Embed Size (px)
Citation preview
ERGONOMICS AND WORKPLACE ENVIRONMENT TOWARDS
EMPLOYEE PERFORMANCE
CASE STUDY OF
KENYA ELECTRICITY GENERATING COMPANY LIMITED
BY
NZIVE MAUREEN MUNEE
BHR/9531/61/DF
A RESEARCH REPORT SUBMITTED TO THE SCHOOL Of BUSINESS
AND MANAGEMENT IN PARTIAL fUlfiLLMENT
FOR THE AWARD OF A BACHELOR DEGREE Of HUMAN
RESOURCE MANAGEMENT Of KAMPALA
INTERNATIONAL
UNIVERSITY
(MARCH, 2009)
DECLARATION
I, NZIVE MAUREEN MUNEE, declare that to the best of my knowledge this
work has never been presented anywhere in any university for any award
of a degree.
APPROVAL
This proposal has prepared and moderated through profound commitment
of the supervisor and the student and has been submitted for examination
with my approval as the supervisor.
Sign: _-_\_:__~____,l;<:::;...>.: __ =\_ ,._ -cc;::::::,_.., _ : __
Mr. BALIRUNO JOHN BAPTIST
Supervisor
Date: ?-3 } o6/ e-~
ii
2.0 INTRODUCTION ......................................................................... 7
2.1 ERGONOMICS IN TI-lE ORGANIZATION ................................................ 7
Ergonomics in the workplace ...................................................... 11
2.2 WORKPLACE ENVIRONMENT POLICY IN COMPANIES ............................... 13
2.3 EMPLOYEE PERFORMANCE ........................................................... 14
2.4 OTHER ASPECTS OF ERGONOMICS TO CONSIDER ................................. 15
2.5 BRIEF REMARKS ON TI-lE WORKPLACE SAFETY, ERGONOMICS AND EMPLOYEE
PERFORMANCE •.•••.•.••..•.••.•..•.•••..•.••••.•..••.•.•.••••...••.•.•..••••..•.•••...•..••... 16
CHAPTER THREE ......................................................................................... 17
RESEARCH METHODOlOGY •••••••••••••••••••••••••••••••••••••••••••••••••••••..•• 17
3.0 INTRODUCTION ....................................................................... 17
3.1 RESEARCH DESIGN .................................................................. 17
3.2 STUDYAREA .......................................................................... 17
3.3 SAMPLE AND SAMPLING DESIGN ................................................... 18
3.4 RESEARCH INSTRUMENTS ........................................................... 18
3.5 PROCEDURE ........................................................................... 18
3.6 DATA PROCESSING AND ANALYSIS ................................................. 18
CHAPTER fOUR ......................................................................................................... 19
DATA FINDINGS AND PRESENTATION •••••••••••••••••••••••••••••••••••••••• 19
4.0 INTRODUCTION ....................................................................... 19
4.1 BACKGROUND CHARACTERISTICS .................................................. 19
4.3 THE WORKPLACE POLICY AT TI-lE ORGANIZATION ................................. 21
4.4 INVESTIGATE HOW ERGONOMICS AND TI-lE WORKPLACE ENVIRONMENT AFFECT
EMPLOYEE PERFORMANCE .................................................................... 24
4.3 ERGONOMICS CONSIDERATIONS IN PLACE ATTI-IE ORGANIZATION ............. 26
vi
CHAPTER fiVE ............................................................................. 29
SUMMARY, CONCLUSION AND RECOMMENDATION ••••••••••••••••••••• 29
5.0 INTRODUCTION ....................................................................... 29
5.1 SUMMARYOFTHESTUDY ............................................................ 29
5.2 CONCLUSION ......................................................................... 29
5.3 RECOMMENDATION ................................................................... 31
BIBliOGRAPHY ..................................................................................... 3 2
APPENDIX ............................................................................................... 34
APPENDIX A: QUESTIONNAIRE •••••••••••••••••••••••••••••••••••••.••••••••••••. 34
vii
LIST OF TABLES
Table 4. 1: Age of Respondents ........................................................ 19
Table 4. 2: Marital Status of Respondents .......................................... 20
Table 4. 3: Do you have all the equipment you require to perform your
duties? ......................................................................... 26
Table 4. 4: What safety procedures do you follow when carrying out your
work? ........................................................................... 26
Table 4. 5: Is management involved in ensuring your workplace is
conducive for your work activities? ................................... 27
Table 4. 6: Are you comfortable at your workplace? ............................ 27
Table 4. 7: How workplace environment affects employees .................. 28
viii
LIST OF FIGURES
Figure 4. 1: Education Qualification ................................................... 20
Figure 4. 2: Whether the organization has a workplace policy ............... 21
Figure 4. 3: Knowledge level of workplace policy ................................ 22
Figure 4. 4: Respondents views on Workplace policy Components ......... 23
Figure 4. 5: Do you know what ergonomics is? ................................... 24
Figure 4. 6: Do you have an understanding of how ergonomics and
workplace environment impacts you? ............................... 24
Figure 4. 7: Do you think the workplace environment and equipment
affect your level of service delivery? ................................. 25
ix
ACRONYMS
HD TV High Definition Television
KenGen Kenya Electricity Generating Company Limited
KPC The Kenya Power Company
KPLC Kenya Power and Lighting Company
X
1.0 Background
CHAPTER ONE
INTRODUCTION
Kenya Electricity Generating Company Limited, KenGen is the leading
electric power generation company in Kenya, producing about 80 percent
of electricity consumed in the country. The company utilises various
sources to generate electricity ranging from hydro, geothermal, thermal
and wind. Hydro is the leading source, with an installed capacity of
677 .3MW, which is 72.3 per cent of the company's installed capacity.
