good working environment essay

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Creating the Best Workplace on Earth

• Gareth Jones

What employees really require to be their most productive

Reprint: R1305H

No organization can fulfill every hope and desire of its employees, so it helps to know which matter most to people. Goffee and Jones have identified the six most essential imperatives for creating an ideal work environment. Their insights come from surveys and interviews of hundreds of executives from all over the world.

Few organizations embody all six attributes of the dream organization, many are difficult to achieve, and some even conflict with one another. But they nonetheless stand as an agenda for executives who wish to create the most productive, most rewarding workplace imaginable.

Agenda 1. Let people be themselves. 2. Unleash the flow of information. 3. Magnify people’s strengths. 4. Stand for more than shareholder value. 5. Show how the daily work makes sense. 6. Have rules people can believe in.

This list contains no surprises, but implementing the elements is no easy task. Almost all of them require leaders to carefully balance competing interests and to reallocate their time and attention. Companies like Arup, LVMH, Waitrose, and even McDonald’s are doing it to varying degrees. Your challenge is to match—and then to exceed—what they have managed to accomplish.

Suppose you want to design the best company on earth to work for. What would it be like? For three years we’ve been investigating this question by asking hundreds of executives in surveys and in seminars all over the world to describe their ideal organization. This mission arose from our research into the relationship between authenticity and effective leadership. Simply put, people will not follow a leader they feel is inauthentic. But the executives we questioned made it clear that to be authentic, they needed to work for an authentic organization.

• RG Rob Goffee is an emeritus professor of organizational behavior at the London Business School.
• GJ Gareth Jones was a visiting professor at the IE Business School, in Madrid.

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110 Work Environment Essay Topic Ideas & Examples

Inside This Article

Having a positive work environment is crucial for employee satisfaction and productivity. A good work environment can foster creativity, collaboration, and overall job satisfaction. However, creating and maintaining a positive work environment can be challenging for employers. To help generate ideas for improving your work environment, here are 110 work environment essay topic ideas and examples:

• The importance of a positive work environment for employee morale
• How company culture impacts the work environment
• Strategies for creating a more inclusive work environment
• The role of leadership in shaping the work environment
• The benefits of a flexible work environment
• The impact of remote work on the work environment
• How to improve communication in the work environment
• The effects of stress on the work environment
• Addressing workplace bullying to create a safer work environment
• The benefits of team-building activities for improving the work environment
• How to foster creativity in the work environment
• The impact of office layout on the work environment
• Strategies for promoting work-life balance in the work environment
• The benefits of a diverse work environment
• Creating a more sustainable work environment
• The impact of technology on the work environment
• The benefits of a collaborative work environment
• Addressing conflict in the work environment
• Promoting mental health in the work environment
• Strategies for improving employee engagement in the work environment
• The impact of office perks on the work environment
• Creating a more inclusive work environment for LGBTQ employees
• The benefits of a supportive work environment for working parents
• Addressing burnout in the work environment
• Promoting diversity and inclusion in the work environment
• The impact of micromanagement on the work environment
• The benefits of a positive work environment for employee retention
• Strategies for promoting work-life balance in a high-stress work environment
• The role of recognition and rewards in shaping the work environment
• Addressing toxic behavior in the work environment
• Creating a more environmentally friendly work environment
• The benefits of a wellness program for improving the work environment
• How to promote teamwork in the work environment
• The impact of office politics on the work environment
• Strategies for promoting work-life balance in a competitive work environment
• The benefits of a mentorship program for improving the work environment
• Addressing discrimination in the work environment
• Promoting diversity and inclusion in a male-dominated work environment
• The impact of office gossip on the work environment
• Strategies for promoting work-life balance in a fast-paced work environment
• The benefits of a flexible work schedule for improving the work environment
• Creating a more inclusive work environment for employees with disabilities
• The impact of company values on the work environment
• Strategies for promoting work-life balance in a high-pressure work environment
• Addressing harassment in the work environment
• Promoting diversity and inclusion in a predominantly white work environment
• The impact of office cliques on the work environment
• Strategies for promoting work-life balance in a demanding work environment
• Strategies for promoting teamwork in the work environment

In conclusion, creating a positive work environment is essential for fostering employee satisfaction and productivity. By implementing some of the above strategies and ideas, employers can improve their work environment and create a more inclusive and supportive workplace for their employees.

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How To Create A Positive Work Environment: 13 Ideas

By: Grace He | Updated: October 09, 2022

You found our guide to positive work environments .

A positive work environment is an atmosphere where employees enjoy performing their jobs and feel supported. Creating a positive environment in the workplace involves implementing activities that make staff feel engaged, valued, and empowered. Understanding this concept is crucial because it enhances team building, increases the sense of belonging, and improves employee productivity.

These environments are the opposite of workplace toxicity and follow employee engagement best practices .

This article covers

• positive work environment examples,
• good working environment characteristics
• benefits of positive work environments
• the role of a leader in creating positive environments

Let’s get started!

Positive work environment examples

Having a positive workplace atmosphere makes employees enjoy working. Here are examples of what constitutes a positive work environment.

1. Adherence to occupational safety

Safety in the workplace makes employees more comfortable and willing to work.

Most countries have an Occupational Safety and Health Act, OSHA, which helps regulate and enforce a healthy working environment. Managers should ensure that their institutions adhere to these OSHA principles and requirements to prevent various risks associated with employees’ jobs. Employees can also take steps to meet the occupational safety and health requirements.

Below are activities that can help organizations achieve occupational safety and reasonable prevention of hazards.

• Training staff on risk prevention. For instance, fire safety training may cover the different types and causes of fire and how to prevent and extinguish the blaze.
• Using pictorial labels and signages to warn or direct employees in case of potential danger. For example, using green labels to make exits on doors and staircases.
• Encouraging health breaks to prevent fatigue-related errors. For instance, employees who operate machinery need concentration to perform. Without sufficient breaks, these employees may tire out and cause fatal accidents.
• Wearing protective gear such as helmets, gloves, boots, and clothes such as aprons to guard against scratches, heat, impact, and contact with harmful substances.
• Decluttering the office space. Keeping the office clean and organized creates enough room for movement and prevents risks like falls and electrocution from loose or misplaced electric cables.

Occupational safety is extensive, and managers can adjust tactics depending on the nature of the job.

2. Employee engagement

Employees who feel engaged are likely to perform better and remain loyal to the organization. Employee engagement involves providing opportunities for staff to participate in important matters concerning an individual’s line of duty.

Employee engagement examples include

• inviting employees to consultative meetings
• involving staff in departmental decision-making procedures
• stimulating employees’ intellectual capacity through challenges
• delivering clear and frequent communication, especially company updates
• giving employees autonomy for creativity, improvement, and opinion

The main purpose of employee engagement is to create an environment where employees feel part of the organization. As a result, you maintain high employee motivation, dedication to work, and enthusiasm for work.

Here is a guide to employee engagement strategies  and a list of creative engagement ideas for staff .

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3. Appropriate workplace ergonomics

Good ergonomics improve employees’ physical and mental comfort to enable optimal working. Ergonomics is crucial in reducing employees’ fatigue, stress, and injuries. To ensure a positive work environment through ergonomics, focus on adjusting the workspace arrangement and design to suit employees’ needs.

Here are ways that staff can ensure personal comfort on different body parts

Since different employees need different ergonomics, it is best to redesign the workplace to fit every employee. Additionally, you can enhance physical well-being by taking more fluids and engaging in physical exercises.

You can budget for economic equipment, including offering a stipend to work from home employees.

4. Existence of a positive organizational culture

Good organizational culture aims to promote the company’s core values . For instance, a company may create its own work culture by

• fostering mutual respect in employees of all levels
• applying professionalism in all staff dealings
• working with integrity
• building team spirit
• integrating employees with the organizational purpose

Positive work culture strengthens employees’ bonds and gives an organization a competitive edge. For example, the organization becomes attractive to current and potential employees. This competitiveness improves employee retention and attracts diverse talents in the recruitment process.

Check out this guide to improving company culture .

5. Availability of quality tools and equipment

Work tools and equipment make work easier and more enjoyable for your employees. These tools and equipment include computers, machines, materials, and consumables that employees often use to perform tasks.

Supervisors often overlook the need to maintain office tools and equipment. However, it is necessary to ensure that machines undergo regular servicing and inspection. It is also essential to repair or replace malfunctioning equipment that may be risky to employees. These simple practices will contribute to a conducive work environment for the employees.

6. Integration of diversity, equity, and inclusion standards

Discrimination in the workplace is a common complaint at work and kills teamwork and morale. The concept of Diversity, Equity, and Inclusion (DEI) may be the long-term solution to discrimination issues.

Currently, most employees appreciate an inclusive workplace because diversity, equity, and inclusion appear in most company policies. These employees include the traditionally disadvantaged groups such as people living with disabilities, women, and certain races. Nonetheless, HR professionals should constantly revise the company policies to ensure that each staff enjoys equal opportunities at the workplace.

Here are some practical tips for employees to promote inclusivity.

• Promote tolerance, for instance, through reading to understand different cultures
• Encourage hospitality, such as welcoming new employees and showing them around
• Have a discrimination policy that sets diversity, equity, and inclusion policies in the recruitment process
• Nurture respect by practicing courtesy
• Encourage fair treatment through equal opportunities
• Encourage active listening to promote understanding

Though many companies have set DEI standards, there is a need for increased sensitization of diversity and inclusion across the globe for organizations to embrace this concept.

Check out this list of DEI exercises and books on workplace diversity .

7. Employee well-being

Managers concerned with employees’ well-being directly invest in staff’s emotional needs. In turn, these employees feel valued and remain loyal to the company.

These are examples of the most important employee well-being elements.

• Provision of medical cover and health insurance
• Provision of sanitary needs like clean drinking water and hygienic restrooms
• Allowance or sufficient rest time throughout work shifts
• Protection against external environments like noise, awful smell, and extreme temperatures.
• Family-work balance through workweek hours and vacation provisions, for example
• Social security funding like retirement benefits and 401k plan

Taking care of your employees’ welfare has many benefits, including achieving high levels of staff retention and promoting a good attitude towards work.

Check out more employee wellness program ideas and employee benefits .

8. Fair policies

Fairness brings contentment and results in harmony among team members.

Examples of areas where fair policies promote a positive work environment include:

• the hiring process, for example publicly sharing all internal job openings
• promotion opportunities. For instance, having a written policy that outlines the basis for promotion,  using merits
• training and educational opportunities
• Offering equitable pay as per the job responsibilities and staff experience

For policies to be fair, they should be equitable and applicable to all staff members. Therefore, it is a best practice to have an accessible, written policy document.

9. Clear job expectations

Employees perform better when individual duties and responsibilities are well defined. When each staff understands their role, it becomes easy for supervisors to provide direction. In addition, outlining an employee’s work scope helps avoid conflicts that arise from overlapping jobs.

Understanding the demands of the jobs allows staff to determine and communicate needs, for example, access to information and equipment. Employees may also create a positive work environment by communicating personal objectives with the supervisors and incorporating these goals into their job responsibilities.

10. Supportive leaders

Leaders who listen and show a willingness to help influence employees to love their jobs. Such leaders promote a good atmosphere for work by helping employees overcome work challenges.

These examples of simple action are effective in promoting a conducive work atmosphere.

• Providing job-related advice
• Sourcing and allocating required resources
• Facilitating teamwork
• Providing mentorship

Leadership is a skill that managers and supervisors should have to influence their followers to work toward achieving company goals.

Here are the signs of a good manager .

Good working environment characteristics

The state of the working environment manifests in many ways. Positive workplaces tend to share several qualities. Below are notable features of a good working environment.

1. Open communication

The existence of open and transparent communication provides a pleasant work environment. Employees derive job satisfaction when they get a chance to offer opinions, share ideas, give feedback, and receive updates regarding the progress of the tasks.

To enhance communication in an organization, ensure that employees understand the communication process and protocols.

Check out this list of books on communication .

2. Strong work ethic

Work ethics such as discipline and respect are essential in directing how employees should relate to one another. The ethos promotes good relationships, defines responsible behavior, and promotes accountability. These benefits contribute to trust-building, which improves the work environment for workers.

