable when it
is crucial to ascertain the number of respondents who provided a certain response. According
to the Jove journal (2023) A distribution of frequencies in percentage is a representation of
information that demonstrates the percentage of data points or sets of data points for each
observation. This is a frequently employed technique to convey the relative frequency of
survey answers and other data, and it is frequently depicted using bar graphs, pie charts, or
tables. The procedure requires splitting the overall number of observations into smaller parts
and then dividing the overall observations by the total number of observations. Percentages
may be used to indicate the precision of the data. A mean that takes into account the
weightage of responses will be employed to gauge the level of evaluation for employee
performance, and employee productivity. This method will compute the data's average value.
As stated by Diksha (2023) The formula for weighted mean is a statistical technique that
computes the mean by adding up the products of weights and their corresponding means. This
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is a kind of mean that uses weights to assign significance to each observation and determine
their relative importance. The survey instrument for employee performance, and productivity
will be put to the test using Cronbach's alpha and Pearson R. To determine if two variables
are linearly correlated, the researcher shall utilize the Pearson R statistic.
Interval Descriptive Interpretation
1.00 – 1.80 Strongly Disagree
1.81 – 2.60 Disagree
2.61 – 3.40 Moderately Agree
3.41 – 4.20 Agree
4.21 – 5.00 Strongly Agree
ETHICAL CONSIDERATION
The researchers will use the ethical principles that Bryman and Bell (2019) came up
with. The people who take part in this study will not be hurt in any way, and their dignity will
be respected above all else. Before the study starts, the research adviser and college
department teachers at Holy Cross College will be asked for their full consent. Also, the
privacy of research participants will be protected, and the study data will be kept secret.
Individuals and organizations will also be kept anonymous. During the study, it will be very
important not to lie or exaggerate about the goals and objectives of the study. Conflicts of
interest, funding sources, and affiliations will also be discussed. Additionally, inaccurate
representations of the primary data results and misleading information will be avoided.
Lastly, all research-related communications will be conducted openly and honestly.
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CHAPTER III
PRESENTATION, ANALYSIS, AND INTERPRETATION OF DATA
In this chapter, the gathered data along with its interpretation were presented in tabular form
arranged chronologically considering the statement of the problem. These findings were the
bases upon which the conclusions and recommendation were derived. The study was focused
on the correlation of employee performance and how work environment influence employee
productivity in an organization.
Table 1. Socio-demographic Characteristics of the Respondents.
Profile Categories Frequency Percentage
Male 55 52.90
Sex Female 49 47.10
Total 104 100.00
20 to 25 years old 29 27.90
26 to 30 years old 55 52.90
Age 31 to 40 years old 14 13.50
41 years old and above 6 5.80
Total 104 100.00
Bachelor's Degree 59 56.70
Educational Master's Degree 37 35.60
Attainment Doctorate Degree 8 7.70
Total 104 100.00
Full-time 56 53.80
Employment Status Part-time 48 46.20
Total 104 100.00
Less than 3 years 53 51.00
Length of Service 4 to 8 years 49 47.10
9 years and above 2 1.90
Total 104 100.00
Table 1 shows the socio-demographic characteristics of the respondents when grouped
by sex, age, educational attainment, employment status, and length of service. Based on the
collected data, in terms of sex, most of the respondents were male (55 or 52.90%). As to age,
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it was found that majority of them were 26 to 30 years old (26 to 30 years old). In terms of
educational attainment, it was found that most of them were bachelor’s degree holder (59 or
56/70%). On the other hand, this study also found that most of the respondent have a full-time
job (56 or 53.80%) and have a less than three years in the service (53 or 51.00%).
Alex et al. (2023) Measurement of the manifestation level of the respondent's socio-
demographic traits and its relationship to his functional position in the team is the goal of the
study's first phase. The ISM RANEPA master programs were used in the experiment. Teams
are formed based on test findings of teacher personality traits to ascertain their tendency to
assume leadership roles in accordance with R's method.
Table 2. Respondents’ level of perception towards their workplace environment
Factor of Workplace Environment Mean SD Interpretation

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

3.4904 1.2227 Agree
ideas with my fellow workers and superiors.
Grand Mean 3.7035 0.4396 Agree
Legend: 1.00 - 1.80: Strongly Disagree, 1.81 - 2.60: Disagree, 2.61 - 3.40: Neither, 3.41 - 4.20: Agree, 4.21 -
5.00: Strongly Agree
Table 2 presents the respondents’ level of perception towards their workplace
environment. In terms of physical work environment, study revealed that the computed mean
was 3.6827 with a standard deviation of 0.3945 and interpreted as agree.
Aichouni et al. (2023) working to ensure a safe and secure work environment for
workers and employees has become an essential component of achieving organizational
excellence in modern organizations. Occupational safety and health programs help in
attracting and retaining the workforce and human competencies, thus improving the
operational and organizational performance of these organizations.
A safe work environment is essential for both employees and employers alike. It is
the right of all employees to have safety in the workplace. The main goal of safety and health
programs is to prevent workplace injuries, illnesses, and death. It is the responsibility and
duty of employers to protect their employees and keep them safe.
In term of psychosocial, it was found that the computed mean was 3.7244 with a
standard deviation of 0.4848 and interpreted as agree.
Prioritizing the mental health of employees helps them in their organization be more
productive and stay focused on their work. The main goal of prioritizing mental health is to
prevent the mental breakdown of employees due to workload.
Finally, based on the computed data, it was revealed that the grand mean was 3.7035
with a standard deviation of 0.4396 and implies that majority of the respondents agree
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towards the workplace environment items in terms of physical work environment and
psychosocial.
According to Henry and Peter (2021) the workplace environment and its impact on
employee performance were investigated in this study. It specifically examined the mixed
evidence on the impact of workplace environment dimensions such as physical, psychosocial,
and work-life balance on task performance, contextual performance, and counterproductive
work behavior as employee performance dimensions.
Having a good workplace environment is essential to improving productivity and
protecting the mood, value, worth, and emotional well-being of employees. The workplace
environment helps the employee engage in social interaction with its co-workers.
Table 3. Respondents’ level of perception towards their performance
Factors Affecting Employees' Performance Mean SD Interpretation