KenGen has a workforce of 1,500 staff located at different power plants in
the country. With its wealth of experience, established corporate base and
a clear vision, the company intends to maintain leadership in the
liberalised electric energy sub-sector in Kenya and the Eastern Africa
Region.
The Kenya Electricity Generating Company, KenGen, has a history that
dates back to 1954. In this year, The Kenya Power Company was
registered as a company and commissioned to construct the transmission
line between Nairobi and Tororo in Uganda as well as to develop
geothermal and other generating facilities in the country. The Nairobi -
Tororo line was to transmit power generated at the Owen Falls Dam.
Since its inception, the Kenya Power and Lighting Company, to which it
sold electricity in bulk at cost, managed the company, under a
management contract. In January 1997, the management of Kenya Power
Company was formally separated from Kenya Power and Lighting
Company as a direct result of the new reforms being undertaken in the
energy sector and the entire economy. The terms of restructuring of the
power sector effectively resulted in a separation of functions, with Kenya
1
Power Company responsible for power generation and KPLC for
Transmission and Distribution. On October 2nd 1998, KPC was re
launched under a new name and corporate identity, The Kenya Electricity
Generating Company Ltd.-KenGen was born. KenGen, at its launch hence
took charge of all publicly owned power generating plants.
1.1 Background of the Study
Jolivet A., Employment conditions in an ageing world: Meeting the
working time challenge, Conditions of Work and Employment Series No.
9., (2004) adopted the technical definition of ergonomics (or human
factors) as the scientific discipline concerned with the understanding of
interactions among humans and other elements of a system, and the
profession that applies theory, principles, data and methods to design in
order to optimize human well-being and overall system performance.
Ergonomics is the science of making things comfortable especially in the
labour setting to result into efficiency. It is the attempt to make work
better that ergonomics becomes so useful. And that is also where making
things comfortable and efficient comes into play.
Efficiency is quite simply making something easier to do. Efficiency comes
in many forms however. Reducing the strength required makes a process
more physically efficient. Reducing the number of steps in a task makes it
quicker (i.e. efficient) to complete. Reducing the number of parts makes
repairs more efficient. Reducing the amount of training needed, i.e.
making it more intuitive, gives you a larger number of people who are
qualified to perform the task.
Productive performance is to do a given job efficiently that is how well
was the job done, and how significant was the activity in contributing to
the organization objectives. Whatever definitions, the performance of a
given job or task is relating with efficiency and effectiveness both in terms
of personnel and material resource management (Jolivet A., Employment
2
conditions in an ageing world: Meeting the working time challenge,
Conditions of Work and Employment Series No. 9., 2004).
1.2 Statement of the Problem
The former relates to tools, machines, workplaces and workplace methods
whilst the latter is concerned with selection and training, skills matching
and job rotation methods. Usually a combination of these approaches is
needed when resolving ergonomic problems that can lead to
musculoskeletal disorders which in turn lead to poor performance of
employees (Valerie J.,
Lawrence, 2000). Kenya
Human Performance Measures Handbook
Electricity Generating Company Limited is
currently facing a high poor performance rating of its employees
particularly the field technicians as noted by an increase in the electricity
blackouts. This could be as a result of the ergonomic factors not being
conducive for the field employees. There was thus compelling argument
to carry out an identification of impact of work place environment and
ergonomics on employee performance.
1.3 Objectives
General Objectives
The general objective of the study was to investigate the impact of
ergonomics and workplace environment on employee performance.
Specific Objectives
The specific objectives of the study included;
• Investigate the workplace policy at the organization
• Investigate how ergonomics and the workplace environment affect
employee performance
• Establish ergonomics considerations in place at the organization
3
1.4 Research Questions
• What is the workplace policy at the company?
• How does ergonomics and workplace environment affect employee
performance?
• What are the ergonomics considerations in place at the company?
1.5 Scope of the study
The research was carried out at Kenya Electricity Generating Company
Limited, Headquarters in Nairobi Kenya.
The workers were the main participants of the research and included
administrators, supervisors, field technicians and support staff. 35
participants were considered for the study.
The research was conducted during the period August 2008 - November
2008.
1.6 Significance of the study
The study is of importance to various stakeholders in the following ways;
The study provided an in-depth understanding of the specific issues
related to workplace safety and ergonomics in relation to enabling worker
effectiveness and thus may be used by strategists at the company.