3. Positive thinking

Employees portray positive thinking when they deal with challenges objectively and proactively. For instance, when a problem emerges, folks with positive thinking will provide creative solutions, collaborate with other team members, or suggest substitutive methods to counter a problem. However, Individuals with negative thinking are likely to complain, shift blame, and back off.

To improve positive thinking in your staff, consider strategies like staff empowerment, leadership training and development, and motivation strategies such as incentives.

4. Empathetic team members

Strong teams signify team leaders’ efforts in ensuring that team members collaborate and bond. When staff are part of a team that cares about their well-being, they feel a sense of belonging. Effective team building activities strengthen relationships among team members and allow social integration.

5. Enticing motivation strategies

There are two categories of workers, based on Douglas McGregor’s theory X and theory Y. HR professionals who understand the concept of these theories apply different motivation strategies to promote enthusiasm at work. For instance, extrinsic motivation like monetary incentives likely attracts the theory X group better, while theory Y folks delight more in intrinsic motivations such as recognition and supportive supervisors.

Enticing rewards make tasks attractive, promote a pleasant work attitude, and encourage productivity.

Check out this list of books on motivation and this guide to incentive programs .

6. Smooth onboarding process

Integrating new employees into the work system and culture introduces the recruits to the work environment. Employees who receive good onboarding connect better with other colleagues and quickly find their footing in the organization.

Good communication and intensive orientation enhance the onboarding experience and contribute to a positive work environment for newbie staff.

Here are ways to welcome new employees virtually and a list of the best onboarding activities for new hires .

7. Ambient workspace

An ambient atmosphere encourages optimal working by reducing distractions and promoting high concentration levels. Examples of factors that make the workplace ambient include tidy office rooms, well-organized desks, sufficient lighting, external noise management, good work ergonomics, and high hygiene.

Benefits of positive work environments

A positive environment has many benefits to the employee and the organization, including the following.

Below are some benefits of a positive work environment

1. Increased sense of belonging

Team building and employee engagement create a good working environment where employees feel that they are valuable contributors to the overall organizational goals.

2. Improved productivity

Employees become more productive when they work in optimum conditions. Better technology, well-maintained equipment, and a clean and healthy environment contribute to improved output.

3. Team collaboration

Good communication and leadership strategies enhance team spirit and cooperation among colleagues.

Here are strategies to improve workplace cooperation .

4. Career growth

A positive work atmosphere promotes career growth through acquiring knowledge and fine-tuning talents. Mentorship and coaching also equip employees with the necessary skills and traits for leadership.

5. Boosted morale

Motivation strategies such as incentives, participation in decision-making, and occupational safety and health boost employee confidence and job enthusiasm.

Check out this list of quick morale boosters .

6. Increased loyalty

Employees who devote time and energy to their jobs echo satisfaction with their employer. Fairness, clarity of purpose, and employee engagement are examples of a positive environment that enhance employee loyalty .

7. Reduced turnover

Improved employee loyalty, job contentment, and management support contribute to employee retention.

Here is a guide to staff turnover .

The role of a leader in creating positive environments

Creating a positive climate requires leaders’ efforts and persuasion. Below are actions leaders take to create an enjoyable workplace.

1. Encouraging good employee communication

Effective leaders share useful information with managers and allow communication to cascade down to junior employees and vice versa. Managers should encourage an open-door policy, meaning that employees feel free to share personal contributions such as individual experiences, info, ideas, and opinions.

Here are some communication-boosting exercises .

2. Spearheading a positive work culture

Leaders have the power of influence and can use this authority to cause a change in organizational culture. A leader may convince employees to behave ethically by rewarding professionalism, for instance.

3. Encouraging collaboration through team building activities

Working together makes challenging jobs easier to manage. Through team building activities a leader increases the bond and collaboration in a team and influences the members to work together towards a common purpose.

4. Promoting camaraderie

Humans are social beings who have an innate need for socialization. Leaders promote friendship and fraternity among colleagues through social activities like company luncheons and corporate events.

Check out this list of community-building ideas .

5. Encouraging fun and humor

Allowing socialization in the workplace fosters bonding, empathy, and teamwork. Leaders can ensure such opportunities exist for staff by creating workplace social joints. For instance, a centralized water dispenser, a shared office kitchen, and Slack channels are effective places for staff to meet.

6. Aligning employee skills with suitable roles

Employees have diverse talents and skills that may be crucial to an organization. Leaders offer staff opportunities to unleash untapped potential by aligning these skills with specific job roles. For instance, through job redesignation and promotions, employees find a chance to work in a more suitable role or job position.

7. Improving the workplace ambiance

The office interior can affect occupants’ moods and attitudes. Leaders improve the ambiance by redesigning the appearance and plan in the office. For instance, customizing colors that promote productivity, ornaments that enhance beauty. Also, considering that the amount of light coming into the room is sufficient to avoid glare or strain.

8. Enhancing sanitation and tidiness

Leaders implement hygienic measures to benefit staff’s mental and general well-being. For example, these measures get rid of fumes, ensure clean public areas and bathrooms help to keep employees comfortable. By adding shelves and cabinets to create more storage space, leaders promote neatness and easy retrieval of materials.

9. Empowering the staff

Leaders empower employees by allowing autonomy for the staff to manage themselves, make decisions, and handle more demanding responsibilities under a supervisor’s guidance.

10. Focusing on employees’ career growth

Leaders help staff grow through mentoring and coaching, role modeling, and shadowing new employees. These strategies impart knowledge and skills that make jobs easier to tackle. Here is a list of mentor program ideas .

11. Encouraging employees to perform better

Recognitions such as employee of the month awards encourage healthy competition. Leaders who celebrate employees’ achievements make work a fun place for employees.

12. Implementing fair compensation

Employees deserve compensation that matches ability and effort. HR managers promote a happy work environment when they give equitable salaries based on an employee’s skills and experience.

13. Supporting staff performance

Leaders give support by funding, leading, and empowering staff with necessities for successful completion of the task.

A constructive work atmosphere encourages employees to achieve organizational objectives such as high productivity. Managers achieve a positive environment by offering support to employees, encouraging professional culture at work, and ensuring that the physical properties of the workplace meet employees’ physical needs. Leaders may use the features of a positive work environment, such as transparent communication to assess the effectiveness of the strategies used to promote a positive work environment.

Next, check out this collection of books on company culture , this guide to creating a strong remote work culture and this list of ways to celebrate promotions .

We also have a guide on the matrix organizational structure and one on company culture committees .

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FAQ: Positive working environments

Here are answers to common questions about positive working environments.

What is a positive working environment?

A positive work environment occurs when employees experience contentment at work. The satisfaction arises from the presence of trust, collaboration, fairness, and respect. The factors that make up this positive environment include management support, employee engagement, and good corporate culture.

What are the qualities of a positive office environment?

The qualities of a positive environment may be physical or intangible.

The physical qualities of a positive office environment include

• Ergonomic workspace
• Ambient interiors
• Organized office plan
• Hygienic environment

The intangible qualities of a positive office atmosphere include

• Employee satisfaction
• Staff loyalty
• Employee empowerment
• Career growth

These qualities also act as qualitative measures of a positive office environment.

How do you create a positive work environment for employees?

Managers can create a positive work environment by focusing on different employees’ needs and meeting those needs. For instance,

• Encouraging teamwork and camaraderie for employees’ social needs
• Maintaining high hygiene and sanitation to meet staff’s physical needs
• Empowering staff to take up challenges for mental and capacity growth
• Giving praise and encouragement for emotional needs
• Providing training, development, and mentorship to meet career goals

Through a thorough evaluation of employee needs, leaders gain vast insight into improvement areas. Thus, the creation of a positive environment may vary with the different needs of the organizations.

Author: Grace He

People & Culture Director at teambuilding.com. Grace is the Director of People & Culture at teambuilding.com. She studied Industrial and Labor Relations at Cornell University, Information Science at East China Normal University and earned an MBA at Washington State University.

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People & Culture Director at teambuilding.com.

Grace is the Director of People & Culture at teambuilding.com. She studied Industrial and Labor Relations at Cornell University, Information Science at East China Normal University and earned an MBA at Washington State University.

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The Characteristics of a Positive Work Environment

Your work environment can have a positive or negative effect on your daily life. “Positive” work environments can be defined as those workplaces where there is trust, cooperation, safety, risk-taking support, accountability, and equity.

There are some abstract concepts when thinking about a positive work environment. You want to strive for shared purpose, values, and trust. However, there are practical ways you can start building a positive work environment immediately. Below are some concepts to consider and implement into your workplace.

What is trust? “Trust definitionally, is the willingness to rely on someone in a situation where you are vulnerable so it’s, in a sense, the absence of fear” (Weiss, 2018). When you are not scared, you feel like you can speak up. A positive work environment is a place where everyone is heard. Safety and equity are two important components of a positive work environment. In her interview with Dr. Michele Williams, Lydia Weiss talks about how psychological safety allows people to take risks and people can speak up which is part of a strategy for building trust. Dr. Williams talks about how inequitable treatment – e.g. penalizing women for engaging in flex schedules – can add a gendered aspect that creates a barrier to trust.

How the WorkLife Office assists employees and units build trust:

• Team building activities
• 1:1 Consultations for employees and supervisors
• Psychological Safety presentation
• Building Your Best Colleague presentation
• Boundaries and Safety at Work presentation

Cooperation

What is cooperation? The standard dictionary definition refers to cooperation as the act of people working together toward the same goal(s). Working together toward a goal, like collaborating on a project, requires a lot of communication. There is a big difference between the quantity and quality of communication in the workplace. It is important that you and your team members have a shared purpose. If you do not share the same purpose and values, then you might be talking about two different things, pursuing two different goals, and that leads to problems when communicating with team members. Agarwal (2018) describes some cooperative elements of a positive work environment:

• Institutional Level: Establish clear values for the organization
• Director Level: Create an inclusive work environment
• Project Leaders: Create clear goals and rewards for team members
• All Team Members: Foster collaboration and communication

How the WorkLife Office assists employees and units build cooperation:

• Presentations and workshops to help you build better teams and colleagues in many ways, at many different levels. You can find more information about these presentation or request a presentation.
• Campus and community connections through one-on-one consultations.

Positive Behaviors in the Workplace

How do you exhibit trust and cooperation in the workplace? It’s not as easy as it sounds. It is one thing to say you promote a positive work environment. It’s a bigger challenge to practice the behaviors each day. Burke (2017) outlines some ways you can start to build a positive work environment right now:

• Model positive and respectful behavior in your interactions – Be accountable, don’t play the blame game. Instead, take responsibility and risk being vulnerable, to encourage others to be honest and responsible. Encourage an environment where it’s okay to make mistakes and move forward.
• Show your gratitude and appreciation – Send a thank you note or say it during a meeting.
• Celebrate wins – Look for ways to celebrate whether it’s an employee birthday or recognizing a milestone or achieving a goal. Honoring wins and milestones improves morale by encouraging the person and showing team members that important events are noticed and praised.

Of course, those actions should be genuine and authentic. Those individual qualities should be within you. But, if you are still looking for ways to act out positivity, Geue (2018) outlines a few tips:

• Listen – Be open and encouraging to hearing other’s opinions, ideas and solutions without judgment. This encourages team members to speak up and feel heard and valued.
• Communicate often – Keep employees in the loop with frequent updates. This helps keep people connected and feeling part of the larger team. Provide regular feedback including constructive feedback and not just at performance review time. Employees want to know how they are doing along the way.
• Create clear goals – By creating goals and how each person is responsible for achieving them, it motivates and inspires an air of striving for betterment in the workplace.
• Foster collaboration and diversity – Teams are at their best when they are able to make the best use of their strengths and welcome different perspectives, ideas and opinions of their team members to extract the best solution or result.

Working in a positive work environment is great. There is a quote from Zig Zigler that says, “Positive thinking will let you do everything better than negative thinking will.” That can be applied to the workplace: A positive work environment will let you do everything better!