Training and development 4.4250 0.4205 Strongly Agree
Good training and development programs help employees get
better at their jobs and learn new skills they need to do their jobs.
Training brings intense teamwork, which helps the organization
increase work efficiency.
Training enables me to improve skills, knowledge, attitude, and
capability.
The training I received helped me enhance the quality of my
products and services.
Training helps me enhance the use of tools and machines and
operational safety.
Adequate workload 4.3212 0.4393 Strongly Agree
Adequacy in workload (task and time given to complete the task)
helps me participate in developing a good work environment.
An adequate workload allows me to improve my performance at
work.
My tasks and responsibilities are always thoroughly explained to
me.
I am under pressure to keep up with my due dates. 4.3750 0.5777 Strongly Agree
My company has enough facilities to help minimize the amount
4.0769 0.9316 Agee
of work.
Good Relations with co-workers 4.4952 0.5143 Strongly Agree
I believe good relationships with coworkers help build a good
work environment.
Having a good relationship with my co-workers makes me
comfortable and more productive in my current work 4.5192 0.6533 Strongly Agree
environment.
Positive work relationships make me feel valued, which leads me 4.5673 0.6195 Strongly Agree
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to be more productive.
A good relationship leads to the spread of knowledge from
trained to untrained workers in collaborative team settings.
Supervisor support 4.3894 0.4149 Strongly Agree
My supervisor helps improve the work environment in the
organization.
My performance level has improved with the help and support
from my supervisor.
My supervisor treats employees fairly and shows appreciation for
and recognizes good work.
My supervisor's assistance helps us become familiar with an
organization's literature, which benefits the organization.
Incentives and recognition 4.5481 0.4442 Strongly Agree
Good employee benefits, such as rewards and incentives, help
create a good and positive work environment.
Bonuses, promotions, and appraisals encourage us to perform
better and motivate us to achieve organizational goals.
Receiving incentives and rewards at work makes me motivated. 4.6154 0.6123 Strongly Agree
I am ready to increase my work efforts in order to gain rewards. 4.5288 0.5738 Strongly Agree
The rewards have a positive effect on the work environment. 4.4712 0.5738 Strongly Agree
Salary 3.5024 0.3678 Agree
I believe that my salary is acceptable for the work I perform. 3.9327 0.8391 Agree
My salary affects my educational performance and teaching
1.5192 0.6383 Strongly Disagree
effort.
My salary motivates me to boost my performance. 4.3173 0.6116 Strongly Agree
My salary is sufficient to cover all of my regular living expenses. 4.2404 0.6308 Strongly Agree
Grand Mean 4.2802 0.4335 Strongly Agree
Legend: 1.00 - 1.80: Strongly Disagree, 1.81 - 2.60: Disagree, 2.61 - 3.40: Neither, 3.41 - 4.20: Agree, 4.21 -
5.00: Strongly Agree
Table 3 presents the respondents’ level of perception towards their performance. In terms of
training and development, study revealed that the computed mean was 4.4250 with a standard
deviation of 0.4205 and interpreted as Strongly agree.
According to Elnaga and Imran (2021) any organization depends on its employees to operate
effectively. The effectiveness of the company's workforce determines whether it succeeds or fails. As
a result, top management understood how necessary it was to spend time and money on training and
development to raise performance in the organization. Additionally, it examines the research and
numerous case studies on the significance of training for developing employee performance.
Having good training and development programs helps employees get better at their jobs,
learn new skills that they need to do their jobs, and increase their work efficiency.
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In term of Adequate Workload, it was found that the computed mean was 4.3212 with a
standard deviation of 0.4393 and interpreted as Strongly agree.
According to Thammarak (2020) studied the Employees may experience job stress as a result
of the increasing level of competition that the organization must face, which will result in time
pressure and challenges that they must face on the job. One of these factors is good colleagues or
coworkers, and more importantly, coworkers' support may increase employees' productivity while
also reducing errors in work.
In term of Good Relation with Co-workers, it was found that the computed mean was 4.4952
with a standard deviation of 0.5143 and interpreted as Strongly agree.
Based on the study by Tae, Hon and Deong (2019) the effects of job requirements for
creativity and promotion opportunities for creativity on employee creativity were studied. A positive
relationship between employee creativity and a proactive mindset.
In term of Supervisor support, it was found that the computed mean was 4.3894 with a
standard deviation of 0.4149 and interpreted as Strongly agree.
Another study from Adel, Work and Wubshet (2022) stated the impact of various human
resources components on worker job performance as well as the role of employee engagement as a
mediating role. Human resources management practices, like making knowledge easy to find,
making the most of the people who work there, improving their ability to learn, moving up in their
careers, and being good leaders, were found to be linked to better job performance by employees. In
term of Incentives and Recognition, it was found that the computed mean was 4.5481 with a standard
deviation of 0.4442 and interpreted as Strongly agree.
Lavy (2021) observes that pay-for-performance incentives can improve teachers'
performance, but they can also have unintended and undesirable consequences, such as teachers
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directing their efforts exclusively to rewarded activities. Incentives should balance individual
rewards with school incentives, fostering a cooperative culture. All teachers should be eligible for the
incentive, but only a subset of teachers should be rewarded in practice. If too many teachers are
rewarded, they may not need to put in much extra effort to benefit
In term of Salary, it was found that the computed mean was 3.5024 with a standard deviation
of 0.3678 and interpreted as Agree.
James and John (2019) determine of both the absolute salary levels of these professors and
the most recent salary increments given to them are examined in this study, which focuses on the
influence of teaching on salary increments. It also takes into account the fact that, due to changes in
salary policy, the determinants of faculty salary increments may differ significantly from the
determinants of absolute faculty salary levels.
Finally, based on the computed data, it was revealed that the grand mean was 4.2802 with a
standard deviation of 0.4335 and implies that majority of the respondents agree towards the
Employee performance items in terms of physical work environment, psychosocial, training and
development, adequate workload, good relation with co-workers, supervisor support, incentives and
recognition, and salary.
As Mohamad (2021) mentioned, a positive work environment is a great tool to encourage
employee safety, development, and goal achievement. Several factors affect employee performance,
such as lack of training and development processes, workload, and relationships.
Table 4. Normality Test
Kolmogorov-Smirnova Shapiro-Wilk
Statistic df Sig. Statistic df Sig.
Physical Workplace .212 104 .000 .916 104 .000
Psychosocial .103 104 .008 .961 104 .004
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Training and
.229 104 .000 .852 104 .000
Development
Adequate Workload .143 104 .000 .932 104 .000
Good Relation with co-
.199 104 .000 .841 104 .000
workers
Supervisor Support .211 104 .000 .884 104 .000
Incentives and
.205 104 .000 .860 104 .000
Recognition
Salary .151 104 .000 .953 104 .001
Table 4 shows the normality of the data gathered from the study. Based on the findings using
Kolmogorov-smirnov and shapiro - wilk tests, the computed p-values were all less than the 0.05 level
of significant and implies that variables such as physical work environment, psychosocial, training
and development, adequate workload, good relation with co-workers, supervisor support, incentives
and recognition, and salary were not normally distributed and hence, a non-parametric test such as
spearman-rho was utilized in determining the significant relationship of each variables. And Kruskal
Wallis and Mann Whitney U test were employed for significant difference.
Table 5. Significant difference of workplace environment and employee’s performance