The research while recognizing the importance of workplace safety in
improving worker productivity will provide results which may be of help to
the company.
The study contributed the advancement of knowledge in the field of
ergonomics and worker safety in relation to productivity study where
other authors have written about similar studies.
4
The university may use the findings of the study to set up suitable
mechanisms to measure performance.
1.7 Conceptual Framework:
Ergonomics and Employee Safety Performance
• Safety
• Comfort • Completion of
• Ease of equipment Independent Variable activities
use
• Performance • Mana gem~ • Efficiency and time
• Aesthetics • PEST ~ management f • Company
Work place • Effectiveness environment
Figure 1: Conceptual Framework
The conceptual framework showed that the independent variables
(ergonomics and workplace environment) influenced the dependent
variable employee performance. It showed that taking into consideration
of safety, comfort, ease of use, performance and aesthetics as well as the
workplace environment for employees to do their best by providing a
conducive environment in which they were comfortable and had the right
equipment in the right place. This eased work and increased productivity
as the equipment and conducive environment with the right support
structures reduced work related anxieties which limited efficiency.
5
The conceptual framework showed that the influence of the independent
variables on employee performance were such that the better the working
environment the lower the impediments to work flow resulting into
increased employee performance. The conceptual framework also showed
that management, company goals and the external political, economic,
technological and social environment all played an important role in either
aiding or limiting the positive aspects of working environments.
6
2.0 Introduction
CHAPTER TWO
LITERATURE REVIEW
In this chapter, the researcher reviewed previous studies, literature and
books written and conducted on similar studies.
2.1 Ergonomics in the organization
Ergonomics derives from two Greek words: ergon, meaning work, and
nomoi, meaning natural laws. Combined they create a word that means
the science of work and a person's relationship to that work. Ergonomics
is the science of designing the job, equipment, and workplace to fit the
worker. Proper ergonomic design is necessary to prevent repetitive strain
injuries, which can develop over time and can lead to long-term disability.
(Valerie J. Gawron, Human Performance Measures Handbook Lawrence,
2000)
Ergonomics is the science of designing the job, equipment, and workplace
to fit the worker. Proper ergonomic design is necessary to prevent
repetitive strain injuries, which can develop over time and can lead to
long-term disability. Ergonomics is the scientific discipline concerned with
designing according to the human needs, and the profession that applies
theory, principles, data and methods to design in order to optimize
human well-being and overall system performance. The field is also called
human engineering, and human factors engineering.
In application ergonomics is a discipline focused on making products and
tasks comfortable and efficient for the user. Ergonomics is sometimes
defined as the science of fitting the work to the user instead of forcing the
user to fit the work.
7
Ergonomics is a science concerned with the 'fit' between people and their
work. It takes account of the worker's capabilities and limitations in
seeking to ensure that tasks, equipment, information and the
environment suit each worker. To assess the fit between a person and
their work, ergonomists consider:
the job being done and the demands on the worker;
the equipment used (its size, shape, and how appropriate it is for the
task);
the information used (how it is presented, accessed, and changed).
There are five aspects of ergonomics, safety, and comfort, ease of use,
productivity/performance, and aesthetics. Based on these aspects of
ergonomics, examples are given of how products or systems could benefit
from redesign based on ergonomic principles.
Safety - Medicine bottles: The print on them could be larger so that a sick
person who may have impaired vision (due to sinuses, etc.) can more
easily see the dosages and label. Ergonomics could design the print style,
color and size for optimal viewing.
Comfort - Alarm clock display: Some displays are harshly bright, drawing
one's eye to the light when surroundings are dark. Ergonomic principles
could redesign this based on contrast principles.
Ease of use - Street Signs: In a strange area, many times it is difficult to
spot street signs. This could be addressed with the principles of visual
detection in ergonomics.
Productivity/performance- High Definition television: The sound on these
is much lower than regular television. Switching back to regular, the
volume increases dramatically. Ergonomics recognizes that this difference
in decibel level creates a difference in loudness and hurts human ears and
8
this could be solved by evening out the decibel levels. Voicemail
instructions: It takes too long to have to listen to all of the obvious
instructions. Ergonomics could address this by providing more options to
the user, enabling them to easily and quickly skip the instructions.
Aesthetics - Signs in the workplace: Signage should be made consistent
throughout the workplace to not only be aesthetically pleasing, but also
so that information is easily accessible for all signs
According to Abe M., Hamamoto C. (2003) ergonomics is broadly divided
into three domains:
Physical ergonomics: is concerned with human anatomical,
anthropometric, physiological and biomechanical characteristics as they
relate to physical activity. This includes; working postures, materials
handling, repetitive movements, work related musculoskeletal disorders,
workplace layout, safety and health.
Organizational ergonomics: is concerned with the optimization of socio
technical systems, including their organizational structures, policies, and
processes such as communication, crew resource management, work
design, design of working times, teamwork, participatory design,
community ergonomics, cooperative work, new work paradigms, virtual
organizations, telework, and quality management.