How the WorkLife Office assists employees and units build positivity in the workplace:

• Annual Outstanding
• Supervisor Award
• Annual Take Your Child to Work Day
• Annual WorkLife Office:
• Workplace Conference
• Grounding Strategies training
• How to Recognize and Minimize Burnout
• Wellbeing at Work Guide
• Towards a Respectful Workplace Website

Towards a Respectful Workplace Website and Guide

Visit the  Toward a Respectful Workplace website  for more information, resources, and a toolkit. The  Well-being at Work Guide  is also helpful.

• Agarwal, D. P. (2018, August 30). How To Create A Positive Workplace Culture. Forbes
• Burke, M. (2017, August 28). Creating A Positive Workplace Culture – A Little Kindness Goes A Long Way. Huffpost
• Cameron, E. S., & Cameron, K. (2017, May 08). Proof That Positive Work Cultures Are More Productive. Harvard Business Review
• Geue, P. E. (2018). Positive practices in the workplace: Impact on team climate, work engagement, and task performance. The Journal of Applied Behavioral Science, 54(3), 272-301
• Sakai, K. (2014, January 11). New Guide Offers Bold Ideas for Making Work “Work” During Challenging Economic Times and Spotlights Great Workplaces.
• Weiss, L. (fall 2018). Building Trust in Higher Education: An Interview with Dr. Michele Williams. Quarterly Review of Work-Life Policy and Practice, 1-13.
• https://www.berries.com/blog/positive-quotes

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What Makes a Great Workplace?

Many of my friends really dread their jobs. They complain about employers who treat them like machinery—there to churn out whatever is required of them, regardless of the cost to their motivation, creativity or personal health. Their bosses seem to expect that they work long hours and stay glued to cell phones at night, but then show little appreciation or, worse, micromanage them. No one likes it; but what alternatives are there when employers have deadlines to meet or products to develop?

Plenty, according to psychologist Ron Friedman. In his new book, The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace . Friedman, a psychologist and business consultant, distills decades of research on motivation, creativity, and performance to provide both business leaders and their employees with useful tips for restructuring work environments to increase innovation, efficiency, and even joy in the workplace.

Some of Friedman’s suggestions may come as a surprise for those not familiar with the science and can seem downright counterintuitive. For example, he suggests that companies wanting to be successful and on the cutting edge of innovation need to embrace failure in their employees. That’s right, failure. “Accepting failure doesn’t just make risk-taking easier,” he writes. “In a surprising number of instances, it’s the only reliable path to success.”

This idea comes from research on creativity showing that creative solutions most often come not from individual brilliance but from giving people the freedom try many different solutions to see which one works best. But, who can be a creative problem solver when stressed or when fearing retribution from a boss? We literally drain our brains of needed cognitive resources when we are in an anxiety-induced “fight or flight” mode. That’s why it behooves employers to give their employees permission to fail and to learn from their mistakes: it’s the path to innovation.

Friedman makes several other provocative suggestions for employers wanting to get ahead. For example, he suggests that they encourage employees to pursue outside interests on company time or to take frequent rests or even short naps on the job. Both of these have been shown help people to broaden their thinking and to make cognitive connections, which is important for innovation and job efficiency. And, for employees wanting to increase their work satisfaction, asking for more challenge and variety in job assignments or practicing gratitude can make a big difference in your happiness and productivity.

“Over time a continuous focus on what’s missing trains our minds to center on the negative,” writes Friedman. “But by taking a moment to redirect our attention to things that are going right…we restore a balance to our thinking that elevates our moods and prevents negative emotions like resentment, envy, and regret from creeping in.”

Additionally, he suggests that employers challenge employees without overwhelming them and empower them to find their own best approach to getting the job done (which may mean a flex schedule or working from home). And he provides employers tips for managing mood (important, since moods are contagious) and for thanking employees in ways that increase rather than kill motivation.

Overall, Friedman recommends fostering three things for better workplace environments: autonomy (employees having more control over their work), competence (employees having the tools they need to succeed), and relatedness (better social bonds at work). Though relatedness may be the most overlooked aspect of employee engagement, researchers who study predictors of productivity in the workplace have found that having a best friend at work has many benefits, including increasing employee focus, passion, and loyalty, and decreasing sick time and workplace accidents.

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Is your organization lacking gratitude? Read five ways to cultivate grateful at work .

Learn about a new program to increase compassion on the job.

Daniel Goleman explore why leaders need a triple focus .

How to encourage friendships at work? “Proximity, familiarity, similarity, and self-disclosure all play a role,” writes Friedman. “The trick is to create the conditions that naturally foster these elements and integrate them into the work environment.” He suggests employers pay for activities that bring workers together in a shared activity, such as attending a yoga class or working together on a community project, or create break rooms or other communal spaces so that this happens naturally.

But while our social networks are important to nurture, Friedman warns against encouraging workplace gossip, which can have detrimental impacts on a business. Though it might be tempting to simply outlaw gossip, Friedman suggests instead that employers try to use gossip as a way to understand what’s going on interpersonally at work. Gossip often suggests that someone is feeling powerless in a situation or needs help and encouragement to succeed, he writes, and employers would do well to role-model transparency and a willingness to listen rather than prohibiting gossip or, worse, engaging in it themselves.

Friedman’s main message is that workplaces have a lot of room for improvement, and that paying attention to what we’ve learned from the science is a good idea. The old factory model of workplace efficiency—where each worker cog in the system is expected to do what he’s told to do without an understanding of how he’s contributing or the power to control his efforts—is outdated in our information economy. Instead, employers need to find the ways that they can encourage their most important asset—their employees—and strategically foster greater workplace innovation, productivity, and harmony.

“When we provide employees; with the flexibility to succeed in both their personal and professional lives, we achieve more than an extraordinary workplace,” he writes. “We create an organization that performs at its very best.”

About the Author

Jill Suttie

Jill Suttie, Psy.D. , is Greater Good ’s former book review editor and now serves as a staff writer and contributing editor for the magazine. She received her doctorate of psychology from the University of San Francisco in 1998 and was a psychologist in private practice before coming to Greater Good .

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The importance of a healthy working environment

We will spend over 90,000 hours working in our life and whilst that seems like a lot of time - working in an environment which is neither healthy or helpful can make that time seem even longer and cause us significant harm.

We know that a happy employee is an engaged and productive employee, that’s why it can’t be underestimated about the importance of having a healthy working environment in business. From better staff retention to more profits on the bottom line, a healthy working environment is not only good for everyone working in the business, it is an essential part of business success.

In this guide we are going to take a closer look at what a healthy working environment looks like, an employer's duties and responsibilities, the benefits of a healthy working environment and how you can create one for your own business. 

What is a healthy working environment?

Put simply, a healthy working environment is a workplace where both management and employees work together to promote healthy actions and behaviours to keep everyone safe and well. The World Health Organisation characterised a healthy working environment as one in which “there is not only an absence of harmful conditions (that can cause injury and illness) but an abundance of health-promoting ones”.

There are quite a few factors that go into what makes a healthy work environment. There is the minimum physical space that is safe and clean — well sanitised, socially-distanced workspaces, clean air filters, etc. — but it goes beyond that, of course. 

A healthy workplace is one where employees thrive in their work projects and feel fulfilled while also staying physically and mentally healthy. They’re productive and feel supported, which leads to reduced absenteeism, illness, conflict, and, ultimately, turnover.

The Workplace Health, Safety and Welfare Regulations – which became law in 1993 – lay down minimum standards for workplaces and work in or near buildings. These regulations apply to most types of workplace except transport, construction sites and domestic premises. Workplaces must be suitable for all who work in them, including workers with any kind of disability.

However, there is a lot more about a healthy working environment that means more than compliance with health and safety regulations.

Employer’s duties and responsibilities

As we have just mentioned, there are the basic duties laid out by law which apply to employers and those who control non-domestic premises. 

Under law, employers must provide or carry out basic requirements such as:

• Deciding what could harm you in your job and take precautions to stop it.
• Explain how risks will be controlled and tell you who is responsible for this.
• Provide you with any equipment and protective clothing you need and ensure it is maintained.
• Provide first aid facilities.
• Record injuries, diseases and dangerous incidents at work and report these to the Health and Safety Executive where relevant.
• Provide any required training to ensure that work is being carried out safely.
• Have insurance that covers you in case you get ill or become injured at work.
• Work with anyone sharing the workplace or anyone who is providing employees (such as agency workers), so that everyone’s health and safety is protected.

Equally, employees also have health and safety responsibilities. This includes:

• To follow any training you have received when using equipment or materials your employer has given you.
• To take reasonable care of your own and other people’s health and safety.
• To cooperate with your employer on health and safety.
• To tell someone if you think the work or inadequate precautions are putting anyone’s health and safety at risk.

Whilst the basics must be covered by law, it is not unreasonable - especially for many businesses who are looking to do better than the bare minimum to go many steps further when it comes to a healthy working environment. There are many associated benefits of creating a healthy working environment and we are going to take a closer look at these in the next section. 

Benefits of a healthy working environment

A healthy working environment is beneficial to both the employees and the employers and as we have already touched upon, this can have a significant impact on the bottom line as well as protecting the mental health of your people. 

Here are just some of the other benefits of creating a healthy working environment:

• Ensures compliance with legislation
• Reduces in-work accidents and injuries.
• Promotes a positive company image and reputation
• Reduces stress and levels of illness in employees
• Promotes mental health
• Reduces staff turnover rates
• Boosts productivity
• Reduces absenteeism
• Encourages collaboration, support and sharing amongst staff
• Improves staff morale
• Enhances motivation
• Fosters creativity

Many of us will have experienced healthy working environments whilst many of us will have also experienced unhealthy or toxic working environments in our working life. The latter is easily identified by simply looking at how the staff are reacting to their workplace; office gossip, unengaged workers, zero communication and a lack of general camaraderie. 

These are red flags for any good manager, leader or HR professional who is trying to identify what the underlying issues in business performance can be. Of course, a healthy working environment provides a far happier space where employees have better mental health and are more likely to act as business advocates - which is great for brand reputation and recruitment.

How to create a healthy working environment

Whilst it is important - and legally required - to adhere to all health and safety recommendations, businesses must try to go that extra mile to provide a truly healthy working environment that’s both good for the workers and for the business. 

Creating a healthy working environment is achievable by taking some of the following steps:

• Provide a clean and comfortable workplace / office

Having a clean workplace is a great start. Make sure that desks are cleaned daily and that clutter is not an issue for staff. Provide training if necessary on the importance of keeping desks clutter free but importantly, work areas should be cleaned and clean on a daily basis. This will help to promote comfort and in turn will be more conducive to workspaces in promoting wellbeing. 

• Promote wellness

One clear change that has been made in recent years thanks to a global pandemic is how we look at wellness. From wearing masks to social distancing and even sanitising our hands and work areas on a daily basis - sometimes more than once! But wellness programs are also about getting your staff to think about their health and how the business can help support that. 

This could be from organising a flu shot campaign in the winter months to promoting office place yoga one day of the week. Wellness is an attitude or a behaviour that becomes a repeated idea and acted upon by the individual over time.  

• Identify what disparate employees want from their working environments

Of course, what works for one person may not be right for another (e.g. pop music playing in an office) so you have to understand what makes different employees work better in different environments. 

Be sure to take notice of likes and dislikes. It could be that some members of staff prefer sprint working hours - such as a selected time of day where they get to do an hour with no distractions and no meetings whilst others may require more time in group activities to ensure that the work is being done correctly. 

• Recognise and deal with bias in the workplace

Bias can lead to all sorts of problems in the workplace and can even cause legal issues, so being able to identify where bias can occur is essential. That’s why you can train to identify and deal with bias in your workplace. 

One of the key elements is to look for open communications to allow people to express their concerns. This could be in one-to-one meetings or in blind surveys so that there is no concern on who is raising the point. 

• Encourage mental health breaks

This is becoming more important than ever and being able to provide this kind of service is to the benefit of the employee and the employer. Being able to understand how to ‘turn off’ and relax away from work is something that should be encouraged for employees of all ages and years of experience. 

• Promote a healthy work / life balance

Much has been made of having a good work/life balance, and there is a reason for that, it’s because it really matters. Understanding that work is not the most important thing  in your life and finding balance with the things that bring happiness, relaxation and joy is an important part of the work/life journey. 