when grouped according to the respondents’ demographic profile in terms of sex
Variable 1 Variable 2 p-value Decision Interpretation
Sex Physical
Work Place Workplace 0.674 Accept Ho Not Significant
Environment
Psychosocial 0.233 Accept Ho Not Significant
Employees’ Training and

0.628 Accept Ho Not Significant
Performance Development
Adequate
Workload
Good Relation
to Co-workers
Supervisor 0.002 Accept Ha Significant

Support
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Incentives and
Recognition
Salary 0.000 Accept Ha Significant
Legend: Independent Samples Mann Whitney U Test at 0.05 level of significance
Table 5 shows the significant difference of workplace environment and employee’s
performance when grouped according to the respondents’ demographic profile in terms of sex. Based
on the computed data, it was found that physical workplace (0.674), psychosocial (0.233), training
and development (0.628), adequate workload (0.689), good relation to co-workers (0.093), and
incentive and recognition (0.077) revealed no significant difference when grouped according to sex.
This indicates that sex is not a factor affecting the physical workplace, psychosocial, training and
development, adequate workload, good relation to co-workers, and incentive and recognition of an
employee.
The study of Azlan, Shirley and Melissa (2019) employees indicate that they are believed to
benefit from a comfortable physical work environment since it motivates them to either be healthier,
more productive, or absentee-free. Sofia et al. (2023) this study explained the importance of a better
understanding of which organizational and psychosocial work environmental factors employers
should pay special attention to.
On the other hand, it was found that supervisor support (0.002) and salary (0.000) were found
to be significantly different when grouped by sex. This implies that a person’s sex could affect the
supervisor support and salary of an employee.
Vehar (2020) says that the way you get along with your boss has a big effect on how
successful you are at work. Having the right employer, however, isn't the only factor in having a
strong relationship. Both parties must make a concerted effort to establish a fruitful working
relationship. Miller and Cohen (2020) productivity-based incentives and bonus payments have
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become responsible for an increasing proportion of total compensation. The researchers conclude that
this particular incentive plan, which was primarily aimed at productivity, shifted the distribution of
total compensation significantly in favor of faculty.

when grouped according to the respondents’ demographic profile in terms of age
Physical
Environment
Psychosocial 0.002 Accept Ha Significant
Training and
Development
Adequate
Workload
Age
Good Relation
Employees’ to Co-workers 0.618 Accept Ho Not Significant
Performance
Supervisor
Support
Incentives and
Recognition
Salary 0.353 Accept Ho Not Significant
Legend: Independent Samples Kruskal Wallis Test at 0.05 level of significance
performance when grouped according to the respondents’ demographic profile in terms of Age.
Based on the computed data, it was found that physical workplace (0.338), training and development
(0.930), adequate workload (0.923), good relation to co-workers (0.618), supervisor support (0.673),
incentive and recognition (0.881) and salary (0.353) revealed no significant difference when grouped
according to age. This indicates that age is not a factor affecting the physical workplace, training and
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development, adequate workload, good relation to co-workers, supervisor support , incentive and
recognition and salary of an employee.
In the study of Guinevere and Myla (2023) they explained the connection between
their level of engagement at work and personal characteristics, organizational commitment in the
workplace, and job satisfaction. The employees have a high level of work engagement and job
satisfaction, as well as a moderate level of organizational commitment. Employee work engagement
was significantly correlated with employee age, position, and monthly salary. Employee engagement
rises in proportion to age, position, and income.
Acceptance of employees in different ages in the workplace makes the organization
reduce discrimination on the basis of hiring, promotion, discharge, compensation, or terms,
conditions or privileges of employment.
On the other hand, it was found that psychosocial (0.002) was found to be significantly
different when grouped by age. This implies that a person’s age could affect the psychosocial of an
employee.
Sofia et al. (2023) this study explained the importance of a better understanding of
which organizational and psychosocial work environmental factors employers should pay special
attention to. Addressing risk and protective factors in the workplace could contribute to employee
well-being by preventing exhaustion disorder and long-term sick leave.