Cognitive ergonomics: is concerned with mental processes, such as
perception, memory, reasoning, and motor response, as they affect
interactions among humans and other elements of a system. This includes
relevant topics include mental workload, decision-making, skilled
performance, human-computer interaction, human reliability, work stress
and training as these may relate to human-system design.
9
Later in the 19th century Frederick Winslow Taylor pioneered the
"Scientific Management" method, which proposed a way to find the
optimum method for carrying out a given task. Taylor found that he
could, for example, triple the amount of coal that workers were shovelling
by incrementally reducing the size and weight of coal shovels until the
fastest shoveling rate was reached. Frank and Lillian Gilbreth expanded
Taylor's methods in the early 1900s to develop "Time and Motion
Studies". They aimed to improve efficiency by eliminating unnecessary
steps and actions. By applying this approach, the Gilbreths reduced the
number of motions in bricklaying from 18 to 4.5, allowing bricklayers to
increase their productivity from 120 to 350 bricks per hour (Gospel H.,
2003).
World War II marked the development of new and complex machines and
weaponry, and these made new demands on operators' cognition. The
decision-making, attention, situational awareness and hand-eye
coordination of the machine's operator became key in the success or
failure of a task. It was observed that fully functional aircraft, flown by
the best-trained pilots, still crashed (Jolivet A., Employment conditions in
an ageing world: Meeting the working time challenge, Conditions of Work
and Employment Series No. 9, 2004). In 1943, Alphonse Chapanis, a
lieutenant in the United States Army, showed that this so-called "pilot
error" could be greatly reduced when more logical and differentiable
controls replaced confusing designs in airplane cockpits. The dawn of the
Information Age has resulted in the new ergonomics field of Human
Computer Interaction. Likewise, the growing demand for and competition
among consumer goods and electronics has resulted in more companies
including human factors in product design (Gospel H., Quality of working
life: A review on changes in work organization, conditions of employment
and work-life arrangements, Conditions of Work and Employment Series
No. 1., 2003).
10
People come in all different shapes and sizes, and with different
capabilities and limitations in strength, speed, judgment, and skills. All of
these factors need to be considered in the design function. To solve
design problems, physiology and psychology must be included with a
engineering approach (Kim T.H., Reconciling work and family: Issues and
policies in the Republic of Korea, 2004).
Kim T.H., Reconciling work and family: Issues and policies in the Republic
of Korea, (2004) further add that human factors issues arise in simple
systems and consumer products as well and provides some examples
include cellular telephones and other handheld devices that continue to
shrink yet grow more complex (a phenomenon referred to as "creeping
featurism"), millions of Video Cassette Recorder's blinking "12:00" across
the world because very few people can figure out how to program them,
or alarm clocks that allow sleepy users to inadvertently turn off the alarm
when they mean to hit 'snooze'. A User-Centered Design, also known as a
systems approach or the usability engineering lifecycle aims to improve
the user-system.
Ergonomics in the workplace
Thomas J. A., Chapter 10: Allowances, Localized Fatigue, Musculoskeletal
Disorders, and Biomechanics (not yet published), (2008), Outside of the
discipline itself, the term 'ergonomics' is generally used to refer to
physical ergonomics as it relates to the workplace (as in for example
ergonomic chairs and keyboards). Ergonomics in the workplace has to do
largely with the safety of employees, both long and short-term.
Ergonomics can help reduce costs by improving safety. This would
decrease the money paid out in workers' compensation. For example,
over five million workers sustain overextension injuries per year. Through
ergonomics, workplaces can be designed so that workers do not have to
overextend themselves and the manufacturing industry could save billions
in workers' compensation. Workplaces may either take the reactive or
11
was the work of the U.S. Human Factors Society Select Committee on the
Future of Human Factors, 1980-2000. This committee was formed to
analyze trends in all aspects of life and to look at how they would impact
ergonomics over the following 20 years. The developments they found
include:
Breakthroughs in technology that would change the nature of work, such
as the desktop computer,
The need for organizations to adapt to the expectations and needs of this
more mature workforce,
Differences between the post-World War II generation and the older
generation regarding their expectations the nature of the new workplace,
The inability of solely micro ergonomics to achieve reductions in lost-time
accidents and injuries and increases in productivity,
Increasing workplace liability litigation based on safety design
deficiencies.
These predictions have become and continue to become reality. The
macro ergonomic intervention in the workplace has been particularly
effective in establishing a work culture that promotes and sustains
performance and safety improvements.
2.2 Workplace environment policy in companies
Bell D. (2003) state that organizations have a duty to provide their
employees and other workers with certain facilities which otherwise
ensure a comfortable and conducive environment for working. That is;
ensure washing and toilet facilities are adequate, including those
accessible by disabled people make an accessible seated area available
for staff to eat, with access to drinking water and hot drinks formulate a
smoking policy to comply with the workplace smoking ban provide a
seated rest area that's suitable for pregnant mothers and disabled people
display safety information that's clearly visible, including a no-smoking
13
sign at the entrance to your building, with access directions for disabled
people maintain a well-ventilated, sufficiently spacious and accessible
workspace at a suitable temperature provide storage areas and changing
facilities for staff who wear special clothing put arrangements in place to
look after the welfare of remote staff or home workers.