Not only is this healthy for the employee, it’s good for the employer. It means that you have a rounded member of staff that has interests outside of work and someone that is going to be more engaged with work when they’re in the office as well. 

• Recognise and reward all contributions

Something like a simple ‘thank you’ message from managers to workers or between workers - makes a big contribution to a healthy working environment. It’s not a big task, but a small gesture can make someone feel good about themselves and the work they do. 

• Encourage healthy eating

From providing fresh fruit in the office that everyone can enjoy and share to even giving staff cooking lessons as an office perk, the benefits of healthy eating are not underestimated and have shown to improve mental performance by over 82%! 

Improving your businesses working environment 

From better staff retention to impacting on the bottom line, the importance of a healthy working environment cannot and should not be underestimated. Whilst there are legal requirements to provide the bare essentials, businesses should go further to ensure that their teams have what they need to have the best kind of healthy working environment.

Thomas has a range of assessments and tools  to help businesses to identify members of staff who need to take a break and provide individuals with the chance to write and speak freely in surveys about working conditions. 

If you would like to learn more about Thomas tools, please speak to one of our team .

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82 Work Environment Essay Topics

🏆 best essay topics on work environment, 🔎 easy work environment research paper topics, 👍 good work environment research topics & essay examples, 🎓 most interesting work environment research titles.

• Ethical Theories in a Work Environment
• Responsibility in the Work Environment and at Home
• Employee Productivity and Working Environment
• Means of Creating a Healthy Work Environment
• Post-Pandemic Work Environment
• Parole Office’s Work Environment and Ethical Dilemma
• Listening Skills Importance in the Working Environment
• Ethics of Working Environment Ethics are a set of principles that are founded on work and diligence, which helps mould the character of the employees in the workplace.
• The Impact of the Work Environment on Management The work environment can significantly influence management decisions because the environment within an organization can either help or hinder decision-making.
• Leadership Behavior and Healthy Work Environments Leadership behaviors such as motivation significantly influence workers’ well-being, productivity, and the way they act.
• Organizational Requirements for a Dynamic Work Environment In the corporate world, it is important for a person to diversify their areas of expertise. Organizations require an intelligent person who can quickly adapt to a work environment.
• Stress Management in the Work Environment Stress has a severe negative effect on the mental and physical health of employees, and the boss should provide an appropriate system of protection.
• Work Environment and Organizational Culture The human resource department is tasked to ensure that all employees have the tools to complete tasks, work in a favorable environment, and growth-oriented culture.
• Medical Practitioner’s Work Environment and Ethical Dilemma The ethical dilemma of a medical practitioner is to reveal patient information about a situation that can affect or lead to harm of another patient or lead to the safety of another patient.
• Walmart Inc. Creating Better Work Environment Working in the retail industry involves significant tension and psychological pressure as trade formulates high competition.
• Aspects of the Nursing Work Environment The paper states that nurses have an ethical obligation to treat each patient with respect and dignity, regardless of the severity of the pandemic.
• Lack of Clear Roles as an Ineffective Working Environment A surgical facility is a bustling environment with regular, immediate demands that require competence and practical dispute-settlement skills to resolve numerous conflicts.
• Leadership Foundations in Current Work Environment Every organization is founded on the unity of teams and leaders and their cooperation, which results in efficiency and output.
• Cultivating Healthy Work Environments The investigation focuses on the issues of incivility, the importance of it to nursing, ways to create a healthy environment, and practical application of the strategies.
• Socialization Outside the Work Environment This research notes that socialization outside the work environment significantly contributes to personal growth.
• Revising Principles of Providing a High Standard and Safe Working Environment Currently, there is a call for a revisit to the current Fair Labor and Standards Act (FLSA) and Family and Medical Leave Act (FMLA) principles.
• Nursing Work Environment and Redundant Functions This paper will examine the functions such as hospital premises and toilets cleaning, which initially are not the responsibility of nurses, and another staff is to fulfill them.
• Cultural Work Environment: Impact of Cultural Diversity The US society has always been highly diverse in terms of culture. At present, the number of people having different backgrounds is growing at an unprecedented pace.
• Creativity in Individuals and Working Environment Creativity, vital for many modern jobs, can be promoted in both individual works and among an organization. Various ways can be implied to motivate workers to be more innovative.
• Creating a Healthy Work Environment: Employee Benefits Brochure The brochure emphasizes the core structural components that secure and regulate the work of nurses in the organization.
• Corporate Ethics in Work Environment Corporate ethics has different meanings to different people. Every organization formulates a set of rules, ethical programs, which define how its employees conduct themselves.
• Expert Systems in Work Environment This paper will seek to analyze how an expert system could be integrated in my work environment as a regional manager by trade.
• Organizational Culture and Inclusive Work Environment Understanding the structure of the cooperative, economic, and social ties between employees will allow the manager to outline the interests of employees.
• Employee Benefits in Today’s Work Environment Subsidized meals at the company will be appealing because they provide an immediate cost-saving benefit to the potential employee.
• Hoffmann-La Roche Ltd.’s Work Environment Leadership Hoffmann-La Roche is a subsidiary of the Swizz-based Roche Holding AG and operates under the agency of National Pharmacy L.L.C.
• Civil and Ethical Work Environments for Nurses This work examines the importance of leadership and accountability in the nursing workplace and considers how these contribute to maintaining a civil and ethical work.
• Best Buy Company and Result-Only Work Environment The paper discusses the approach to organizational change that the ROWE (Result-Only Work Environment) program illustrated on the example of Best Buy Company.
• Nurse Burnout and the Work Environment: Effects on Productivity
• Combating Drugs Within the Work Environment
• Improving Morale and Productivity in a Union-Based Work Environment
• Promoting Gender Inclusivity and Harassment-Free Work Environment
• Discouraging Bullying: The Role of Ethical Leadership and Its Effects on the Work Environment
• Women and Equal Employment Opportunity in Today’s Work Environment
• Managing Human Resources Work Environment Issues
• The Factors Affecting Employee Work Environment and Its Relation to Employee Productivity
• Creating and Maintaining High-Performance Work Environment
• The Role of Government in a Global Work Environment
• Employer Characteristics and Work Environment
• Hostile Work Environment: Closed Door Meetings Violate Company Policy
• The Need for a Flexible Work Environment
• Personal Values: Meaning and Value of the Work Environment
• The Changing Educators’ Work Environment in Contemporary Society
• Dental Assistance Work Environment and How Do They Work
• Motivation, Stress, and Communication in the Work Environment
• Critical Care Outcomes and Nurse Work Environment
• Retaining the Thin Blue Line: What Shapes Workers’ Willingness Not to Quit the Current Work Environment
• Virtual Work Environment Increases Employee Performance
• Human Resources and the Competitive Work Environment
• Political Behavior and the Way It Reflects the Work Environment
• Ethical Conduct and the Work Environment at Apple Inc.
• The Difference Between Two Forms of Sexual Harassment: Quid Pro Quo Harassment and Hostile Work Environment
• Customer Feedback and Work Environment
• Designing Work Environment for Better Decision Making
• Employee Relations and Work Environment Success
• Sexual Harassment in the Workplace and Its Impact on the Work Environment
• Job Satisfaction, Work Environment, and Relations With Managers in Britain
• Health and Safety in the Work Environment
• The Causes and Effects of Stress on Individuals in the Work Environment
• Social Work and Practice for an Effective Work Environment
• Nurse Work Environment, Job Satisfaction, and Turnover Rate
• Work-Life Balance: How Can We Achieve It Within the Work Environment?
• Professional, Ethical, and Privacy Issues in the Work Environment
• Important Component Needed for a Cohesive Work Environment
• The Five Critical Components of a Creative Work Environment
• Non-Discriminatory Work Environment
• Enhancing the Work Environment to Promote Wellness
• Relationship Between Satisfaction and Productivity in Work Environment
• Managing Workplace Bullying Experiences in Nursing: The Impact of the Work Environment
• Google’s Organizational Culture and Work Environment
• Intercultural Communication Issue Within a Work Environment
• Successful Learners and Their Effect on the Work Environment
• How Management Changes Created a Work Environment
• Manufacturing Equipment and Factory Work Environment
• The Benefits and the Future of Telecommuting: The Evolution of a New Work Environment
• Understanding the Managers Job and Work Environment
• Ethical Leadership and How to Create a Positive Work Environment
• Office Politics and the Work Environment

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These essay examples and topics on Work Environment were carefully selected by the StudyCorgi editorial team. They meet our highest standards in terms of grammar, punctuation, style, and fact accuracy. Please ensure you properly reference the materials if you’re using them to write your assignment.

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Ideal Work Environment

Professionals in many professions want the perfect workplace; this paper discusses the importance of creating such a workplace and the assignment’s goals. In today’s competitive employment environment, people want financial security and a workplace that promotes personal and professional progress while being ethical (Herrity 2021). Identifying and understanding the characteristics of an optimal work environment is crucial. Employee well-being, happiness, and productivity depend on a good work environment (W3C 2020). A well-designed workplace promotes business success by encouraging a unified culture and good management. This study examines the policies, behaviors, and ethics that create such an environment. It will also examine how diversity and inclusion affect organizational performance. By exploring these areas, we may learn about the perfect workplace.

Describe a great working environment

Description of the ideal work environment.

Walmart Warehouse: A Walmart warehouse was fast-paced and physically demanding. With tight schedules, efficiency, and productivity were vital (Herrity 2021). This job improved time management and collaboration, but also had drawbacks. The long hours, repeated duties, and physical strain made the job emotionally and physically exhausting. It was educational; however it needed a proper work-life balance and personal development possibilities.

Restaurant Cook: Restaurant cooking presented unique obstacles. The kitchen was fast-paced and required accuracy and rapid decisions. The fast-paced profession required long hours and little breaks. It improved cooking abilities and collaboration, but work-life balance was difficult (W3C 2020). Working late and on weekends in restaurants might affect personal life and well-being. The culinary experience was excellent; however, the work atmosphere might be better.

Current Position at Christian Health: I supervise dining and nutrition services at Christian Health, an institution I love. This employment differs from my prior ones and better fits my preferred work atmosphere. Christian Health’s workplace values community and employee well-being. The company promotes staff growth and learning. The workplace promotes cooperation and individual contributions, providing a happy and inclusive atmosphere that matches my ideal workplace.

Current Position at Christian Health

• Aspiring Department Director : My ideal workplace hinges on my goal of department directorship. I want to be part of a leadership team that develops clear organizational missions, objectives, and goals. My job would be to lead and empower my team, making them feel appreciated and driven. There would be chances to make strategic choices, affect organizational direction, and help the company succeed.
• Working Conditions : My ideal workplace prioritizes work-life balance. When feasible, flexible hours help people balance work and life. Ergonomic workplaces and mental and physical well-being programs would be implemented to promote staff health and comfort. These elements foster a healthy workplace.
• Salary and Advancement : A good workplace pays well and recognizes workers’ efforts. Career progression, skill development, and professional improvement should be evident. Employees might grow in the company with easy access to continuous education and training.
• Nature of the Work:  Work should be exciting and meaningful, allowing people to apply their talents and creativity. Employees should know how their job fits the company’s goal and vision. Team members should feel belonging and shared purpose via cooperation, open communication, and creativity.

According to my prior experiences and professional goals, an ideal work environment balances challenging and gratifying work, a strong sense of community, personal development possibilities, competitive salary, and employee well-being. Organizations must focus on employee development, effective leadership, and a culture that honors individual and collective contributions to create this perfect workplace (W3C, 2020). Such an atmosphere boosts employee happiness and company success.

Policies and Practices for a Cohesive Organizational Culture

Mission, Values : Organizational culture is built on a clear objective and fundamental principles that govern decision-making and conduct. Well-written mission statements provide workers with purpose and direction. A shared identity and commitment are created when workers can readily match their jobs with the organization’s goal and values. Regular communication and reminders of the purpose and values, including them in performance assessments, and utilizing them as a foundation for all organizational decision-making may reinforce these concepts. Emphasizing and integrating purpose and values into company culture helps workers feel like they belong, are motivated, and work together to achieve objectives.

