Impact of working environment on employee’s producitvity: A

case study of Banks and Insurance Companies in Pasktain

Introduction
Environment literally means surroundings and aolls teh things that impact human being during the tilmifee is
collectively known as environment. A working envnirmoent is the environment where people work toge ftohre r
achieving organization objectives. It means sys,t epmroscesses, structures and tools and all thosneg st hwihich interact
with employees and affect in positive oerg antive ways on employees performance. It can baels o defined as the location
where a task is compleWtehde. n studying place of employment, the work ennvmiroent involves the physical
geographical location as waesl lthe immediate surroundings of the workplaceh sausc a construction site or office
building. It typicalilny volves other factors relating to the place of elomympent such as
the quality of the air, noise level and additionpaelr ks and benefits of employment such as free cchailrde or unlimited
coffee, or adequate parking
In Pakistan banking sector and insurance companreie sg rowing very fast. These are considered dyn asmecictor
both for the employees and employers as well. Noewrf oprming job in banks and insurance companies are becoming
challenging. A banking job is consider ejodb a full of stress. A lot of mental exercise isv oinlved while working in a
bank. Moreover most of the people opremrf their jobs in banks and insurance companiesi tbtiny g
in front of computer terminals. The organizationres anow taking measures to convert computer mon itno rs LCDs and
by adopting ergonomic design in surrougnsd inof the work place for human comfort. Due to diversification of scope and
increase in range rofd pucts in banks and insurance companies, thee cnhgaells are increasing in these professions. So in
this siotuna tcionducive working environment plays a pivotalle roin keeping employees cool and contented. That is
ethaeso rn apparent office design and working environt mise n developed in such a way that motivates employe epsu tt
otheir best efforts to generate optimum proidvuityc.t As banking sector and insurance companies are caztegdo arimong
the services sector so these profesdseiopnesn d
on their employees for generating efficiency, etfifveecness, and core competencies for attracting reatnadin ing potential
customers and for rendering quality orfv isces to the customers. So for this reason diarencdt indirect factors related to
job satisfaction are given g riemaptortance so that the employees are able to hpeuirt btest efforts to generate best results
in the organinza tio