Ghosheh N. S. Jr. (2006) also states that an organization's staff may
benefit if it provides more than the legal minimum. The organization
might, for instance, choose to provide additional facilities such as a
childcare which will improve the working conditions of parents in the
workforce. It's important also to make sure that the facilities provided are
kept clean and maintained regularly so that they don't fall into disrepair
and are themselves a hazard.
2.3 Employee Performance
Productivity Performance
This is the return received for a given unit of in put (Will A., McGregor
Publications, 1st ed., 2000). To increase productivity means to get a
greater return for a given investments. The concept Will, A., McGregor
Publications, 1st ed., (2000) used is often used in reference to the
production of goods. First the increasing an organizational productivity,
Leonard, Ewan McGregor Publication 1st ed. (2002) argued that more
meant, "improve the current practices, to the best level known, together
better performance without a proportionate increase in cost". That is
doing things that are considered to be a necessary part of good work, but
doing them as efficiently or well within the organizational practices.
Increasing productivity means allocating resources to activities that give
the highest returns for each additional money spent. Every organization
requires effective utilization of its personnel, essentially the professionals
and trained of skilled manpower (Leonard, Ewan McGregor Publication 1st
ed., 2002).
14
For any activity, performance must be considered in relation to
effectiveness. The two concepts are closely related and at times it is
difficult to differentiate. In simple terms, effectiveness is measured of the
extent to which a goal is achieved while performance is to do a given job
or tasks efficiently.
2.4 Other aspects of ergonomics to consider
Problems ergonomics can solve
Ergonomics is typically known for solving physical problems. For example,
ensuring that work surfaces are high enough to allow adequate clearance
for a worker's legs. However, ergonomics also deals with psychological
and social aspects of the person and their work. For example, a workload
that is too high or too low, unclear tasks, time pressures, inadequate
training, and poor social support can all have negative effects on the
person and the work they do (Spurgeon A., Working time: Its impact on
safety and health ,2003).
How to identify ergonomic problems
Spurgeon A., Working time: Its impact on safety and health (2003)
further illustrates that there are many ways in which ergonomic problems
can be identified. These can range from general observations and
checklists to quantitative risk assessment tools. Ideally though, several
approaches should be used:
Talking to employees and seeking their views. Employees have important
knowledge of the work they do, any problems they have, and their impact
on health, safety, and performance;
Assessing the work system by asking questions such as:
- Is the person in a comfortable position?
- Does the person experience discomfort, including aches, pain,
fatigue, or stress?
15
- Is the equipment appropriate, easy to use and well maintained?
- Is the person satisfied with their working arrangements?
- Are there frequent errors?
- Are there signs of poor or inadequate equipment design, such as
plasters on workers' fingers or 'home-made' protective pads made of
tissue or foam?
Examining the circumstances surrounding frequent errors and incidents
where mistakes have occurred and people have been injured. Use
accident reports to identify details of incidents and their possible causes;
Recording and looking at sickness absence and staff turnover levels. High
numbers may result from the problems listed earlier and/or dissatisfaction
at work.
2.5 Brief Remarks on the workplace safety, ergonomics and
employee performance
In designing work systems, the emphasis is on designing tools,
equipment and workplaces so that the job fits the person rather than the
reverse. Approaches to prevention may be based on work design or
organisational arrangements. It is essential for companies to carryout
ergonomics related health and safety risk assessments as part of a
company's overall Risk Assessment strategy. This is because sickness,
absence, high staff turnover, retraining, loss of production, compensation
costs etc., will undoubtedly cost businesses money. When employees are
not able to perform their duties, due to sickness or any reason which
results in idleness results into non-productivity leading to non
performance which is a double cost to the company.
16
3.0 Introduction
CHAPTER THREE
RESEARCH METHODOLOGY
This section mainly focused on the methods, techniques and tools that
were used in data collection and analysis.
3.1 Research Design
A case study design was used since this study looked at an individual
area, Kenya Electricity Generating Company Limited. The study employed
quantitative techniques to arrive at an understanding of the relationship
between workplace safety and ergonomics on employee Job Performance.
This was done by acquiring frequencies of respondents' feedback and
calculating percentages. The results were then used to draw up bar
graphs and pie charts.
The bulk of the data that was collected was quantitative in nature and
therefore required quantitative statistical interpretation. Qualitative
analysis was later used to interpret the data in terms of the highest and
lowest results to arrive at a correlation between the study variables.
3.2 Study Area
The study area was Kenya Electricity Generating Company Limited. The
respondents of the study comprised of administrators, supervisors, field
technicians and support staff.