Expected Goals : Setting shared objectives based on purpose and values helps build a cohesive culture. Goals should be explicit, quantifiable, and associated with the company’s purpose and strategy. Employees must understand how their efforts help achieve these objectives (Herrity 2021). Regular goal-setting meetings, performance measures connected to company objectives, and progress monitoring may help build unified goals. When workers can perceive a clear connection between their job and the company’s goals, it boosts their feeling of purpose and inspires cooperation to achieve them.

Hiring practices : Hiring practices shape company culture. Candidates should match the organization’s values and culture as well as their talents and credentials. Policies and procedures should encourage diversity and inclusion, ensure new personnel share fundamental values, and mission commitment (W3C 2020). Structured interview questions that measure cultural fit, reference checks, and interviewing existing workers may assist. By hiring people that fit the company’s culture from the start, firms may avoid team disputes and create a more peaceful workplace.

Community Engagement:  Building a unified company culture requires community involvement. An organization’s community involvement encourages social responsibility and builds employee ties. Volunteering, charity collaborations, and community event sponsorship are examples of community involvement policies. These events allow workers to work together outside of their typical duties, encouraging collaboration and camaraderie and promoting the company in the community. Community participation also promotes the idea that the firm is a force for good in society, giving workers a feeling of purpose outside of work.

Employee belonging and Value : A unified culture requires every employee to feel valued and connected. Policies and procedures should actively promote diversity, equality, and inclusiveness (W3C 2020). Anti-discrimination policies, diversity and inclusion training, and activities to honor diverse personnel may be used. Employee resource groups and mentoring programs may help workers connect, discuss, and feel appreciated. Embracing workers’ unique viewpoints and abilities creates a feeling of belonging, which motivates cooperation and collaboration.

Personal and Organizational Goal Commitment : Shared personal and corporate objectives form a coherent organizational culture. Policies and procedures should foster ongoing learning and development, giving staff chances to grow and learn (Herrity 2021). This commitment may be supported through performance reviews, feedback channels, and career development programs that match employee objectives with the company’s. The organization’s investment in workers’ personal development and achievement encourages them to strive for the organization’s objectives, producing a peaceful and goal-oriented workplace.

Discuss managerial behaviors that should be common in a great work environment

Great work environments depend on managers’ behavior and leadership. These people shape company culture and employee experiences. Several habits are essential for a happy workplace:

• Good Communication : Managers must communicate well. This involves effectively communicating facts and carefully listening to employee issues and comments. Honest, upfront communication builds trust and avoids misunderstandings (Herrity 2021). Two-way communication by managers makes workers feel heard and appreciated.
• Empowerment:  Giving workers job responsibilities and decision-making ability empowers them. This encourages initiative and innovation by giving workers ownership and authority. Empowerment improves morale and organizational problem-solving.
• Clear purpose, Vision, and Goals : Managers should define their teams’ or departments’ purpose and vision. Understanding the larger purpose and long-term objectives gives workers direction and significance. Managers must link their team’s goals to the company’s purpose so everyone recognizes their role.
• Caring About workers : Managers should care about their workers’ personal and professional well-being. This includes helping them improve professionally, expressing empathy in difficult circumstances, and providing growth chances (W3C 2020). Managers that care about their workers’ performance and satisfaction develop trust and loyalty.
• Recognition and Appreciation : Employees should be recognized for their work. Managers should constantly recognize and reward outstanding performance with bonuses or other recognition. Employee recognition stimulates and reinforces good conduct.
• Conflict Resolution : Conflicts are unavoidable, but how they are handled tremendously affects the workplace (Herrity 2021). Managers should be able to settle disagreements, resolve difficulties quickly, and foster a courteous workplace. Well-managed disagreements improve teamwork and production.

Ethics and Morality’s Impact on an Organization:

Morality and ethics shape an organization’s culture, reputation, and success. Organizational ethics shape how workers, customers, and stakeholders see and interact with the organization. Upholding ethical values builds trust and credibility, fostering long-term partnerships and a favorable image (Tamunomiebi & Ehior 2019). A corporation that follows ethical supply chain policies treats employees decently, preventing expensive issues and boycotts. Unethical actions, such as fraud or environmental violations, may result in legal issues, reputation damage, and financial losses.

Diversity and Inclusion’s Impact on an Organization

Today’s globalized world requires diversity and inclusion for business success. Diverse employees with different origins, cultures, and viewpoints help solve problems and provide new ideas. Inclusive workplaces enhance morale by making all workers feel appreciated and respected (Tamunomiebi & Ehior 2019). Diverse recruiting techniques allow organizations to access a larger talent pool, giving them a competitive advantage. Employee engagement and company culture improve in inclusive firms.

The Interplay Between Ethics/Morality and Diversity

Ethics/morality and diversity matter. Ethical companies treat all workers equally, regardless of origin or identity. Workplace discrimination is unethical, illegal, and damaging to the company’s image (Tamunomiebi & Ehior 2019). A corporation that discriminates based on gender or race may suffer litigation, public criticism, and brand harm. Ethical companies are more likely to adopt diversity and inclusion policies, giving all workers equal growth and development chances.

In conclusion, today’s professional landscape demands an optimum work atmosphere. This study has studied what makes an excellent workplace, beginning with former job experiences at Walmart Warehouse, as a restaurant chef, and at Christian Health. These experiences have illuminated the ideal work environment, including working conditions, promotion prospects, and job itself. Additionally, the research examined the policies, procedures, and management behaviors that foster a unified corporate culture and an empowering workplace. A successful workplace requires effective communication, employee empowerment, a clear goal and vision, and employee growth and well-being. The topic of ethics, morality, and diversity also stressed the importance of ethical decision-making and organizational diversity and inclusion. This article emphasizes the importance of a well-designed work environment that benefits individuals and fosters company success. Creating and sustaining such an atmosphere is essential for those seeking professional success and organizational success.

• Herrity, J. 2021, June 10.  Positive Working Environment: Definition and Characteristics . Indeed Career Guide. https://www.indeed.com/career-advice/career-development/positive-working-environment
• Tamunomiebi, M. D., & Ehior, I. E. 2019. Diversity and Ethical Issues in the Organizations.  International Journal of Academic Research in Business and Social Sciences ,  9 (2), 839–864. https://doi.org/10.6007/ijarbss/v9-i2/5620
• W3C. 2020.  Positive Work Environment at W3C: Code of Ethics and Professional Conduct . Www.w3.org. https://www.w3.org/Consortium/cepc/

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Effective Working Environment Essay

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Introduction

Recruitment of employees, training of workers, organization of employees, collective decision-making, motivation of workers, ensuring accountability, legal issues in management of workers.

The success of any company depends on the ability of its human resources to implement its goals. Today, many companies are striving to achieve their goals by hiring competent staff and motivating them to execute their tasks (Wheelan 2012, p. 23).

It is difficult for many companies to develop an efficient working environment because they do not have proper strategies (Lawler & Boudreau 2012, p. 59). Therefore, managers have a significant role in creating an efficient working environment. This report discusses issues to be considered when developing an effective working environment.

Recruitment is an important aspect of human resource administration. It plays a crucial role in shaping the effectiveness of an organization because it facilitates the selection of appropriate human resources. Competent workers usually contribute to efficiency in business.

Thus, recruitment of qualified personnel is the first important task in creating an efficient working environment (Lawler & Boudreau 2012, pp. 89-90). A company should consider the following when hiring new workers. Job applicants must have relevant skills needed by an organization. They should also have enough experience.

In this case, a web development agency plans to hire fifteen employees to boost its workforce. It requires workers with the following qualifications. First, candidates should have adequate experience in computer science and web development skills. Second, they should have good communication skills. Third, they should be able to demonstrate creativity in web development activities.

The orientation of new employees leads to an efficient working environment because of the following reasons. First, it enables workers to learn the goals, products, and rules of an organization (Lawler & Boudreau 2012, pp. 112-113). Therefore, orientation mitigates expenses and losses that can be incurred due to lack of orientation. Second, it enables employees to know their responsibilities, compensation, and benefits. Third, new workers can be taught occupation health and safety measures during an orientation program (Lawler & Boudreau 2012, pp. 98-99).

After recruiting fifteen employees, this company will organize an orientation program. In the first phase of the orientation, the recruits will be taught organizational goals and policies to make them conversant with the rules of the company.

Second, they will be informed about their terms of service and remuneration. In the second phase of the orientation, the new employees will be taught various skills in web development. They will be informed about the current projects that this company is planning to implement. Also, they will be sensitized on safety measures at the workplace.

At present, managers are encouraging employees to work in groups to improve their level of productivity. Research findings indicate that most companies in the US and Europe use teams to facilitate the implementation of their goals (Cherrington 2012, pp. 141-142).

Nonetheless, team-building initiatives often fail in many organizations because of the following reasons. First, many companies often hire external consultants to facilitate team-building activities. Unfortunately, they often fail to achieve their objectives since they are unaware of the characteristics of workers in a given company (Cherrington 2012, pp. 144-145).

Second, many organizations often ignore the crucial role of administrators in team-building activities (Lawler & Boudreau 2012, p. 180). Indeed, managers play a significant role in sustaining teamwork. Managers should ensure that teamwork is a continuous process in a company. Consequently, team-building activities should be one of the primary roles of managers. External consultants should not deal with team-building activities in an organization (Wheelan 2012, p. 123).

In this company, the fifteen new employees will be divided into three groups, each comprising five individuals. Each group will have a supervisor who will oversee the implementation of various tasks assigned to them. Team supervisors will be reporting to the project manager regularly.

The project manager will facilitate teamwork by working closely with employees. The project manager will ensure that the three groups deal with interdependent tasks, which will make them consult each other regularly. The project manager will also involve employees in problem-solving activities. All these strategies will foster teamwork in the company.

Employees should be involved in all aspects of an organization. For instance, they should be allowed to participate in decision-making activities. Collective decision-making creates a good relationship among employees (Cherrington 2012, pp. 136-137). Hence, it encourages commitment to the implementation of decisions of a company.

Moreover, collective decision-making facilitates the sharing of ideas and skills. Thus, it contributes to the development of new ideas. For example, “involving employees in decision-making processes can help identify potential managerial talent, which could help grow the organization in the future” (Cherrington 2012, pp. 138-139). In this company, the input of employees will be taken into consideration during the decision-making process.

Managers can create an efficient working environment by motivating workers through various mechanisms. Motivation encourages workers to perform their duties efficiently. A human resource administrator can motivate employees through the following mechanisms (Cherrington 2012, pp. 185-186). Proper communication is often ignored in many companies, but it is significant. Therefore, managers should communicate properly with workers.

They should listen to workers and appreciate their views (Wheelan 2012, p. 133-134). Moreover, there should be a clear-cut communication channel through which workers can express their concerns to administrators (Cherrington 2012, pp. 188-189). Managers should sometimes have informal conversations with workers to make them feel comfortable and motivated to execute their tasks (Armstrong 2006, pp. 45-46).

Rewarding good performance is a crucial method of motivating workers to maintain a high level of performance. Extrinsic rewards such as promotion, salary increment, and gifts can be used to motivate workers (Cherrington 2012, p. 292). Moreover, workers can be motivated through intrinsic rewards such as appreciation of their efforts and achievements. Moreover, every worker has professional ambitions. Thus, employers should support the professional development of employees (Armstrong 2006, pp. 78-79).

The new employees will spend a lot of time working on various projects. Therefore, the project manager will create an enjoyable atmosphere in the office. The physical working environment will be made effective as follows. The project manager will ensure that each group of employees has a comfortable workstation.

The company will provide necessary office equipment and tools to facilitate the implementation of various activities. The project manager will determine the appropriate motivation to be used in a particular situation. Therefore, the project manager will reward excellent performance extrinsically and intrinsically. The new employees will be motivated through regular training programs. Employees with good performance will be promoted to senior positions. Also, they will be given an annual salary increments.

Managers should hold workers responsible for their output. Once a human resource administrator has created an effective workforce, he or she should ensure that the workers maintain a high level of productivity (Bechet 2008, pp. 157-158). A human resource administrator should develop various mechanisms for evaluating the performance of employees. Proper evaluation facilitates the improvement of the work plan. It also helps in designing training programs and allocation of resources.