Main Research Problem

The study was conducted to find out that how emepelosy’ productivity can be increased by developing
a conducive working environment. Whether the stedle cenvironmental variables are helpful in devenlogp ai
working environment that has positive impact on leomyepes’ productivity in the organization.
Objective of Study
The study objectives are described under
To develop an understanding for describing impocreta onf work place environment in the organizations.
To describe the factors that develop work placeir oenmvent and impact positively on employees
productivity
To explain results for validating the proposed fera wmork.
Literature Review
A large number of scholars have studied the impoaf cwt orking environment on productivity of employe aes
Gonzalez (1999) defines importance of working eonnvmirent as It is an important determiner of emplo yee
performance and helps employees to concentrateh eoinr jtob properly. In describing relation betweenR DH
climate and performance Mohanty, Susmitaparija Ganhda nsyamsahu (2012) found that a positive renl atio
exists between HRD climate and employee perform aanncde any change in working climate impacts on
performance. Similarly working environment also aimcpts on job satisfaction as studied by Bakotic Banadb ic
(2013) that employees prefer to work in working ieronnvment that is less risky. Similarly office dens igalso
impacts on performance environmental factors aurerc seo of motivation by employees as pointed out bmyi nAa
and Shehla (2009). Mokaya et al. (2013) found tfhaactt ors like working conditions, remuneration and
promotions play important role for employees’ le voef ljob satisfaction. Ollukkaran and Gunaseelan0 3(2) 0
found that how well employees engage with their kwinogr environment, it will have positive impact on
employees’ performance level. Smrita et al. (201fo0u) nd that the development of good culture in the
organization affects employees’ level of motiva.t ioMncguire and Mclaren (2007) found that a working
environment has a strong impact on employees weeinllg b and develops interaction, collaboration anndo vination
and increase job satisfaction. In studying the icmt poaf indoor environment, Roelofsen (2007) founadt tihndoor
environment has great impact on job performance leavnedl of performance can be increased from 5 t o 15
percent because of improving working conditions. rkW oplace level also impacts on employees stress as
according to Vischer (2006) that a good working ireonnvment will lead to better fit between work sp aacned
employees and results in improving behavior aneds st related emotions. A good working environmenatn cghes
employees approach towards job as according to B(1e9rg99) job and overall working environment has
substantial effect on worker’s views about compsa ntoie help balancing work and family life. In desbcinrig
factors constituting a healthy working environm enGto,udswaard (2012) highlighted work life balance,
motivation level psychological conditions, sociaial lodgue, management and leadership coherence,p atrraennscy
develop a good working environment and a good wnogr keinvironment leads to increase organization
productivity.Yasin Sheikh Ali et al. (2013) founhda tt the productivity of employees will increase kbeye ping
working conditions and working environment up tor tacien threshold level and subsequently will decere iaf s
work load will increase from above certain thresdh loelvel .Haynes(2008) found that the behavior conmepnots of
working environment have more impact than the pichayl scomponents of working environment and in the
environment where level of interaction is high,p psourts creativity and transfer of transactional wklneodge.
Sehgal (1995) found that office design play vitoalle rin increasing employees’ productivity level .h Iats been
observed by the scholars that the work place enmvireont contributes to 24% in job satisfaction. Ict reinases
productivity level of an individual by 5% and te apmerformance can be increased to 11% through dpeivnegl o
good working environment. Arokiasamy (2013) founhda t tthe factors like compensation, rewards, jobu rsiteyc
and working environment increase level of committm aennd sense of belonging with the organization. hN aonad
Steve 2012) found that a working environment in oarng anization increases level of job satisfactiona t th
ultimately leads to achievement of organizationl sg.o a
Distinction of this study
In this research study, the major focus is doneth oen p oint how conducive working environment canc rbeea ted
in the organization. The variables selected fodr ys tbuelong to behavioral aspects of working enviroenmt and
play significant role in developing a conducive wkionrg environment. The factors have been studiedth ein
context of banks and insurance companies which lym doestpend on employees productive efforts for trhoew gth
of the organization.
Research Methodology
The research design consisted on csreocstsional data analysis and it was a field surtvheroy ugh self-
developed questionnaires. Primary and secondaray wdast used to conduct the research study. The rpyr ima
collected by using a questionnaire while secondartya was collected through journals, articles, arrecshe papers,
magazines and internet etc.
Selected Variables.
Dependent and independent variables were useodn tdou ct the research study.
Dependent variables
Employees’ productivity was used as a dependeniat bvlaer
Independent Variables: The independent variables include: supervisor osrutp, pgood relations with coworkers,
training and development, attractive, fast inceen taivnd recognition plan and adequate work load
Conceptual Model
The conceptual of Model of this study is preseninte tdh e Figure 1.
 Work Environment

Training and
Development
Incentives
Good
and
Relation with
Recognition
Coworkers
Plans

Supervisor Employee Adequate

Support productivity Workload

Figure5: Factors constituting working environment and their impact on Productivity