when grouped according to the respondents’ demographic profile in terms of
educational attainment
Educational Work Place Physical

0.001 Accept Ha Significant
Attainment Environmen Workplace
t
Psychosocial 0.000 Accept Ha Significant
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Training and
Development
Adequate
Workload
Good Relation
Employees’ to Co-workers 0.009 Accept Ha Significant
Performance
Supervisor
Support
Incentives and
Recognition

performance when grouped according to the respondents’ demographic profile in terms of
Educational Attainment. Based on the computed data, it was found that supervisor support (0.461),
and salary (0.062) revealed no significant difference when grouped according to Educational
Attainment. This indicates that Educational Attainment is not a factor affecting the supervisor
support, and salary of an employee.
As stated by James and John (2019) both the absolute salary levels of these professors
and the most recent salary increments given to them are examined in this study, which focuses on the
influence of teaching on salary increments. It also takes into account the fact that, due to changes in
salary policy, the determinants of faculty salary increments may differ significantly from the
determinants of absolute faculty salary levels. The teaching merit ratings are heavily influenced by
student evaluations of each faculty member's instruction.
On the other hand, it was found that physical workplace(0.001), psychosocial(0.000), training
and development(0.001), adequate workload(0.031), good relation with co-workers(0.009), and
incentives and recognition (0.013) were found to be significantly different when grouped by
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Educational Attainment. This implies that a person’s Educational Attainment could affect the
physical workplace, psychosocial, training and development, adequate workload, good relation with
co-workers, and incentives and recognition of an employee.
According to Anisa and Tine (2022), employee performance and its implications for
organizational performance are two factors that influence compensation and the success of an
organization. Performance is also considered important in order for an organization to have a good
reputation when providing services.

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

Environmen Workplace
t Psychosocial 0.000 Accept Ha Significant
Training and
Development
Adequate
Employment Workload
Status Good Relation
Employees’ to Co-workers 0.615 Accept Ho Not Significant
Performance
Supervisor
Support
Incentives and
Recognition
Legend: Independent Samples Mann Whitney U Test at 0.05 level of significance
performance when grouped according to the respondents’ demographic profile in terms of
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Employment Status. Based on the computed data, it was found that physical workplace (0.846),
training and development(0.841), adequate workload(0.931), good relation with co-workers (0.615),
supervisor support (0.299), incentives and recognition (0.485) and salary (0.792) revealed no
significant difference when grouped according to Employment Status. This indicates that
Employment Status is not a factor affecting the supervisor support, and salary of an employee.
According to Carolyn (2022) it is frequently necessary for courts to use common-
sense thinking to settle contentious problems while deciding on a worker's employment status. These
conclusions, which are frequently based on the judges' general knowledge or intuition, may be stated
as obvious or well-known commercial or societal facts. These presumptions must reflect a modern
and socially inclusive concept of workplace interactions, given the consequences of classifying a
worker as an employee.
On the other hand, it was found that psychosocial (0.000) was found to be significantly
different when grouped by Employment Status. This implies that a person’s Employment Status
could affect the psychosocial of an employee.
Weber et al. (2021) say that reduced work capacity is most frequently caused by mental
disorders. Identifying workplace variables that can improve a depressed employee's capacity to work.

when grouped according to the respondents’ demographic profile in terms of length of
service
Length of Physical
Service
Environment
Psychosocial 0.341 Accept Ho Significant
Employees’ Training and

Performance Development
Adequate 0.327 Accept Ho Not Significant
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Workload
Good Relation
to Co-workers
Supervisor
Support
Incentives and
Recognition

performance when grouped according to the respondents’ demographic profile in terms of Length of
Service. Based on the computed data, it was found that physical workplace (0.138), training and
development (0.883), adequate workload (0.327), good relation with co-workers (0.054), incentives
and recognition (0.956) and salary (0.648) revealed no significant difference when grouped
according to Length of Service. This indicates that Length of Service is not a factor affecting the
physical workplace, training and development, adequate workload, good relation with co-workers ,
incentives and recognition and salary of an employee.
As studied by Abdul (2023) It was observed that the factors like supervisor support, relation
with co-workers, training and development, incentives and recognition plans, adequate work load at
workplace are helpful in developing a working environment that has an impact on employees
willingness to stay on the job.
On the other hand, it was found that psychosocial (0.341) and supervisor support (0.018)
were found to be significantly different when grouped by Length of Service. This implies that a
person’s Length of Service could affect the psychosocial and supervisor support of an employee.
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Sybil et al. (2019) More than 82 percent of 950 respondents reported at least some workplace.
After controlling for demographic and work factors, explained psychosocial. In additional Supervisor
Support factors has impact on levels of being permanent on work.
Table 10. Significant relationship between physical workplace and the employees’
performance
Variable 1 Variable 2 Correlation p-value Relationship Significance
a
Coefficient
Training and Moderate and

0.418** 0.000 Significant
Development positive
Adequate Moderate and

Workload positive
Good Relation to Very Weak and

0.099 0.318 Not Significant
Physical Co-workers positive
Workplace Supervisor Weak and
Support positive
Incentives and Very Weak and