Moreover, managers should reinforce productive actions and discourage unproductive behavior. “Positive reinforcement involves offering recognition for accomplishments, attitudes, and practices that contribute to an effective workplace.” (Bechet 2008, pp. 167-168). In this company, the project manager will regularly evaluate the performance of the employees at both individual and groups levels.

Managers should understand essential legal principles, which influence the activities of human resources (Mathis & Jackson 2010, pp. 124-125). For example, human resource administrators should understand the legal relationship between a company and its workers. Thus, workers should be subjected to proper working conditions. For example, they should be compensated for any extra work they do. Occupational wellbeing and security measures will be taken into consideration in this company.

This essay has revealed that an effective working environment can be developed through various strategies. Therefore, a company should recruit competent workers to facilitate proper implementation of its objectives. The orientation of workers should be conducted properly to avoid unnecessary misunderstanding of company rules. Workers should be involved in decision-making activities to facilitate the development and sharing of ideas.

Managers should not ignore the motivation of workers because it facilitates the creation of an efficient working environment. Therefore, a company should ensure that all its workers are properly motivated to work hard. Workers should be motivated through various mechanisms because every employee has his preferences. Last, accompany should adhere to employment guidelines stipulated in the constitution. Proper implementation of all these factors contributes to an effective working environment.

Armstrong, M. 2006, A Handbook of Human Resource Management Practice, Kogan Page Publishers, London.

Bechet, T. 2008, Strategic Staffing: A Comprehensive System for Effective Workforce Planning, Sage, New York.

Cherrington, D. 2012, Creating Effective Organizations, Wiley, New York.

Lawler, E. & Boudreau J. 2012, Effective Human Resource Management: A Global Analysis, Stanford Business Books, London.

Mathis, R. & Jackson J. 2010, Human Resource Management, Oxford University Press, Oxford.

Wheelan, S. 2012, Creating Effective Teams: A Guide for Members and Leaders, Sage, New York.

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THE IMPACT OF WORK ENVIRONMENT ON EMPLOYEES PERFORMANCE

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Impact of Employees' Workplace Environment on Employees' Performance: A Multi-Mediation Model

Gu zhenjing.

1 Institute for Cultural Industries, Shenzhen University, Shenzhen, China

Supat Chupradit

2 Department of Occupational Therapy, Faculty of Associated Medical Sciences, Chiang Mai University, Chiang Mai, Thailand

3 Program in Leisure Industry Management, Commercial College, Chinese Culture University, Taipei City, Taiwan

Abdelmohsen A. Nassani

4 Department of Management, College of Business Administration, King Saud University, Riyadh, Saudi Arabia

Mohamed Haffar

5 Department of Management, Birmingham Business School, University of Birmingham, Birmingham, United Kingdom

Associated Data

The original contributions presented in the study are included in the article/supplementary material, further inquiries can be directed to the corresponding author/s.

This study examined the impact of workplace environment on employee task performance under the mediating role of employee commitment and achievement-striving ability. For this purpose, data were collected from the academic staff under a cross-sectional research design, and they were approached through convenience sampling technique. As per recommendations of established sample size criteria, we distributed a sum of 420 questionnaires among the respondents. Among these distributed questionnaires, only 330 were received back. The returned questionnaires were checked for missing and incomplete responses and after discarding the missing responses useable responses were 314 which were used for the data analysis. Data had been analyzed through structural equation modeling (SEM) by using Smart PLS 3. The SEM was done based on measurement models and structural models. The results indicated that a positive work environment had the power to improve employee performance. Similarly, a positive work environment also improved the employee commitment level and achievement-striving ability significantly. Both employee commitment and achievement-striving ability also improved employee performance. While in the case of mediation, it had also been observed that workplace environment triggered employee commitment and employee achievement-striving ability which further improved employee performance.

Introduction

According to the assumptions of human resource management (HRM), improved performance is accomplished through the employees of the organization. Employees are thus viewed as a valuable asset to every firm to improve performance ( 1 ). Before the last decades of the 20th century, the performance was viewed as the result of a mix of aptitude and motivation when given adequate resources, and therefore motivating people became an important aspect of most management. Whenever human resource (HR) is used to its greatest capacity, a business may attain limitless productivity, efficiency, and performance. All employees may not work in the same way since they have distinct working styles. Some personnel have the greatest potential regardless of the reward, whereas others benefit from a boost now and again ( 2 , 3 ). The employees' performances are determined by their willingness and openness to complete their jobs. Furthermore, if employees are willing and open to accomplish their jobs, it is possible that their productivity will grow, which will contribute to improved performance ( 4 ).

Employees, equipment, and supplies, on the other hand, must be provided with the required resources to perform, independent of their talents and expertise ( 5 ). “Performance appraisal impacts directly onto highly emotional tasks in professional life, judgment of a person's commitment, and competence,” ( 6 ). According to several academics, implementing a well-defined framework for analyzing employee performance is critical to a company's successful operation ( 7 ). The major difficulty for businesses, according to ( 8 ), has been focused on improving the performance of employees efficiently so that their authenticity remains on top. In other sense, how can businesses use performance evaluation procedures to increase their capacity to discern “excellent” employees (those who perform well) from “poor” employees? Furthermore, according to ( 9 ), many crucial variables in the study and implementation of a performance assessment model are still missed, which may explain why there is not currently an integrated approach for assessing employee performance.

The physical and behavioral aspects are the two facets of a healthy working climate. The prior refers to the factors which are linked with the ability of employees to remain physically associated to their workplaces. while the etiquettes of office bearers are influenced by the behavioral aspects of the environment, the workplace environment plays an important role in shaping behaviors of employees individually. Consequently, employees' motivation to work hard, their efficiency and performance are shaped by the influence of the quality of the workplace. Worker' levels of willingness to keep motivated, creative, engaged with colleagues, and loyal to job are all influenced by the factors of workplace environment ( 10 ). According to some researchers, this feature of relatedness with workplace environment have mixed beneficial and adverse impacts ( 11 ).

The majority of the workplace environments in developing countries are not up to the mark. Unfortunately, most firms consider a safe and healthy work environment to be an unnecessary expenditure and do not invest heavily in sustaining a comfortable working environment ( 12 ). For sustainable development, it is vital for any firm to have dedicated employees who are committed to their goals. When people work in groups, there is a possibility that they may behave as if they are entrepreneurs, so every group member engages in as many tasks as possible to demonstrate that he/she is the most promising person in the group. Employee commitment levels boost employee performance in firms which enhance their commitment levels. Previously, firms have given their employees job security to boost their dedication to the firm and efficiency ( 13 ). Employee performance is tied to employee commitment. Few academics have argued that each commitment element's psychological status varies from one worker to another ( 14 ).

It is supposed that affective commitment as well as employee performance have a positive relationship, suggesting that workers have a belief that their companies would be treating them positively (i.e., fair rehabilitation, involvement in choice determination) could boost interpersonal loyalty of them to the organization and, consequently, enhance their effectiveness ( 15 ). Moreover, the workers with a high sense of commitment to the company's goals feel a strong sense of ownership over their responsibilities, while the employees with a lower level of commitment to the company's targets feel no such obligation. Certain research indicates that normative commitment and performance of employees have a negative relationship ( 16 ). Employees who have a higher level of organizational commitment find themselves “stuck” in situations where they have little option to quit the organization even if they do not really want to stay. As a result, individuals take their jobs in a less serious manner, and their production suffers ( 16 ).

Eudemonia refers to working for and achieving job-related goals, as well as realizing one's maximum potential, and is based on the philosophy of eudemonia drive (i.e., achievement striving). Achievement striving, according to the notion, indicates employees' motivation to take action toward personal greatness ( 17 ). On the one hand, the social contact motivates accomplishment seeking by facilitating currently operating and combining for the purpose of fostering creativity and accomplishing work objectives. Achievement striving, on the other hand, is a performance-oriented aim that has a beneficial impact on staff performance ( 17 ). Employees are more likely to strive for an outstanding performance if they have a strong accomplishment drive. Employees who have meaningful social connections at work are more likely to be motivated to complete the assignments on time (i.e., achievement striving) ( 18 ).

Employees' performance has been evaluated before in different business sectors, leaving behind the gap for a specific sector's evaluation. Moreover, different firm level environmental factors along with job-related factors have been evaluated with specific mediation of employee-related factors such as motivation, adaptability, flexibility, proactivity, skill level, and commitment for evaluating the employees' performance ( 19 ). This kind of evaluation left a gap for assessing the specific mediating role of employees' commitment between their workplace environment and performance. Therefore, we utilized the employees' commitment as a potential mediator between employees' workplace environment and employees' performance. Similarly, the role of achievement-striving ability has been utilized as mediator previously along with occupational commitment between social interaction and job performance ( 18 ) leaving a gap for evaluating the impact of achievement-striving ability between workplace environment and employees' performance. Therefore, this study was designed to evaluate the mediating roles of employees' commitment and achievement-striving ability.

The impact of employee workplace environment has been studied previously for the evaluation of performance of the employees at different organizational levels but has not been studied among employees of the academic institutes therefore, it posed some questions to address whether it has any impact on the performance of employees of academic institutes or not. The question stated that what role could employee commitment and achievement striving ability of employees could play in the context of academic institute job performance of employees? To answer these questions, this study focused on evaluating the impact of the workplace environment of employees on their performance. The multi-mediation analysis was also carried out in this study to evaluate the aiding role of employees' commitment and achievement-striving ability of employees between workplace environment of employees and their performance.

Theoretical and Hypothesis Support

Employee performance is achieved through the organization's employees, according to HR management theory ( 20 ). To increase the performance, employees are thus considered as a vital asset in any company. Previous to the later decades of the 20th century, performance was considered as a combination of ability and motivation when given sufficient resources, and therefore motivating people, became a key element of the most of the management practices ( 21 ). When HR is employed to its full potential, a company may achieve unattainable levels of production, efficiency, as well as performance ( 22 ). So, this study gets motivation from HR management theory for evaluating the performance of employees.

The willingness as well as openness of employees to fulfill their work determines their performance. Furthermore, if employees are enthusiastic and motivated to accomplish their jobs, their performance is likely to improve, contributing to increased productivity ( 23 ). All this could be achieved under the premises of HRM theory. This study also gets a support from the theory of ecological systems. This theory is also known as “individual theory.” According to this theory, people in a specific environment have a dynamic relationship with their social, physiological, and physical environments. This theory also states that the workplace environments are inter-related in which the job settings are connected with each other and have an effect on activities at workplace in terms of context, time and processes ( 24 ). This theory underpins the importance of environment at workplace for the workers and individuals involved in organizational processes.

Once employees get a favorable working environment, then they become more dedicated to their assigned tasks which ultimately improves their performance. So, the ecological systems theory has a lot to offer to shape up the workplace environment. This study also gets support from social exchange theory in which favorable workplace environment provides a sort of motivation to the employees to work better. Such motivational activities in organizations take place having background support of some exchanges socially. The process of social exchange takes place between an organization and its workers indicating that the organization recognizes the contributions of its employees and ensures that they are well-cared for ( 25 ). This theory provided the basis for understanding the effect of employee performance in the context of the workplace environment.

Employees, in return, do their best to achieve the targets set by their organizations and they perform better in a given favorable working environment. Thus, a social exchange is in practice for this study. Social exchange theory also provides a basis for employees' commitment as if the workplace environment is favorable and suitable, it develops a sense of trust for the organization among the employees. The employees in exchange show more commitment toward the set targets of the organization. This trust is built as a consequence of management support, and as a result, employees are motivated, which aids in the development of a good attitude toward work, and employee commitment is increased, resulting in improved performance ( 26 ). A combination of these theories for evaluating the employees' performance has also been studied before and provided a basis for the conduct of this study.