ProductivityThe above figure indicated the impact of factorast twhere selected to represent working
environment and their impact on productivity.
Supervisor Support: It means the role played by the supervisor in pepqiunig knowledge with job knowledge. It
also means the extent of value given by supervtios oerm ployee contribution and care about employelel- we
being.
Good Relations with coworkers: Relation with coworkers includes relation with emoypeles who are at the
same hierarchical level and have no authority ovner anothe r.
Training and development: Training means the planned and systematic modiiofinc aotf behavior through
learning events, activities and programs which lrt eins uthe participants achieving the levels of knleodwge, skills,
competencies and abilities to carry out their weofrfke ctively.
Attractive, fast incentive and recognition plan: Monetary and non-monetary benefits plans develoapse tdh e
result of employees’ achievement of specific obivjecst.
Adequate work load: It is intensity of work assignment or the amoun wt ofrk performed by the employees.
Hypothesis:
Following hypothesis were developed to conducts thued y
Hypothesis 1
H1A: Supervisor Support develops a conducive workinnvgir eonment in the organization.
H1B: Supervisor Support increases employees’ leveplr odf uctivity in the organization
Hypothesis 2
H1A: Relation with coworkers develops a conducive winogr kenvironment in the organization.
H1B: Relation with coworkers increases employees’ l leovf eproductivity in the organization.
Hypothesis 3
H1A: Training and development develops a conducivek iwnogr environment in the organization.
H1B:Training and development increases employees’l loefv peroductivity in the organization
Hypothesis 4
H1A: Attractive, fast incentive and recognition plane vdelops a conducive working environment in the
organization.
H1B: Attractive, fast incentive and recognition plannc rieases employees’ level of productivity in thgea onrization
Hypothesis 5
H1A: Adequate work load develops a conducive workinvgi reonment in the organization.
H1B: Adequate work load increases employees’ leveplr odf uctivity in the organization
Hypothesis
H0: Working environment does not increase employeveesl lof’ productivity in the organization
H1: Working environment increases employees’ level porfoductivity in the organization
Sampling Design and Method
Primary data was collected through a structureds tqiounenaire. The questionnaire was based on fivnet pLoikiert
scale. The bankers and employees of insurance cnoiemsp awas the target audience. Both new joiners and
experienced bankers was targeted .Almost 175 qounensatires were distributed among employees of deinffte r
banks in different cities and out of them 141 dfil lqeuestionnaires were received. Similarly 65 quoensntaiires
received from employees of insurance companieso of utot tal about 90 distributed questionnaires. Throes sc
sectional descriptive study design was used to einxea mdifferent variables of a working environmenfte acfting
performance and productivity of the employees ifnfe dreint banks and insurance companies in diffecreitinets of
Southern Punjab. After collection of primary dactao,d ing was used to translate respondents’ resp oannsde sto
organize and summarize research data in to manlaeg feoarmb. The data was analyzed by using Microsoxfct eEl
and the Statistical Package for Social SciencesS S(S P17.0). The data was also analyzed using deisvcer ipt
statistics like frequencies, percentages and msetan,d ard deviations etc to explain the variabler acchtaeristics
while inferential statistics including correlatioan d regression analysis was used to determinee tlahteio rnship
between variables. The research hypotheses wetered tbeys using Pearson’s Moment of Correlati on.
Data Analysis
Out of 206 respondents, there were 189 men ando 1m7e wn who took part in the survey study. Their pnetracgee
was 92 % and 8% respectively. So for as their leovf elducation is concerned, there were 10 resepnotnsd who
were intermediate, 67 were bachelors and 129 hasdte mr and above education level. Their percentagse 4 w.8a%,
32.5% and 62.7% respectively. The respondents gb etloo ndifferent age groups. Like 6 belong to ageu gpr o20-
25 years, 142 were between 26-35 years, 51 wewree beent 36-45 years and 1 respondent belonged to raoguep g
level of 46 and above. Among the respondents, 1a0d6 phrofessional experience from 1 to 5 (years),w 5e9re
level of experience from 6 to 10(years), 17 had1 51(1y-ears), 19 had 16-20, 3 were from 21-25(yeaOrsn)e. had
26 to 30 (years) years’ experience and only pehrsaodn e xperience from 31 to 35 (years).
The respondents belonged to 23 different banksi nasnudr ance companies. These were Meezan Bank, Bfa nk o
Punjab, bank Alfalah, Bank Alhabib,Khushhali BanEkF, U insurance company limited, State Life Insura nce
company, Habib Bank, Bank Islami, Faysal Bank, N RBSaPnk, National Bank, Habib Metro bank, UBL, NIB
Bank, Jubilee General Insurance Company, Pak QTaatakra ful Company, JS Bank, Allied Bank, Punjab
Cooperative Bank , Jubilee Life Insurance Compandy aAskari Bank.. The respondents belong to dinffte re
cities. These include Rahim Yar Khan, Multan, Baahlapwur, Bahawalnagar, Haroonabad, Layyah and Ta unsa.
The demographic details of the respondents isn g iinv e table 1