Recognition positive
Weak and
Salary 0.198* 0.044 Significant
positive
Legend: a tested using Spearman’s rho correlation test; -1.0 to -0.5 or 1.0 to 0.5 strong relationship; -0.5 to -0.3
or 0.3 to 0.5 moderate relationship; -0.3 to -0.1 or 0.1 to 0.3 weak relationship; -0.1 to 0.1 none or very weak
relationship; ** significant at α =0.01 ; * significant at α =0.05
Table 10 shows the Significant relationship between physical workplace and the
employees’ performance. Based on the computed data, it was found that good relation to co-workers
(0.099, 0.318), supervisor support (0.191, 0.052), and incentive and recognition (0.073, 0.462) were
not significantly correlated to physical workplace.
The findings of the study indicated that there is a strong positive relationship between
physical workplace and employees’ performance while it showed that reward, co-worker relations,
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supervisor relations, resource and organizational support have a moderate relationship with employee
engagement. Mona (2023)
On the other hand, it was revealed that training and development (0.418**, 0.000), adequate
workload (0.350**, 0.000), and salary (0.198*, 0.044) were significantly correlated in terms of
physical workplace. This implies that the physical workplace has a connection to employees training
and development, adequate workload, and salary.
Weber et al. (2021) say that Employees are viewed as a key source of competitive
advantage in any organization. Any organization's performance determines whether or not
organizational goals are achieved. In order to increase employee performance, top management
should make large investments in training and development. The idea of training and development is
focused with enhancing employees' job-related skills while also promoting and growing them to
various levels of management.
Table 11. Significant relationship between psychosocial and the employees’ performance
Variable 1 Variable 2 Correlation p-value Relationship Significance