Relationship of Employee Workplace Environment With Employees' Performance

Employees spend a major considerable amount of time at work, and their working environment has an impact on their performance in integrated ways ( 27 ). Employees who are satisfied with their work environment are more likely to have positive work output. A previous study has revealed that factors which shape up the workplace environment show their impact on the performance of employees ( 28 ). They also proposed that future studies on this kind of relationships referring to workplace environment and evaluation of performance could be conducted. A few scholars also encouraged future researchers to conduct comparison studies on private and public organizational levels for impact of workplace environments be on employee' performance ( 29 ). The researchers observed that the workplace environment is crucial since staff can work more efficiently doing their jobs in a nice workplace, which leads to higher employees' performance and organization output.

The terms “appealing climate” or “supportive atmosphere” refers to a situation which draws people and motivates them to work by giving them possibilities to accomplish ( 30 ). Workers are more willing to integrate their extraordinary use of skills, abilities, and knowledge to achieve success in a welcoming and supportive workplace environment. Employees will be motivated for a number of reasons to accomplish optimal performance and productivity inside a firm; such motivations could be endogenous or exogenous ( 31 ). Endogenous motivations help in accomplishing certain difficult tasks and exogenous motivations are the reward which are given in terms of the acknowledgments and the advanced salaries ( 31 ).

Another appropriate workplace strategy is to motivate employees to set their goals. Employees' performance improves as a result of this type of incentive program, and the productivity of the company rises ( 32 ). Goal setting serves two main functions as follows: First, to improve the behaviors of the individuals; second, to motivate them to work so that they can work effectively and efficiently ( 33 ). Generalized objectives are less successful than a particular aim. Furthermore, in contrast to an achievable objective, excellent performance is attained through hard goals. Based on the strategies of providing a better workplace environment to the employees, a few empirical investigations have been done in recent past in different contexts. These studies hinted to explore this kind of relationship even further for establishing this association as a set parameter in achieving improved employees' performance. Therefore, we suggested the hypothesis as given in the following:

H1: Employee workplace environment has positive and significant effect on employees' performance.

Impact of Employee Workplace Environment on Employees' Commitment

According to prior study, the employees' working atmosphere in the firm is vital and also has a significant impact on employees in a variety of aspects ( 34 ). If the working environment fails to attract employees and they have a bad perception of many workplace aspects such as sick leave, performance, mental illness, and performance, their demand will ultimately be lowered to a low level, impacting the institution's growth and productivity ( 35 ). Employee commitment to the workplace, innovation, efficiency, commitment, and financial wellbeing all benefit from a nice, secure, and reliable workplace, all of which affect the institution's development ( 36 ).

When employees work in groups, the individuals behave as if they are entrepreneurs, and every person in the group engages in as many events as possible to demonstrate how he or she is the brightest in the group. Worker level of commitment boost employee productivity in firms which improve their levels of commitment. Companies have traditionally offered job protection to the workers to boost their loyalty toward the company and performance. Employee performance is linked to employee commitment, which has three facets (affective commitment, continued commitment, and normative commitment). It was previously established that the office atmosphere had a favorable influence on workers' commitment to perform ( 37 ). As a result of this literature support, we hypothesized the following:

H2: Employee workplace environment significantly affects employees' commitment.

Impact of Employee Workplace Environment on Employees' Achievement-Striving Ability

One of the most critical factors influencing employee performance in an organization is the working environment. In today's competitive corporate world, monetary benefits are insufficient to motivate employees to reach better levels of performance levels ( 38 ). A mix of monetary and non-monetary rewards, on the other hand, is more effective better levels of employee performance, which results in increasing of achievement aims of the company for an instance, and it was observed that the employees of certain sector of companies wanted a pleasant, relaxing environment, and to achieve a higher degree of performance, a cooperative working atmosphere is required.

Billings noted that the employees are the focus of organizational decisions as they are present at their workplaces most of the day ( 39 ). In contemporary organizations, justice is not always administered through the equal distribution of employment resources as well as the provision of clear and acceptable explanations for choices taken, and employees are not always treated with dignity and respect throughout policy and procedure execution ( 40 ). This leads to a worse workplace environment while, it is proven that a better workplace environment is always suitable in achieving something good for the organizations. Achievement striving is totally the drive for achieving the targeted goals by the employees. The employees who are more targeted toward the goals are more productive in terms of their performance ( 18 ). In this way, if employees are given suitable workplace environment, then it could initiate achievement-striving ability in employees. So, based on this possible logic, we devised the following hypothesis:

H3: Employee workplace environment significantly affects employees' achievement-striving ability.

Mediation Between Workplace Environment and Employees' Performance

The performance of employees is a popular issue, and this is influenced in a range of ways by the workplace. Behavioral and physical features of a typical working environment are critical. All components which are linked to an employee's ability to physically engage with the workplace are referred to as the physical setting ( 41 ). While behavioral environmental components relate workplace occupants' etiquettes with one another. The workplace atmosphere has a positive impact on individual employee behavior ( 42 ). Consequently, workplace environment quality has a significant impact on workers and their motivation, enthusiasm, creativity, and efficiency. Work motivation, innovative behavior, attendance, colleagues' engagement, and career management are all influenced by how strongly they are connected to a company ( 43 ).

Depending on the physical circumstances in the workplace, it might have a beneficial or harmful impact. The majority of the working environment in underdeveloped nations is insecure and dangerous. However, most businesses consider a safe and healthy work atmosphere to be an absolute waste of money and therefore do not invest extensively in keeping it in good shape ( 44 ). Employees working in an unstable and unhealthy atmosphere, putting them at risk for occupational sickness related to the adverse effects of the environment on their productivity, which has an impact on the organization's total productivity ( 45 ). Employees are dealing with serious environmental issues at work, particularly in the software business, which makes it difficult to provide necessary amenities to improve their performance level ( 46 ).

Scholars recently examined software house workers' performance in the presence of physical and behavioral workplace ambient variables ( 47 ). As a result, this study's major goal is to analyze and evaluate the factors of the working as well as behavioral environment that influence employee performance. To accomplish the given task of evaluating the impact of the workplace environment of employees' performance, there was a dire need to find the facilitators who could boost the relationship of workplace environment and employees' performance. Based on this need, employee's commitment and achievement-striving ability of employees, which are discussed in previous section, are used as mediators of this study. So, we proposed the following hypothesis (see Figure 1 ).

Conceptual framework.

H4: Employee commitment significantly mediates the relationship between employee workplace environment and employee performance.

H5: Achievement striving significantly mediates the relationship between employee workplace environment and employee performance.

Research Methods

This study used a cross-sectional research design to collect data from the participants. This research design was commonly used in survey research and previously the researchers have used cross-sectional research design in their studies ( 48 , 49 ). This study design was most suitable to our aim of the study which was to investigate the impact of the workplace environment on employee performance. So, we had obtained the perception of the respondents through a cross-sectional research design. In this regard, teachers from the academic institutes were approached. The respondents in this study were selected based on previous studies, where academic teaching staff were approached for data collection to study the impact of workplace environment ( 50 ). Before approaching the academic teaching staff for data collection, we sought formal approval from the administration.

After getting approval from the administration, we contacted the teaching staff according to the list provided by the academic institutes. Moreover, before asking the respondents to provide their feedback, we ensured them regarding data confidentiality and their written informed consent was obtained. Additionally, to increase their motivation in the study, we offered chocolates to the respondent with the questionnaire, so that they could fill out the survey questionnaire with motivation. Before distributing questionnaires to the respondents, a suitable sample size was determined and the criteria regarding setting a reasonable sample size were consulted. In this regard, the widely used and accepted criteria for sample size devised by the study in ( 51 ), and previously used by various researchers, were followed ( 52 ).

Thus, as per the recommendations of this sample size criteria, we distributed a sum of 420 questionnaires among the respondents and of these distributed questionnaires, only 330 were received back. The returned questionnaires were checked for missing and incomplete responses and after discarding the missing responses 314 were retained. Additionally, we have employed Smart PLS software, which handles the small sample size very comfortably, so the issue of sample size does not raise any question in this study ( 53 ).

Owing to the cross-sectional nature of the study, it was likely to encounter common method bias in this study. We employed several techniques to reduce the issue of common method bias, we interchanged the place of the scales and items in the questionnaires, so that respondents could not develop a correlation among the study constructs while reporting the responses. This helped us to reduce common method biases ( 54 , 55 ).

Demographic Characteristics

The first section of the questionnaires dealt with demographic characteristics related to qualification, gender, and teaching experience. From the perspective of qualification, respondents were mostly with 18 years of education and 16 years of education; however, the percentage of 18 years education among respondents was high (90%). Second, the distribution of the respondents according to gender's perspective was almost equal [i.e., 54% (male) and 46% (female)]. While most of the teaching staff were employed in service with experience of more than 3 years, very few have <1 year of experience.

Instrument Development

We followed a five-point Likert scale to collect the data for all exogenous and endogenous constructs ranging from five to one on a description of strongly agree to strongly disagree. The independent variable in this study (workplace environment) is measured through 10 items. The one-dimension of the environment (hedonic environment) is used in this study, which denotes the positive side of the workplace environment. Sample items for this scale include, “The transparency of rules in my institution is making my work easier,” and “My company is a positive workplace.” This scale is used in a recent study ( 50 ). This scale contains reverse coded questions, and we have also used these reverse coded questions to restrict the respondents from providing monotonic responses. The outcome variable in this study, employee performance is measured through six-items scale covering the perception of employees' task performance. This scale is developed by Koopmans et al. ( 56 ). The sample items for this scale include, “I kept in mind the results that I have to achieve in my work.” Although in previous studies ( 50 ), another dimension of employee performance has also been used such as contextual and counterproductive work behavior. However, we have used task performance as a measure to assess the response regarding employee performance which denotes it well.

Employee commitment is assessed based on six items-based scale of affective commitment developed by a research team ( 57 ) with sample item, “I would be happy to work at my organization until I retire.” While the second mediating variable, achievement-striving ability is assessed based on a scale developed by in a study ( 58 ) with five-items scale. A sample item for this scale, includes, “I am a very determined person when it comes to my job.”

Assessment of Measurement and Structural Model

We have employed a multi-variate data analysis tool in this study to test the hypotheses through structural equation modeling (SEM). For this purpose, the most commonly used partial least square (PLS) approach through Smart PLS was used ( 59 ). This software deals very well with the complex nature of research frameworks/models ( 60 ). In addition to this, smart PLS has good predicting capability even with a small sample size and it deals with small sample size very well. Lastly, it does deal better with the non-normal data and the issue of normality is handled by Smart PLS very well. Assessment of SEM is based on two approaches/methods, the first one is based on the measurement model while the second one is based on structural model ( 61 ).

Table 1 illustrates the reliability and validity of the study constructs, based on the assessment of the measurement model. At this stage of reliability and validity of the study, the model has been confirmed. For the issue of reliability, the first measure in this regard that is used is Cronbach Alpha or is termed as alpha. The minimum acceptable value for this indicator of reliability is 0.60 ( 60 , 62 ). Alpha statistics have been found statistically high above this benchmark; for instance, the alpha value for the construct, workplace environment is 0.929, for employee performance it is 0.745, for achievement-striving ability it is 0.839 and for employee commitment, it is 0.893. Thus, all the constructs possess good alpha reliability. Similarly, the second measure of reliability (rho-A) is also within the acceptable range (>0.60). The value of Rho-A for the workplace environment is 0.939, for the employee performance is 0.768, for the achievement-striving ability is 0.877, and for the employee commitment is 0.925. Thus, the second measure of reliability is also met. The third measure of reliability is based on composite reliability, which also shows a good level. The values for composite reliability are within a range of 0.830–0.941, illustrating good composite reliability.

Reliability and validity of the study constructs.

In the case of validity, it has been tested through average variance extracted (AVE) and it has been found that the AVE of the respective constructs is greater than the threshold limits of the acceptable range (≥0.50). All the study constructs possess greater AVE values (≥0.50) which indicate that the convergent validity has been established ( 63 ) as illustrated through Table 1 . The AVE values range between 0.551 and 0.663.