Table 1: Gender Description

Gender Frequency Percentage

Male 189 91.8%

Female 17 8.2%

Total 206 100.0%

Table 2: Level of Education

Level of Education Frequency Percentage

Matriculation 0 .0%
Intermediate 10 4.9%

Bachelors 67 32.5%

Masters and above 129 62.6%

Total 206 100%

Table 3 : Age
Age Frequency Percentage

20-25(Years) 26- 6 2.9%

143 69.4%
35(Years) 36-

45(Years) 51 24.8%

46 years and above 6 2.9%

Total 206 100%

Table 4; Professional Experience

Professional Experience Frequency Percentage

1-5 (Years) 106 51.4%

6-10(Years) 59 28.6%

11-15(Years) 17 8.3%

16-20(Years) 19 9.2%

21-25(Years) 3 1.5%

26-30(Years) 1 .5%

31-35(Years) 1 .5%

Total 206 100%

Table 5: Names of Organizations

Names of Organizations
Frequency Percentage

Meezan Bank 43 20.9%

27 13.1%
Bank of Punjab
27 13.1%
Bank Alfalah
5 2.4%
Bank Alhabib
5 2.4%
Khushhalibank
13 6.3%
EFU Insurance Company
23 11.2%
State Life Insurance Company
1 .5%
Habib Bank
1 .5%
Bank Islami
4 1.9%
Faisal Bank
1 .5%
NRSP Bank
1 .5%
National Bank
6 2.9%
Habib Metro Bank
4 1.9%
United Bank LTD
1 .5%
NIB Bank
2 1.0%
Jubilee General Insurance Co. Pak
5 2.4%
Qatar Takaful
5 2.4%
JS Bank
1 .5%
Allied Bank
1 .5%
Punjab Cooperative Bank
22 10.7%
Jubilee Life Insurance Company
8 3.9%
Askari Bank
206 100%
Total
Table 6: Cities
City Frequency Percentage

Rahim Yar Khan 20 9.7%

Multan 114 55.3%

Bahawalnagar 16 7.8%

Haroonabad 15 7.3%

Taunsa 10 4.9%

Layyah 22 10.7%

Hasil Pur 8 3.9%

Bahawalpur 1 .5%
Total 206 100%

Analysis of Questionnaire through Simple Descriptive Statistics.

Table 7
Q#1 Does your supervisor help you in playing roleo t improve working environment in the organization?
Responses Frequency Percentage

8 3.9%
Strongly Disagree

7 3.4%
Disagree

29 14.1%
Neutral

88 42.7%
Agree

74 35.9%
Strongly Agree
Total
206 100%

Sample Mean(S.D) 4.03(0.9) 95

From the above table, we observed that 42.7 pe recmenptloyees were agree and 35.9 percent employeres we
strongly that supervisor support is helpful in imovpirng working environment in the organization. 1 4p.e1rcent
respondents were neutral with the view about rof lseu opervisor in improving a conducive working enovnimrent.
This is because it is the vision of the supervitshoart is helpful in developing a working environm ewnhtere
maximum level of productivity is obtained.
Q#2Do you think that your productivity level is increased with the help of your supervisor?
Table 8

Responses Frequency Percentage

3 1.5%
Strongly Disagree

6 2.9%
Disagree

27 13.1%
Neutral

90 43.7%
Agree

80 38.8%
Strongly Agree
Total
206 100%

Sample Mean(S.D) 4.16(0.8) 64

In responding the question that the level of protidvuityc is increased because of strong supervisoprp osurt, we
observed that majority of respondents were agr esetr onrgly agree with the statement. We see tha tp 4e3rc7ent
employees were agree and 38.8 percent employees s wtreorngly agree that the productivity is increa bsecdause
of strong supervisor support is increased.. Theu ltrse sare also endorsed with high mean score 4.1th6 swciore
range from 1 to 5.
Table 9
Q#3 Do you think that good relation with coworkers helps to play role in developing a good working
environment in the organization?
Responses Frequency Percentage

5 2.4%
Strongly Disagree

1 .5%
Disagree

40 19.4%
Neutral

84 40.8%
Agree

76 36.9%
Strongly Agree
Total
206 100%

Sample Mean(S.D) 4.09(0.892)

From the above table we observed that good relsa twiointh coworkers were helpful in developing a cocnivdeu
working environment. The results showed that 40e.r8c epnt employees were agreed and 36.9 percent yeemepsl o
were strongly agreed with the statement that coinvdeu wcorking environment can be generated by devineglo p
good relations with the coworkers.
Table 1o
Q#4 Do you think that good relation with coworkersh elps you to increase your level of productivity o nthe
job?
Responses Frequency Percentage

9 4.4%
Strongly Disagree
5 2.4%
Disagree
35 17.0%
Neutral
90 43.7%
Agree
67 32.5%
Strongly Agree
Total 206 100%

Sample Mean(S.D) 3.98(0.995)

From the above table we saw that 43.7 percent eymeepslo were agreed and 32.5 percent employees were
strongly agreed with the opinion that good rela tiwonith coworkers is helpful in developing a working
environment that generates maximum productivittyh ien organization.