Coefficienta
Psychosocial Training and Moderate and

Development positive
Adequate Weak and

Workload positive
Good Relation to Weak and

Co-workers positive
Supervisor Weak and

0.245* 0.012 Significant
Support positive
Incentives and Weak and

Recognition positive
Salary 0.224* 0.022 Weak and Significant
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positive
Legend: a tested using Spearman’s rho correlation test; -1.0 to -0.5 or 1.0 to 0.5 strong relationship; -0.5 to -0.3
or 0.3 to 0.5 moderate relationship; -0.3 to -0.1 or 0.1 to 0.3 weak relationship; -0.1 to 0.1 none or very weak
relationship; ** significant at α =0.01 ; * significant at α =0.05
Table 11 shows the Significant relationship between Psychosocial and the employees’
performance. Based on the computed data, it was found that good relation to co-workers (0.152,
0.123), and incentive and recognition (0.171, 0.083) were not significantly correlated to
Psychosocial.
Sebastiaan and Cohen (2023) analyzed that Work environment and job enrichment
showed the strongest relationships with employee engagement, while rewards, co-worker relations,
resources, and organisational support showed moderate relationships with employee engagement.
Work environment, job enrichment and the availability of resources affected employee engagement
indirectly via experiences of psychological meaningfulness, while the availability of resources and
co-worker relations affected employee engagement indirectly through psychological availability.
On the other hand, it was revealed that training and development (0.429**, 0.000), adequate
workload (0.285**, 0.003), Supervisor support (0.245*, 0.012), and salary (0.224*, 0.022) were
significantly correlated in terms of psychosocial. This implies that the psychosocial has a connection
to training and development , adequate workload, Supervisor support, and salary.
Raja and Muhammad (2022) indicated that workload, salary, and support play an
essential role in the level of job performance of any individual whether in the form of an increase or
decrease and also in psychological. This study intends to investigate the impact of workload,
remuneration and psychological reward on job performance along with mediating role of
psychological. Data for this study was collected from 231 employees of different private sectors and
analyzed by using correlation analysis. The result of the study indicates that psychological showed
positive significant impact on job performance.
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CHAPTER 4
SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
SUMMARY OF FINDINGS
The researchers aimed to describe the data gathered from the 104 teaching staff under
the college department at Holy Cross Sta. Ana, Pampanga. The researchers determined the
significant influence of a workplace environment on employee performance. And its
connection to the improvement of employee performance. The following are some of the
study’s key findings:
In terms of sex, most of the respondents were male. It was found that supervisor
support and salary were significantly different when grouped by sex. As to age, it was found
that the majority of them were 26 to 30 years old and had significantly different to
psychosocial. Educational attainment shows that most of them have a bachelor's degree, and
they are found to be significantly different in the physical workplace, psychosocial, training
and development, adequate workload, good relations with coworkers, and incentive and
recognition when grouped by educational attainment. While the employment status shows
that most of the respondents have a full-time job, Also has a significantly different
psychosocial profile when grouped by employee status. Lastly, the length of service It
revealed that most of the respondents have more than three years in the service, and it was
found to be significantly different from psychosocial and supervisory support when grouping
by length of service.
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What is the respondents’ level of perception towards their workplace environment and
performance?
In terms of physical work environment and psychosocial it was found that the grand
mean agreed towards the computed mean. And with that having a good workplace
environment is essential to improving productivity and protecting the mood, value, worth,
and emotional well-being of employees. The workplace environment helps the employee
engage in social interaction with its co-workers.
As to the respondents level of perception towards their performance. Study revealed
that the adequate workload, good relation with co-workers, supervisor support, incentives and
recognition found that the computed mean was interpreted as Strongly agree. In terms of
Salary, it was found that the computed mean was with a standard deviation of and interpreted
as Agree. The grand mean based on the computed data agree towards the Employee
performance items in terms of physical work environment, psychosocial, training and
development, adequate workload, good relation with co-workers, supervisor support,
incentives and recognition, and salary.
The recommended physical work environment and psychosocial employee performance
strategy.
It was revealed in the significant relationship between physical workplace and
performance on employees found that training and development, adequate workload, and
salary were significantly correlated in terms of physical workplace. This implies that the
physical workplace has a connection in terms of the employees training and development,
adequate workload, and salary. And based on the significant relationship between
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Psychosocial and employees performance, founds that the employees training and
development, adequate workload, supervisor support, and salary were significantly
corresponding in terms of the psychosocial.
CONCLUSIONS
In this study, quantitative research is used to test how the environment of the Holy
Cross College department influences how well employees do their jobs. Looked into different
parts of the work environment to measure how well employees did their jobs. Holy Cross
College, which had 104 teaching staff, did the analysis. The demographical questions were
first asked to analyze their education level, what age group they belonged to, their
employment status, how they had been teaching, and their gender.
1. The majority of respondents were male, while the rest were female, indicating that the
organization does not discriminate based on gender. Regarding employees' education
level, most respondents held a bachelor's degree or higher. Most employees were
between 26 and 30 years old, as determined by their ages. Most respondents have a full-
time job and less than three years in the service.
2. .The result shows respondents' level of perception towards their workplace
environment. In terms of the physical work environment, the study interpreted it as
agreeing. that training and development, adequate workload, and Salary were
significantly correlated in terms of the physical workplace. In terms of psychosocial, it
was found to agree. It was revealed that training and development, adequate workload,
Supervisor support, and Salary were significantly correlated in terms of psychosocial.
This implies that the psychosocial has a connection to training and development,
adequate workload, Supervisor support, and Salary. Finally, based on the computed
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data, most respondents agree with the workplace environment items regarding physical
work environment and psychosocial.
3. The study findings are the level of employees' performance in terms of the respondents'
level of perception towards their performance. It was interpreted as Strongly agree
regarding training and development, Adequate Workload, Good Relations with Co-
workers, Supervisor support, Incentives, and Recognition. While In terms of Salary, it
was found as Agree. Finally, based on the study, it was revealed that the majority of the
respondents agree with the Employee performance items in terms of training and
development, adequate workload, good relation with co-workers, supervisor support,
incentives and recognition, and Salary.
4. Examining findings of significance between the profiles of respondents According to
the result, all factors influence employee performance. At the same time, the physical
workplace is related to employee training and development, workload, and salary. All
other variables demonstrated a significant positive relationship with the influence of
work performance, as supported by previous research.
Each question was evaluated and interpreted thoroughly. The most
influential factor motivating employees to improve their performance was employee benefits.
The majority of the results indicated that the organization effectively and positively motivated
its employees to work harder and meet their work environment necessities.
Recommendations
Following the findings and conclusion and having mentioned the problem of the study
earlier in chapter one, the following recommendations are regarded as required, which would
ideally help with the problems:
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1. The organization must employ and select employees who fit a specific demographic
profile, such as gender, age, highest level of education, and length of service. To
ensure that the organization's employees are productive as well as efficient.
2. The physical workplace environment and psychosocial factors in organizations
promote a supportive and pleasant work environment that encourages employee
commitment. It is also achievable to conclude that employee commitment can
improve employee performance.
3. The organization should ensure that there is training and development, adequate
workload, good relationships with coworkers, incentives and recognition, and a proper
salary to enhance the employee's working environment so that they can work
efficiently and successfully.
4. The future researcher should look into an organization that is accomplishing its goal
of motivating its employees to work in a better workplace environment. As a result of
a productive workplace environment that contributes to employee performance.
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APPENDIX A. LETTER TO CONDUCT STUDY
Dear Ma’am/Sir,
Greetings!
The undersigned students are currently conducting research on "The Influence of Productive
Workplace Environment on Employee Performance" as part of their Bachelor of Science in
Business Administration degree requirements.
With your experience in the relevant field, we politely need a few minutes of your time to
assist the researcher in validating the study's content. Your pertinent contributions will
considerably aid in the data collection required to finish this project. Rest assured that all the
information and data that will be collected will be handled with the utmost care and
discretion.
Thank you.
Yours truly,
Angelyn G. Mortel
Angelina C. Turla
Anne Nicole L. Gonzales
Reniella Marie Q. Maliwat
Pichie S. Suba
Trixia Ann S. Vida
Noted by:
Alan Y. Cabaluna, Ph.D.

Instructor
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APPENDIX B. INFORMED CONSENT AND RESEARCH INSTRUMENT
Good day! We are third-year research students, from Holy Cross College, Sta. Ana Pampanga
pursuing Bachelor of Science in Business Administration major in Financial Management.
We are now undertaking a study titled, "The Influence of Productive Workplace
Environment on Employee Performance" as a partial fulfillment of the requirement of our
degree. The purpose of this study is to investigate the relationship of a productive work place
environment and employee performance.
You have been selected to participate in this study, we humbly request 5 to 10 minutes of
your time to answer our research survey. Your voluntary participation in this survey means
that you are willingly to give consent. Your responses will be completely anonymous and
your shared information will be kept confidential and securely protected all the time. As the
survey are completed and submitted, only authorized personnel, the researchers, will have
access to your responses. There will be no personally identifiable information collected.
Thank you!
PART I.
Please check (√) in the box next to the answer of your choice.
General information
\
Sex:  Male  Female
What age group you fall into?

 20-25years 26-30 years 31-40 years  41 and Above
What is your highest educational attainment?

 Bachelor’s Degree  Master’s Degree  Doctorate Degree
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What is your employment status?

 Full-Time  Part-time
How long have you been working as a teacher?