17
3.3 Sample and Sampling Design
The study used simple random sampling method for selecting
administration and supervisory personnel while convenience selection
technique was used for selecting field staff and support personnel. These
methods were employed because the greater majority of the respondents
were normally busy and obtaining them was mostly due to chance. A total
of 30 respondents out of a target base of 40 respondents were obtained.
This represents a 75% response rate.
3.4 Research Instruments
The researcher used questionnaires to collect data. The questionnaires
were in four sections. Section one collected information and background
characteristics. Section two to four collected information in line with the
research questions.
3.5 Procedure
The researcher obtained a letter of introduction from the university and
used this letter as proof that she was a student of Kampala International
University and has been provided with the permission to conduct the
study. She showed this letter to respective respondents before
administering the questionnaire guide to the respondents. The researcher
assured the respondents of utmost confidentiality and thanked the
respondents after they had participated in answering the questionnaire or
responding to interview questions.
3.6 Data processing and analysis
The data collected included both qualitative and quantitative which was
analyzed and processed to make it useful and understandable. Data was
collected, tabulated and then analyzed using percentages and
frequencies.
18
CHAPTER FOUR
DATA FINDINGS AND PRESENTATION
4.0 Introduction
This chapter put forward the study findings which have been put In line
with the study objectives. The chapter utilized quantitative data
presentation and data processing techniques such as pie charts, bar
graphs and frequency tables. This is shown as below;
4.1 Background characteristics
The background characteristics of the respondents were investigated in
order to establish possible basis for the respondents' judgment of the
respective questions. Some of the questions however, served the single
purpose of control to reduce complacency in answering the questions.
Table 4. 1: Age of Respondents
Frequency Percentage
Age group (f) (%)
20-24 2, 4.55%
25-35 14 31.82%
36-40 20 45.45%
41 and Above 8 18.18%
44 100.00%
Source: Pnmary Data
The study findings revealed that the majority of respondents were in the
age group of 36-40 with just fewer than 46%, while those between 20-24
were only 4.55%. Others aged 25-35 years were 31.82% while those
aged 41 and above years were 18.18%.
19
Marital status of the respondents
The marital status of the respondents is shown in the table 4.2 below;
Table 4. 2: Marital Status of Respondents
Frequency Percentage
Marital status (f) ( 0/o)
Married, 20 45.45%
Single, 16 36.36°/o
Divorced, 5 11.36°/o
Widowed. 3 6 .82%
44 100.00%
Source : Primary Data
The marital status of respondents was investigated and established that
the majority of respondents were married with 45.45%, while those who
were single were 36.36%, divorcees were 11.36°/o, and those who were
widowed were 6 .82%
Education qualification of respondents
The education qualification of the respondents was investigated and the
study found the findings illustrated in the figure 4.1 below;
Figure 4. 1: Education Qualification
Education qual ificat ion
Source: Primary Data
KEY
A: Diploma,
B: Degree,
C: Masters,
D: PhD.
20
The findings also showed that the majority of the respondents were
master's holders with over 63.64°/o while only 9.09% were degree
holders. Those who were diploma holders were 2.27% while PhD holders
represented 25% of the respondents.
4.3 The workplace policy at the organization
The first research question aimed at investigating the workplace policy at
the organization. The findings are displayed below;
Figure 4. 2: Whether the organization has a workplace policy
Does your organisation have a workplace policy?
38.64% KEY
No
Source: Primary Data
The findings in figure 4.2 showed that the majority of respondents
61.36% were knowledgeable of whether the organization did have a
workplace organization.
21
Figure 4. 3: Knowledge level of workplace policy
Do ~·ou kno" yom workJ)I:H'r J)Oiiry?
·''-'lilt",, ~ ~ tJI)O f)
~ ~ ' OO''o
I I
1" flftiJ (J 1 ~ i,-lo"
I
10 Oll" o
I
<, ()( I''" ---- -- -I I !) I J'' o
I
Source: Pri rna ry Data
The findings in figure 4.3 show that the knowledge level of the
respondents towards the workplace policy was such that the majority
25% of those respondents that knew about the policy did not have any
knowledge about the workplace policy content.
The study also showed that 25°/o of respondents did not now about the
workplace policy contents. The respondents were asked to state the
contents of the workplace policy and the findings are listed in the figure
4.4 below.
22
Figure 4. 4: Respondents views on Workplace policy Components
t)()()f l1)(1
D 1 (l flo 1'
1"
1\ t HJ"o D KEY
0 <.'• H lc ' •t ('\>llt lud 0 JJlkJHd .tJld ~1ll: 1 I[ j)t 11J t.:~ e 11•'11-:-illl• 'l:Jn~ P• •h cy • h~"lth ~u 1d s;-ttdy P• ' ll cy 0 \\.,•11: ~flue
Source: Primary Data
'0 (!1)1' ,,
~- """~-o - - n
KEY 0 UCllll fll1c ll f pt >l t~y
D UHlhJJ~ plt•'llc pt ,Jll'~ Ddltl;.: and ak••h•)l p~•ll c~
""- "'1-0 - - 0
0 i'llll!-1 IJ:'CJ lllUH:ifl\'lll itnt l h:il ;I:'SlllO::Ilt j)t >hey
The study findings showed that most respondents knew about the health
and safety policy of the company as shown by 50°/o response rate. Other
responses included anti-discrimination and harassment noted by 40.91%,
drug and alcohol policy (36.36°/o), work ethic (27.27%) and non-smoking
policy (27 .27%) among other policy components.