Table 11
Q#5 Does a good training and development plan helypo u in playing role to develop a good working
environment in the organization?
Responses Frequency Percentage

8 3.9%
Strongly Disagree

2 1.0%
Disagree

26 12.6%
Neutral

106 51.4%
Agree

64 31.1%
Strongly Agree
Table 12
Q#6 Does a good training and development plan helypo u to increase level of productivity in the
organization?
Responses Frequency Percentage

6 2.9%
Strongly Disagree

3 1.5%
Disagree

28 13.6%
Neutral

91 44.1%
Agree

78 37.9%
Strongly Agree

Total 206 100%

Sample Mean 4.13(0.9) 07

From the above table we see that the level of pcrtoivdituy in the organization is increased becaus e fofefctive
trainings and development programs. This is duteh eto r eason that after having necessary trainingpsl oeymees
are able to develop such an atmosphere in the iozragtaionn or in any department, where level of protdivuitcy is
increased
Table 13
Q#7 Does a good incentive and rewards plan helpins playing role to develop a good environment in teh
organization. ?
Responses Frequency Percentage

3 1.5%
Strongly Disagree

2 1.0%
Disagree

22 10.7%
Neutral

90 43.7%
Agree

89 43.1%
Strongly Agree
Total
206 100%

Sample Mean(S.D) 4.26(0.8) 02

The above table indicated that good working envmireont can be created through developing good arnadc taivtte
incentives and rewards plans. Out of all 206 redspeonnts 43.7 percent employees were agreed and 4e3rc.e1n pt
employees were strongly agreed and endorsed thtem setnat that a conducive working environment can be
created through good incentives and recognitionsp. lTahe results were validated with high mean s acos r4e.26 .
Table 14
Q#8 Does a good performance incentive and rewardsla pn help you to increase level of productivity int he
organization?
Responses Frequency Percentage

2 1.0%
Strongly Disagree

6 2.9%
Disagree

18 8.7%
Neutral

89 43.2%
Agree

91 44.2%
Strongly Agree
Total
206 100%

Sample Mean(S.D) 4.27(0.8) 15

From the above table we observed that 43.2 perecmenptl oyees were agreed and 44.2 percent employeres we
strongly agreed that the level of productivity cbaen increased by developing attractive and fastn itnivces and
recognition plans in the organization. The high nm secaore as 4.27 also endorse the statement.

Q#9 Do you think that adequate work load helps youto develop in playing role to develop a good workign
environment in the organization?
Responses Frequency Percentage

10 4.9%
Strongly Disagree
7 3.4%
Disagree
42 20.4%
Neutral
80 38.8%
Agree
67 32.5%
Strongly Agree
Total 206 100%
Sample Mean(S.D)
3.91(1.048)
From the above table, we observed that 38.8 pe recmenptloyees were agreed and 32.5 percent employerees w
strongly agreed that adequate work load in the noizrgaation was helpful in developing a working envnimroent
that is conducive to employees. The argument wlaidsa vtead with high mean score as 3.91.
Table 16
Q#10 Do you think that adequate work load helps yo uto increase your level of productivity in the
organization?
Responses Frequency Percentage

9 4.4%
Strongly Disagree
3 1.5%
Disagree
42 20.4%
Neutral
84 40.7%
Agree
68 33.0%
Strongly Agree
Total 206 100%
Sample Mean(S.D)
3.97(0.995)
Adequate work load in the organization was he lpinfu dleveloping a working environment that is hel pifnu
increasing employees productivity in the organoizna.t iThe argument was validated with majority of the
respondents as agreed are strongly agreed with m heigahn score 3.97.

Table 17
Correlation between work environment produced due ot
selected factors and productivity r value p value