 Less than 3 years  4-8 years 9 years and above
PART II . Factor of Workplace Environment
Instruction: Use the following scale when responding to the assessment on factors of
workplace environment on employee performance in each statement by putting a checkmark
from the scale that you feel most accurately characterizes your response to each statement:
The following is the equivalent of your response: 5 - Strongly Agree 4 - Agree 3 - Neither
Agree nor Disagree 2 - Disagree 1 - Strongly Disagree
QN Physical Work environment 1 2 3 4 5

1. I feel like I work in an unsuitable
environment (not enough ventilation, the
wrong temperature, bad air quality, and a
crowded office), which hurts my work
performance.
2. My workplace provides a peaceful space in
which I can concentrate on my work.
3. I am satisfied with the performance of the
devices I use in my workplace.
4. My workplace provides a secure working
environment for all of its employees.
QN Psychosocial 1 2 3 4 5
5. I work for an organization that gives high
priority to employee mental health.
6. I feel I work in a safe workplace, which
helps my performance at work.
7. I feel I work in a workplace that allows
employees to spend enough time with
family, friends, and non-work activities.
8. My work consumes so much energy that it
negatively affects my personal life.
9. My workplace provides open
communication, meaningful work, and core
beliefs.
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10. I feel comfortable sharing my opinions and

ideas with my fellow workers and superiors.
PART III. FACTORS AFFECT THE EMPLOYEES' PERFORMANCE
Instruction: Use the following scale when responding to the assessment on factors of
workplace environment on employee performance in each statement by putting a checkmark
from the scale that you feel most accurately characterizes your response to each statement:
The following is the equivalent of your response: 5 - Strongly Agree 4 - Agree 3 - Neither
Agree nor Disagree 2 - Disagree 1 - Strongly Disagree
QN Training and development 1 2 3 4 5

1. Good training and development programs help
employees get better at their jobs and learn new
skills they need to do their jobs.
2. Training brings intense teamwork, which helps the
organization increase work efficiency.
3. Training enables me to improve skills, knowledge,
attitude, and capability.
4. The training I received helped me enhance the
quality of my products and services.
5. Training helps me enhance the use of tools and
machines and operational safety.
QN Adequate workload 1 2 3 4 5
6. Adequacy in workload (task and time given to
complete the task) helps me participate in
developing a good work environment.
7. An adequate workload allows me to improve my
performance at work.
8. My tasks and responsibilities are always
thoroughly explained to me.
9. I am under pressure to keep up with my due dates.
10. My company has enough facilities to help
minimize the amount of work.
QN Good Relations with co-workers 1 2 3 4 5
11. I believe good relationships with coworkers help
build a good work environment.
12. Having a good relationship with my co-workers
makes me comfortable and more productive in my
current work environment.
13. Positive work relationships make me feel valued,
which leads me to be more productive.
14. A good relationship leads to the spread of
knowledge from trained to untrained workers in
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collaborative team settings.

QN Supervisor support 1 2 3 4 5
15. My supervisor helps improve the work
environment in the organization.
16. My performance level has improved with the help
and support from my supervisor.
17. My supervisor treats employees fairly and shows
appreciation for and recognizes good work.
18. My supervisor's assistance helps us become
familiar with an organization's literature, which
benefits the organization.
QN Incentives and recognition 1 2 3 4 5
19. Good employee benefits, such as rewards and
incentives, help create a good and positive work
environment.
20. Bonuses, promotions, and appraisals encourage us
to perform better and motivate us to achieve
organizational goals.
21. Receiving incentives and rewards at work makes
me motivated.
22. I am ready to increase my work efforts in order to
gain rewards.
23. The rewards have a positive effect on the work
environment.
QN Salary 1 2 3 4 5
24. I believe that my salary is acceptable for the work
I perform.
25. My salary affects my educational performance and
teaching effort.
26. My salary motivates me to boost my performance.
27. My salary is sufficient to cover all of my regular
living expenses.
Source: Mohamad s. (2021). The Impact of Work Environment on Employees
Performance.
https://www.researchgate.net/publication/357836304_THE_IMPACT_OF_WORK_ENVIRO
NMENT_ON_EMPLOYEES_PERFORMANCE
APPENDIX C. CERTIFICATION FROM STATISTICIAN
This certifies that the undersigned has been consulted in the statistical treatments of the
Marketing Research entitled “THE INFLUENCE OF PRODUCTIVE WORKPLACE
P a g e| 66
HOLY CROSS COLLEGE
ENVIRONMENT ON EMPLOYEE PERFORMANCE” prepared and submitted by

Angelyn G. Mortel, Angelina C. Turla, Anne Nicole L. Gonzales, Reniella Marie Q. Maliwat,
Pichie S. Suba, and Trixia Ann S. Vida in partial fulfilment of the requirement for the degree
Bachelor of Science in Business Administration major in Business Management in Holy
Cross College Santa Ana Pampanga School Year 2022-2023, and is now recommended for
final oral defense.
Signed By:
Joseph D. Reyes, Ph.D.

Statistician
Date: April 2023
APPENDIX D. CERTIFICATION OF PROOF READING
This is to certify that this BUSINESS RESEARCH entitled “THE INFLUENCE OF

PRODUCTIVE WORKPLACE ENVIRONMENT ON EMPLOYEE
PERFORMANCE” conducted by Angelyn G. Mortel, Angelina C. Turla, Anne Nicole L.
Gonzales, Reniella Marie Q. Maliwat, Pichie S. Suba, and Trixia Ann S. Vida, has been
checked and edited for grammatical and syntactical usage and organization.
This certification is issued to the above-mentioned names in compliance with the completion
of their study for the degree BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION
MAJOR IN FINANCIAL MANAGEMENT at HOLY CROSS COLLEGE.
Given this 27th day of May 2023.
JERWIN C.
P a g e| 67
HOLY CROSS COLLEGE
AXE PLAGSCAN SERVICEs Sta. Lucia, Sta. Ana, Pampanga
Axe. pl as can .services@gm ail.com
CERTIFICATE OF ORIGINALITY
This is to certify that manuscript entitled “THE INFLUENCE OF PRODUCTIVE
WORKPLACE ENVIRONMENT ON EMPLOYEE PERFORMANCE” and submitted is
free from any plagiarism articles with a 11% plagiarism result. Each article is an outcome of
independent and original work thus duly acknowledging all sources from which the ideas and
extracts have been taken in adherence to the law of anti-plagiarism
Certificate issued: May 20, 2023