Other policy components included code of conduct, internet and email
policy and recruitment policy in the response rates of 6 .82°/o, 13.64% and
9.09% respectively.
The respondents were also investigated to establish whether they knew
what ergonomics was. The findings showed that the majority of the
respondents (73.33°/o) stated that they knew what ergonomics was while
only 26.67°/o did not know what ergonomics was.
23
Figure 4. 5: Do you know what ergonomics is?
No
Source: Primary Data
The findings thus seemed to suggest a high degree of ignorance of the
nature, importance and policy on ergonomics in the company.
4.4 Investigate how ergonomics and the workplace
environment affect employee performance Figure 4. 6: Do you have an understanding of how ergonomics and workplace
environment impacts you?
Source: Primary Data
------------
KEY
24
Yes
No
The figure 4.6 above shows that the respondents knew about how
ergonomics affects the level of service delivery. The findings showed that
the majority of respondents (54.55°/o) believed that ergonomics and the
workplace environment did affect their productivity or work output.
When further asked whether the workplace environment and equipment
affected the respondent's level of service delivery, it was found that
92 .31% of the respondents overwhelmingly believed that the level of
service delivery was impacted by the environment and equipment
provided.
Figure 4. 7: Do you think the workplace environment and equipment affect
your level of service delivery?
90.00':.,
80 OO''u
70.00~ ..
60.00",,
50.00%
40.00",;,
30.00':.,
20.00%
10.00%
0.00%
92.31%
Yes
Source: Primary Data
7.69% -No
Only 7.69°/o said they did not think that the level of service delivery was
impacted by the workplace environment and equipment as shown in the
figure 4. 7 above.
25
4.3 Ergonomics considerations in place at the organization
The third research objective was to investigate the ergonomics
considerations that were prevalent at the company. The findings were
shown in the tables below;
Table 4. 3: Do you have all the equipment you require to perform your duties?
Frequency (t) Percentage(%)
Yes 26 59.09%
No 18 40.91%
44 100.00%
Source: Pnmary Data
The findings showed that a significant portion of respondents believed
that the equipment that they required to carry out their work was not
available. This was shown by 40.91% of respondents as compared to
59.09%.
Table 4. 4: What safety procedures do you follow when carrying out your
work?
F•·equency (t) Pe•·centage (%)
None ' 6.82% .)
Checking of the equipment 28 63.64%
Check of experience and knowledge for
particular assignment 13 29.55%
44 100.00%
Source: Pnmary Data
The results in table 4.5 showed that the majority of respondents
(63.64%) stated checking of the equipment was one of the safety
procedures when carrying out work. This compared with only 29.55% who
believed that the safety procedure undertaken was checking of experience
26
and knowledge for particular assignments. A further 6.82% stated that no
safety procedures were carried out at work.
Table 4. 5: Is management involved in ensuring your workplace is conducive
for your work activities?
Is management involved in ensming yom·
wo•·kplace is conducive fm· your wo•'k
activities F1-equency (t) Pe•·centage (%)
Yes 28 63.64%
No 16 36.36%
44 100.00%
Source: Pnmary Data
When queried about whether management was involved in ensuring that
work activities were under a conducive environment, and the responses
showed that 63.64% believed the work was carried out in conducive
environment while 36.36% did not think so.
Table 4. 6: Are you comfortable at your workplace?
Are you comfortable at yom· wm·kplace Frequency (t) Pe•·centage (%)
Yes 26 59.09%
No 18 40.91%
44 100.00%
Source: Pnmary Data
When asked whether they were comfortable at the workplace, it was
found that the majority of respondents 59.09% were comfortable while
only 40.91% were not comfortable with their workplace.
27
Table 4. 7: How workplace environment affects employees
How does the wo•·kplace envh·onment affect Frequency (f) Percentage(%)
you? I
Roughly constructed tasks increase work 4 9.09%
pressure
Short time deadlines to complete tasks is quite l3 29.55%
stressful
There is an overload of work meaning we have 4 9.09%
to take a break once a month
There is little support for the field staff in the 17 38.64%
office which makes simple tasks last longer
There is bureaucracy leading to double work 19 43.18%
Rectifying problems takes too long 28 63.64%
There is sometimes information overload from 31 70.45%
immediate supervisor and upper management
Source: Pnmary Data
The study findings showed that the majority of respondents (70.45%)
stated that there was rampant information overload from immediate
supervisors and upper management while a further which rectifying of
problems took to long with over 63.64% of respondents providing this
feedback.