Supervisor Support 0.533 0.000

Good relation with coworkers 0.530 0.000

Training and development 0.643 0.000

Incentives and Recognition plans 0.594 0.000

Adequate Workload 0.755 0.000

From the above table we observed that the voafl uPee arson r is greater than 0.00 that indicateadt ath positive
correlation existed between working environment pcosmed of selected factors and productivity.
It was also clear that as the p valu esi go r(2-Tailed) values are less than 0.05 thatc iantdeid a significant
correlation between working environments createed tdou selected factors and productivity.
Findings and Results
From the above results we observed that SupervSiusoprp ort helpful in developing a working environm ethnatt
leads to increase in employees’ productivity. Tehseu rlts are in line with Leblebici (2012) who arg utehdat the
supervisor support is helpful in increasing levfe pl rooductivity of the employees. Good relationsh w citoworkers
were helpful in developing an environment that einacsred employees productivity The results are arlosvoe pd
from Ollukkaran and Gunaseelan(2012), who pointuetd t hoat good relations with coworkers influence elomyepe
level of performance. Training and Development eislp fhul in developing a working environment that lw il
improve employees’ productivity. Same results inadteicd by Ollukkaran and Gunaseelan (2012), who pdr othvaet
training and development is helpful in increasinmgp eloyees’ performance in the study of “Impact of rWkinog
environment on Employee Performance”. Similarly dg oinocentives, rewards and recognition plans areo als
helpful in developing a conducive working environnmt ethat has positive impact on employees produtcytiavsi
endorsed. The results are also validated by Coentd.alyl (2003) who found that incentives plan can isfiicgantly
increase performance when they are carefully imepnletmed. We have also found that adequate work wlapsfu hl e
in increasing level of productivity in the organtizoan. Similar results were described by Ali et.2a0l 1(3), who
explained that positive relationship existed betnw emeployees’ productivity and work load in prese nocf egood
working conditions. The working environment alsop iamct on employees’ level of productivity. The rets ualre
in line with Ajala (2012), who argued that a conidvuec working environment aids to improve the prodivuitcyt of
employees in the organization.
Conclusion
From the above analysis we have reached the csoionncl uthat working environment is helpful increas ing
employees’ level of productivity. Factors like survpiseor support, good relation with co workers, ntrinagi and
development, attractive and fast incentives ando grneiction plans and adequate work load are helpnfu l i
developing a working environment that has positimvep act on employees’ level of productivity in the
organization. The results also support our prop omsoedel that was developed for conducting reseatrucdhy sin
banks and Insurance Companies in multiple citie sS oufthern Punjab in Pakistan. The results also sae nd
message to organizations especially financial tIuntsiotins that by developing a conducive environm ethnet, level
of employees’ productivity can be increased andn mtaainied.
Practical Implications
As the employees play important role in the prossg roef banks and insurance companies and a lot of
time and resources require to train and retaine tmhep loyees and to equip them according future cnhgaellse, so
developing a conducive working environment is uac icarl issue faced by banks and insurance compaTnhie s.
study has highlighted the importance of supervisuopr port, good relation with coworkers, training and
development, incentive and recognition plans ande quaadte workload at the work place. The findings
recommend the organizations to develop strategiheisc hw are useful in developing a conducive working
environment at the workplace.
Recommendations
Following recommendations were made on the basaeb ovf e research study
1. Organization must observe continuously the dynanmaticu re of the environment
2. Organizations must implement latest concepts ofi nH tRh e organization to create maximum satisfaction
among the employees.
3. The management must develop a win- win approacthe i no rganization and try to develop the concepts
of synergy and team work among the employees.
4. The organizations must initiate continuous train pinroggrams for line managers on developing a
conducive working environment in the organization.
5. Efforts must be made to keep employees alwaysv matoetdi. For this reason organizations must offer
good incentives and recognition plans to achievgea noirzation’s goals.
6. There should be strong job rotation policy implemteedn specially in the banks to enrich employees with
maximum exposure of the profession.
7. The target organizations must discourage to dev tehleo pculture of late sittings that is also a rea osfo n
creating non conducive working environment in thrgea onizations.
8. The organizations must offer good benefits plaonr slo fw level employees to keep them contented.
9. The organizations must encourage and arrange pdhayilsyi cal exercise facilities for employees to keep
them physically fit on the job,
10. The organizations must regularly review the sasla arined wage structure of the employees and ensure
that they are commensurate with the skills and reiexnpcees of the employees and must be comparable to
other organizations in the market.
11. The organizations must implement strong internanlt rcools to save organizations from unintentional
errors and frauds.
12. The organizations must develop strong job secuprlaityn s to enhance employees confidence on the
organizations.
13. The organization must also get feedback from thpel oeymees to find out what kind of ways can be
adopted to get them motivated. This will also gtihvem a sense of feelings that they are important
factor of the organization.
14. The organizations must open ways of communicatbioentws een management and employees. This will
help organizations to generate suggestions thal th ewlipl in improving working conditions in the
organizations.
15. The organizations must offer counseling to resodlovme estic and job related issues.
16. The organizations must encourage employees to odpe vnelw methods and experiment with new ideas
that lead to increase in employees productivity.
17. The organization management must set clear po laicnieds procedures to achieve organization goals.
Direction for Future Research
Banks and Insurance companies are important inodrisc aotf Financial Institutions. The study provide dsi raection
for future research as the future research can baelscoonducted to examine the impact of working reonvmient on
productivity of employees in banks and insura cnocmepanies, based on the variables selected fodru coting the
research study.

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