Certificate Number: 009-23HCC
Submission date: 17-May-2023
Submission ID: 2091495775
Word count: 9870
Character count: 57184
AXE PlagScan Services
P a g e| 68
HOLY CROSS COLLEGE
MORTEL, ANGELYN G.
San Pablo, Santa Ana, Pampanga
Cell phone Number: +639691992303
E-mail Address: mortelangelyn123@gmail.com
EDUCATIONAL ATTAINMENT
TERTIARY Holy Cross College
2020 – up to present
SENIOR Holy Cross College
2018 – 2020
SECONDARY Nicanor David Vergara High School
2014 – 2018
PRIMARY San Pablo Elementary School
2008 – 2014
PERSONAL INFORMATION
Birthday : June 15, 2002
Age : 20 years old
Citizenship : Filipino
Religion : Iglesia Ni Cristo
Civil Status : Single
P a g e| 69
HOLY CROSS COLLEGE
MALIWAT RENIELLA MARIE Q.
Purok 5, San Isidro, Santa Ana, Pampanga
E-mail Address: reniellamariemaliwat@gmail.com
2018 – 2020
SECONDARY San Isidro High School
2014 – 2018
PRIMARY San Isidro Elementary School
2008 – 2014
Birthday : February 04, 2002
Age : 21 years old
Religion : Catholic
P a g e| 70
HOLY CROSS COLLEGE
SUBA, PICHIE S.
Lacmit, Arayat, Pampanga
E-mail Address: pichiesuba@gmail.com
2018 – 2020
SECONDARY Arayat Institute
2014 – 2018
PRIMARY Lacmit Elementary School
2008 – 2014
Birthday : September 28, 2001
Age : 21 years old
Religion : Catholic
P a g e| 71
HOLY CROSS COLLEGE
VIDA TRIXIA ANN S.
#373 Purok 4 Lanang Candaba Pampanga
E-mail Address: trixsvida@gmail.com
2018 – 2020
SECONDARY Holy Cross College
2014 – 2018
PRIMARY Lanang Elementary School
2008 – 2014
Birthday : November 17, 2001
Age : 21 years old
Religion : Catholic
P a g e| 72
P a g e| 73
Holy Cross College
info@holycrosscollegepampanga.edu.ph
GONZALES, ANNE NICOLE L
San Agustin, Santa Ana, Pampanga
E-mail Address: annenicolegonzales04@gmail.com
SENIOR Our Lady of Fatima University
2018 – 2020
SECONDARY Sta.Ana National High School
2014 – 2018
PRIMARY San Agustin Elementary School
2008 – 2014
Birthday : March 04, 2002
Age : 21 years old
Religion : Catholic
P a g e| 74
Holy Cross College
info@holycrosscollegepampanga.edu.ph
TURLA, ANGELINA C.
San Nicolas, Santa Ana, Pampanga
E-mail Address: angetrl17@gmail.com
2018 – 2020
SECONDARY San Isidro High School
2014 – 2018
PRIMARY San Nicolas Elementary School
2008 – 2014
Birthday : March 17, 2002
Age : 21 years old
Religion : Catholic
P a g e| 75

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Republic of the Philippines

HOLY CROSS COLLEGE

The Influence of Productive Workplace Environment on Employee Performance

Presented to the Institute of Business Administration

Holy Cross College

In Partial Fulfilment of the Requirements for the Degree

Bachelor of Science in Business Administration Major in Financial Management

Anne Nicole L. Gonzales

Reniella Marie Q. Maliwat

Trixia Ann S. Vida

April 29, 2023

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

CHAPTER I: BACKGROUND OF THE STUDY

Review of Related Literature

Statement of the Problem

The Hypothesis of the Study

Significance of the study

Scope and Delimitation of the Study

CHAPTER II: METHODOLOGY

Respondents and Sampling Method

Data Collection Procedure

Data Analysis Procedure

Statistical Treatment of Data

CHAPTER III: PRESENTATION, ANALYSIS, AND INTERPRETATION OF

CHAPTER IV: SUMMARY, CONCLUSION, AND RECOMMENDATION

This business research proposal titled “THE INFLUENCE OF PRODUCTIVE

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

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

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

Christine J. Concepcion; LPT, LLB MBA

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

MARVIN O. MALLARI, Ph.D.

Acting Dean - SBAH

proponents throughout the study;

the grammatical errors of the study.

health and determined to accomplish the research study.

A productive work environment is essential for guaranteeing employee performance

THE PROBLEM AND ITS BACKGROUND

BACKGROUND OF THE STUDY

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

and unhealthy work environment can significantly decrease employee performance.

positively or negatively affect employee performance.

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

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

emergencies and lack of personal protective equipment.

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

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

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

motivation level, and support.

interpersonal relations, and professionalism.

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

employee performance towards the achievement of predetermined goals. Incentives and

employee can perform better in their job.

motivation and effort, producing better quality work.

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

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

its employees and their behavior at work.

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

department at Holy Cross College.

Review of Related Literature

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

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

counter productive work behavior as employee performance dimensions.

environment and its production organization. Organizations' investments to improve