It was also found that many respondents were given short time deadlines,
others mentioned there was little support provided for the field staff in
from the office as noted by 38.64% and there was bureaucracy in the
company as noted by 43.18% of respondents. It was also pointed out by
9.09% of respondents that roughly constructed tasks increased the work
load pressure which was a workplace environment effect.
28
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
5.0 Introduction
This chapter was concerned with the summary of the study, conclusions
and recommendations.
5.1 Summary of the study
The general objective of the study was to investigate the impact of
ergonomics and workplace environment on employee performance. This
objective was achieved by use of the following objectives;
• Investigate the workplace policy at the organization
• Investigate how ergonomics and the workplace environment affect
employee performance
• Establish ergonomics considerations in place at the organization
The study was carried out at Kenya Electricity Generating Company
Limited, Headquarters in Nairobi Kenya and utilized a case study design.
The study employed quantitative techniques to arrive at an understanding
of the relationship between workplace safety and ergonomics on
employee Job Performance. The study used simple random sampling
method for selecting administration and supervisory personnel while
convenience selection technique was used for selecting field staff and
support personnel.
5.2 Conclusion
The conclusions were made in line with the various themes of the study
and were based on the findings of the study.
29
The study also showed that 25% of respondents did not now about the
workplace policy contents. The respondents were asked to state the
contents of the workplace policy and the findings are listed in the figure
4.4 below. The study findings showed that most respondents knew about
the health and safety policy of the company as shown by SO% response
rate. Other responses included anti-discrimination and harassment noted
by 40.91%, drug and alcohol policy (36.36%), work ethic (27.27%) and
non-smoking policy (27.27%) among other policy components. This
suggested that the company did intend to increase the performance of the
employees by increasing employee comfort. This was in line with Will, A.,
McGregor Publications, 1st ed., (2000) who stated that to increase
productivity means to get a greater return for a given investments. Ewan
McGregor Publication 1st ed. (2002) stated that every organization
requires effective utilization of its personnel, essentially the professionals
and trained of skilled manpower. The study findings showed that the
company did intend to increase the effectiveness of the employees by
providing a conducive environment and workplace policy.
Other policy components included code of conduct, internet and email
policy and recruitment policy in the response rates of 6.82%, 13.64% and
9.09% respectively. This therefore means that the study is more
complementary. The findings also seemed to suggest a high degree of
ignorance of the nature, importance and policy on ergonomics in the
company. The figure 4.6 above shows that the respondents knew about
how ergonomics affects the level of service delivery. The findings showed
that the majority of respondents (54.55%) believed that ergonomics and
the workplace environment did affect their productivity or work output.
These findings were in agreement with Bell D. (2003) who stated that
organizations have a duty to provide their employees and other workers
with certain facilities which otherwise ensure a comfortable and conducive
environment for working.
30
When further asked whether the workplace environment and equipment
affected the respondent's level of service delivery, it was found that
92.31% of the respondents overwhelmingly believed that the level of
service delivery was impacted by the environment and equipment
provided. The findings showed that a significant portion of respondents
believed that the equipment that they required to carry out their work
was not available. This was shown by 40.91% of respondents as
compared to 59.09%. It was then concluded that though the company
had invested in a workplace policy and ergonomic guidelines, the
implementation of the policies was not effectively done.
5.3 Recommendation
Involve employees from the start of the process - this will help all parties
to accept any proposed changes.
Talking to employees and seeking their views. Employees have important
knowledge of the work they do, any problems they have, and their impact
on health, safety, and performance. This will get them to suggest ideas
and discuss possible solutions.
The company should carry out recording and looking at sickness absence
and staff turnover levels. High numbers may result from the problems
listed earlier and/or dissatisfaction at work.
The company should enact policies that require regular appraisal of its
ergonomics policy so as to ensure that the policy achieves its desired
results and targets.
The company administration and management should ensure that
supervisors are sufficiently indoctrinated in the philosophy and benefits of
ergonomics.
31
BIBLIOGRAPHY
Abe M., Hamamoto C. and Tanaka S. (2003). Reconciling work and
family: Issues and policies in Japan.
Gospel H. (2003). Quality of working life: A review on changes in work
organization, conditions of employment and work-life arrangements,
Conditions of Work and Employment Series No. 1.
Jolivet A. and LeeS. (2004). Employment conditions in an ageing world:
Meeting the working time challenge, Conditions of Work and Employment
Series No. 9.
Kim T.H. and Kim K.K .. (2004). Reconciling work and family: Issues and
policies in the Republic of Korea.
Kusakabe K. (2006). Reconciling work and family: Issues and policies in
Thailand.
Leonard et al (2002) Employee Enthusiasm to Work as a Management
Function, Ewan McGregor Publications, London.
Spurgeon A. (2003). Working time: Its impact on safety and health.
Thomas J. Armstrong (2008), Chapter 10: Allowances, Localized Fatigue,
Musculoskeletal Disorders, and Biomechanics (not yet published).
Tucker P. (2006). Compressed working weeks, Conditions of Work and
Employment Series No. 12.
32