The second measure to assess the convergent validity is outer loadings ( Figure 2 ). At this stage, each indicator was checked for outer loadings, and it was observed that outer loadings are above the threshold value of 0.708. Table 2 illustrates the outer loadings of all study constructs. Two items have been dropped in this study due to weak or poor outer loadings. One item from the study constructs workplace environment (WE-10). Similarly, from employee performance, two items (ETP-3 and ETP-6) have been dropped due to poor outer loadings. One item from the construct achievement-striving ability (AS-4) was dropped. One item with slightly low outer loading (ETP-2) was retained in employee performance as the AVE of this construct was above the threshold value (≥0.50). Thus, all the indicators met with convergent validity criteria, and it can be referred that the model possesses convergent validity.

Path estimates.

Outer loadings (convergent validity).

While testing the other side of validity (discriminant validity), we have followed two well-established criteria, the first one is Fornell and Larcker ( 64 ) and Heterotrait-monotrait (HTMT) ratio of correlations ratios ( 60 ). Tables 3 , ​ ,4 4 illustrate these two criteria. The first criteria in this regard indicates that the square root of the AVE of variables is higher than the correlations among them ( 52 , 65 ). For instance, the square root of AVE of achievement-striving ability is 0.814 which is higher than the correlations in that column (bold and underlined values in diagonal). Similarly, the square root of AVE of employee commitment is 0.808 which is also higher in that column. Same pattern is observed for employee performance and workplace environment.

Discriminant validity (Fornell–Larker-1981 criteria).

Note: Values in the diagonal and bold are square root of AVEs .

Discriminant validity (HTMT).

The HTMT ratio is used as the second measure to assess the discriminant validity. Two criteria were observed in this regard (liberal and conservative). Both criteria were met as the values of HTMT ratios in all columns are <0.90 and 0.85, describing that both liberal and conservative criteria are met. Liberal criteria HTMT ratio indicates that value of HTMT should not be higher than 0.90 while conservative criteria indicate that value of HTMT should not be higher than 0.85. Table 4 illustrates the discriminant validity through HTMT ratios.

Two criteria were used to assess the model fitness, namely, the coefficient of determination ( R 2 ) and effect size ( f 2 ). Table 5 illustrates the quality criteria based on coefficient of determination. Here, it has been observed that predictors (workplace environment) along with the mediators (achievement-striving ability and employee commitment) are explaining 63% variation in employee performance; thus, predicting a good and reasonable model fitness ( 52 , 66 ). Similarly, 10% change is observed in achievement-striving ability and 8% change in employee commitment as a result of the workplace environment. Figure 2 also illustrates the coefficient of determination, and it can be assumed that these values of coefficient of determination are satisfactory ( 60 ). Table 6 illustrates the effect size in terms of f 2 . All the effect sizes have been found satisfactory and depict good quality criteria ( 52 ). In addition to this, we have also tested the model predictive relevance based on Q 2 ( 67 ) and all the values of Q 2 have been found to be higher than zero, indicating model predictive relevance.

Coefficient of determination.

Effect size.

Hypotheses Testing

At the final stage, we tested hypotheses based on t - and p -statistics (See Figures 1 and ​ and3). 3 ). Direct hypotheses have been tested based on direct paths while hypotheses related to the mediation relations have been tested based on indirect paths (indirect effects). Table 7 illustrates direct, indirect, and total paths while Table 8 indicates hypotheses testing status. The first hypothesis of this study (H1) related to the relationship of the workplace environment and employee performance has been found statistically significant based on t - and p -statistics and it is accepted. The regression coefficient in this regard indicates that one unit change in the workplace environment will bring 0.55 unit change in employee performance. Moreover, this path also indicates that in the presence of positive workplace environment, employee performance (task performance) moves upward and positive change in task performance is observed.

Path significance.

Direct, indirect, and total path estimates.

Hypotheses testing.

Similarly, the second hypothesis (H2) of this study which is based on the relationship of the workplace environment and employee commitment has also been found statistically significant as evident from the p - and t -statistics (H2 supported). This state of affairs indicates that with the upward change in the workplace environment there will be positive change in employee commitment. It can be safely assumed that a positive workplace environment tends to promote employee commitment. The third hypothesis of this study was based on the relationship of the workplace environment and achievement-striving ability, which has also been found statistically significant as illustrated in Table 8 (H3 is supported). Thus, a positive change in the workplace environment increases the achievement-striving ability of the employees at the workplace.

While talking to mediation hypotheses, these have been tested through the indirect effects as illustrated in Table 7 . Indirect effect for the path Workplace Environment → Employee Commitment → Employee Performance has been found statistically significant ( p < 0.005) which indicates that employee workplace environment positively increases the employee commitment level which further triggers employees to demonstrate a higher level of employee performance (H4 supported). Similarly, the indirect effect in H5, i.e., Workplace Environment → Achievement striving Ability → Employee Performance has also been found statistically significant ( p < 0.05) (H5 supported). This indicates that a positive workplace environment improves employees' achievement-striving ability which further enhances their ability to show a higher level of performance.

This study analyzed the impact of employee workplace environment on employee related factors including employee commitment and achievement-striving ability of the employees. The hypothesis of this research indicated that the workplace environment had a significant impact on shaping the performance of employees. A lot of research in the past had evaluated the similar kind of relationships in which changing environments and the factors of environments of workplace had significant contribution toward the job performance of employees ( 68 ). For instance, the work in ( 10 ) stated that with an increase in per unit variance for physical and behavioral environmental factors, employee's performance was increased which supported our argument. The possible reason behind this outcome was the psychological ability of employees which molded or reshaped the behaviors of employees in case of conducive and restrictive environments of workplace. All employees may not work in the same way since they have distinct working styles due to different workplace environments. Some personnel have the greatest potential regardless of the workplace conditions, whereas others benefit from a supportive environment of the workplace ( 2 ).

The direct effects of workplace environment of employees on employee commitment and achievement-striving ability were also evaluated in this study and found significant outcomes indicating that workplace environment influences the employee-based factors as well. The direct effects on employee commitment showed that if a conducive environment at the workplace was provided, then it could develop a stronger sense of commitment in the employees toward their job and organizations. Similar kind of results were also reported by some of the previous researchers ( 69 ). In exploration of the relationship between workplace environment with employee commitment, these researchers found that if environment of workplace is suitable then it could lead to wellbeing of employees which in turn improve commitment to work by the employees. Employee commitment levels boost employee performance in firms that increase their commitment levels. Previously, companies have given their employees job security to boost their dedication to the firm and performance ( 13 ).

Another dimension to this study was exploration of the relationship between workplace environment and achievement-striving ability of employees. The results indicated similarly the positive association between workplace environment and achievement-striving ability of employees. This kind of relationship evaluation was new as no one in past had evaluated the direct association of workplace environment of employees to achievement-striving ability of employees. The majority of the workplace environment in underdeveloped countries is not safe. Unfortunately, most firms consider a safe and healthy work environment to be an unnecessary expenditure and do not invest heavily in providing a comfortable working environment ( 12 ). The indirect effects of employee commitment and achievement-striving ability between workplace environment of employees and their performance are also evaluated in this study.

Both indirect effects of employee commitment and achievement-striving ability proved to be significantly mediating the relationship of workplace environment of employees and employee performance. This indicated that if employees were more committed to their work, then association of workplace environment and employee performance would be enhanced. Similarly, if employees had good ability of achievement striving then association of workplace environment with employees' performance would also be strengthened. Few researchers have claimed that the psychological status of every commitment element differs from one employee to the other ( 14 ). It is assumed that organizational commitment and employee performance have a positive relationship, implying that employees who perceive a firm's behavior toward companions is decent (i.e., humane treatment, involvement in judgment) might very well boost their sentimental commitment with the organization and their performance in the organization ( 15 ). The results of the this study are related to the work discussed in ( 18 ) but with a limitation that they evaluated the mediating link of employee commitment along with some moderators as well.

Theoretical and Practical Implications

From a theoretical perspective, this study tends to add to the existing body of knowledge by investigating the impact of a positive work environment on employee performance which is the contribution of the study. Moreover, this study has tested two mediating mechanisms and proved that achievement-striving ability and employee commitment as a mediator increase employee task performance, which is also a unique contribution. The perception of academic staff has been documented in this study which is the contribution of the study. From the practical point of view, this study advocates that organizations should focus on the creation and provision of a positive workplace environment at the workplace to improve the task performance of the employees. Similarly, a positive work environment promotes the achievement-striving ability of the employees, so organizations should also focus on improving the achievement-striving ability of the employees through a positive workplace environment.

Limitation of the Study

Just like other studies, this study has also some limitations. The first limitation is its cross-sectional nature, which does not allow us to assume cause and effect relationships. In the future, researchers should focus on other research designs in replicating this model, which might provide deeper insights into longitudinal research design. Second, only academic staff were approached for data collection; in the future, considering other sectors can provide useful insights. Particularly, banking sector employees can be approached in future studies. Third, we have anticipated only one side of a workplace environment, while in the future, other types of workplace environments should also be tested. Further, this study in future opting larger sample size can provide more detailed and deeper insights regarding the relationship between the workplace environment and employee performance. We have used two mediating mechanisms in this study, considering other mediating variables such as job satisfaction can also be a future avenue. This model can also be tested with the moderating phenomenon in the future such as leadership styles or cultural variables such as power distance and collectivism.

Conclusions

Based on the empirical findings of this study, it can be concluded that a positive work environment promotes employee performance within organizational circuits. More specifically, the workplace environment can improve the achievement-striving ability of the employees, and employees tend to bounce back in difficult situations. Similarly, a positive work environment provides a nurturing and pleasant work environment which promotes employee commitment and employees tend to be loyal to their organizations. In addition to this, it can also be concluded that the employee commitment has the potency to enhance the task performance of the employees; because employees show a higher level of task performance when they are committed to their employer or organization. Similarly, employees with higher achievement-striving ability tend to show a higher level of task performance even in difficult situations. Further it can be endorsed that motivational activities in organizational cultures are triggered under social exchanges, and positive behaviors at workplace are promoted in shape of employee commitment. This increased commitment can result in enhanced and improved individual and organizational performance.

Data Availability Statement

Author contributions.

GZ: initial and final draft. SC and KK: analysis and interpretation. AN and MH: proof read, revision, and data validation. All authors contributed to the article and approved the submitted version.

Researchers Supporting Project number (RSP-2022/87), King Saud University, Riyadh, Saudi Arabia.

Conflict of Interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher's Note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

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Impact of employee environmental concerns on sustainable practices: investigating organizational commitment and job satisfaction.

1. Introduction

• What is the effect of employee attitude (ENVC) on EOC, EJoS, and EEBH?
• Do EOC and EJoS mediate the relationship between ENVC and EEBH?
• Does EEBH influence the FEP?

2. Literature Review

2.1. theoretical support, 2.2. hypothesis development, 2.2.1. envc: eoc, ejos, and eebh, 2.2.2. eoc: ejos and eebh, 2.2.3. ejos and eebh, 2.2.4. eebh and fep, 2.2.5. mediation of eoc and ejos, 3. research methodology, 3.1. data collection and sampling, 3.2. participants’ demographical information, 3.3. instruments, 3.3.1. envc, 3.3.3. ejos, 3.3.4. eebh, 3.4. data analysis, 3.5. common method bias, 4. analysis of results, 4.1. assessment of the outer model, 4.2. assessment of inner model, 4.3. mediation effect test, 5. discussion, 5.1. result discussion, 5.2. implications, 5.2.1. theoretical implications, 5.2.2. practical implications, 5.3. limitations and future research, 6. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, conflicts of interest.

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Cao, S.; Xu, P.; Qalati, S.A.; Wu, K. Impact of Employee Environmental Concerns on Sustainable Practices: Investigating Organizational Commitment and Job Satisfaction. Sustainability 2024 , 16 , 5823. https://doi.org/10.3390/su16135823

Cao S, Xu P, Qalati SA, Wu K. Impact of Employee Environmental Concerns on Sustainable Practices: Investigating Organizational Commitment and Job Satisfaction. Sustainability . 2024; 16(13):5823. https://doi.org/10.3390/su16135823

Cao, Shengjie, Pengjie Xu, Sikandar Ali Qalati, and Ke Wu. 2024. "Impact of Employee Environmental Concerns on Sustainable Practices: Investigating Organizational Commitment and Job Satisfaction" Sustainability 16, no. 13: 5823. https://doi.org/10.3390/su16135823

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