According to the researcher, work environment can be described in terms of physical and

behavioral components. Employee behavior and performance can be affected by the physical
environment and its design. Brill (1992 determines that if the physical design of workplace is
improving then it will res!lt "#1$ percent increment in the employee%s performance. &tallworth
and 'leiner (199( e)amine that improvement in the workplace environment wo!ld definitely
enhance the employee%s motivation and satisfaction (*eblebici, 2$12. E)tensive scientific
research cond!cted by +oelofsen (2$$2 he also fo!nd that improvement in working
environment res!lts in red!cing the absenteeism and increase in employee performance
(*eblebici, 2$12. ,here are many vario!s literat!res that define the different factors that
infl!ence the performance of the employees. -t is evident in the research findings of .atterson et
al., (2$$/ that if the workers are satisfied by their 0ob then company will be more profitable and
performance will also enhance. ,his research was done in ,!rkish private bank and researcher
concl!ded that not only physical environment affects the employee performance b!t also
behavioral environment infl!ences the prod!ctivity.
Another research was cond!cted in 1igeria in oil and gas ind!stry. ,here are two types of work
environment according to 'yko (2$$", which are cond!cive and to)ic work environments.
2ond!cive work environment gives pleas!rable e)perience to employees and enable them to
act!ali3e their abilities and behavior. ,his type of environment also reinforces self#act!ali3ing
behaviors. 4or instance, an irresponsible employee can change into a responsible employee in
cond!cive work environment. ,o)ic work environment gives !npleasant e)periences and at the
same time, decas!ali3e employees% behavior. ,his environment reinforces low self#act!ali3ing
behaviors and it leads to the development of negative traits of the employees% behavior. -n to)ic
work environment, responsible and sensible employee can change into irrational and
irresponsible employee as a s!rvival strategy (,aiwo, 2$1$. ,he ma0or findings of this research
was that improvement in work environment can lead to higher prod!ctivity of employees and
bad working conditions lead to lower prod!ctivity.
.rod!ctivity is also affected by the air 5!ality in offices which is also one of the most important
factors of the work environment. 6ffice design plays the vital role in increasing the employee%s
performance as well as prod!ctivity. ,he researcher concl!ded that air 5!ality affects the
prod!ctivity in offices (.awel 7argocki, 2$$$. 8entilation is necessary for the better
atmosphere so that employees can do their work with comfort. +oom temperat!re also infl!ences
the performance and the working environment of the office.
-ncreased personal control and comfort needs of employees triggered the concern among
organi3ations to provide them with an environment and office design, which f!lfills the
employees% needs and helps to boost their prod!ctivity. -t is another research that e)plains the
relation between office design and employee%s performance. ,his st!dy as cond!cted in .akistan
on banking sector at Abbottabad. 9!ghes (2$$: s!rveyed 2$$$ employees pertain to vario!s
organi3ations and ind!stries in m!ltiple levels. ,he res!lt of these s!rveys showed that 9 o!t of
1$ accepted that 5!ality of workspace infl!ences the attit!de of employees and increases their
performance (&hehla, 2$$9. 4ive indicators of office design s!ch as f!rnit!re, noise,
temperat!re, lighting and spatial arrangement are considered for st!dy. ,his research act!ally
elaborates the one of the factor of o!r topic. -t is only emphasi3ing on the office design. Analysis
of data collected has given view that office design has s!bstantial impact on employee
performance. 7orkers res!lt showed that they are more concerned abo!t the lightening of the in
their offices followed by spatial arrangements. +elation was fo!nd by !sing the .earson
correlation.

According towards ;oos (19<1, profession environment preferences can be meas!red
cons!ming three dimensions of profession environment settings system maintenance, goal
orientation, and sorted the work setting is how noticeable it is within its e)pectations, and how
m!ch dominate it maintains. =oal orientation estimates the degree towards which an
environment advocates or stifles growth thro!gh providing for involvement within decision
making and a!tonomy, maintaining a task orientation and providing role e)am and e)pectations
accomplishment. ,he correlation dimension indices the degree of interpersonal interaction within
a work environment s!ch as the c!lt!ral message trades and cohesion among workers and the
friendship and cooperation provided via co#workers and management. ,hese work environment
preferences possess been g!ided towards affect individ!al%s personal f!nctioning at work
(Billings and ;oos, 19<2. E)amination of profession environment preferences can help identify
organi3ational factors that may be problematic.
-t is the 5!ality of the workplace environment creates impact in the work force motivation and
their performance. 9ow well employees engage with the organi3ation (i.e with their immediate
environment, infl!ences their error rate, level of innovation, collaboration with other employees,
absenteeism and how long they stay in the 0ob. ;ost of the people employed spend their time in
interior s!rro!ndings, which highly effect their mental position, achievements, proficiencies and
performance. Better effects, advance prod!ctivity are s!pposed to be the effect of better
workplace environment. Employees in divergent administration have divergent work positions
designs. Every work has sole position has sole f!rnishings, lightning and way of heating
arrangements.
achievements, proficiencies and performance. Better effects, advanced prod!ctivity
are s!pposed to be the effect of better workplace environment. Employees in divergent
administration have divergent work positions designs. Every work has sole
position has sole f!rnishings, lighting and way of heating arrangements. ,he intent of this st!dy
is to e)amine the conse5!ence of workplace elements on people employed performance.
,he books presentations that good work position create or s!rro!ndings has a optimistic iss!e on
people employed prod!ctivity and the matching ass!mption is being investigated in this st!dy for
Big Ba3aar, +oyapettah, 2hennai. ,he st!dy attempts to find o!t the !pshots of +oyapettah,
2hennai.
,he res!lt s!ggests that agreeableness, e)traversion, conscientio!sness shall combine to form a
preference for work environment that offer high level of goal orientation. 2hallenging goals may
comm!nicate high level of confidence in the abilities of the employees and increase self#efficacy
and these positive feelings may manifest themselves into improved employee%s commitment
(7hittington et al., 2$$>. -f managers provide goal#oriented environment to individ!als with.
,hese desirable personality characteristics, they shall reap the benefits of enhanced performance
and commitment.
,he skills to save high performers is t!rning into more and more val!ed in today%s competent
enterprise environment. ,he effect of this st!dy s!ggests that ded!cing goal#oriented work
environments will be an effect!al signifies of enhancing person employed recital and
commitment. &trickl and =alimba(2$$1 give str!ct!re to ambig!o!s circ!mstances, lessening
the !pshots of cognitive interference on task performance. 7ork environment will give p!blic
c!es to governing body components to
7ork environment will give p!blic c!es to governing body components to play#act accordingly
(&alancik and .feffer,19:<? &chneider, 19:". ,h!s, if a work s!rro!ndings ded!ce a to!gh
ob0ective orientation, people employed are more in all likelihood to align their separate someone
goals to that of financial gathering norms to !phold harmony with their encasements (1eal et al,
2$$$. Enco!ntered that ob0ective setting heightened the transformational command and person
employed consignment, recital and ded!ced that goal oriented s!rro!ndings gives clarification,
main p!rpose and event!al consideration into recital effectively.
+esearch by (@avid ;c=!ire is to e)amine the effect of the physical environment on
employee commitment. -t e)plores how favorable working conditions can affect an employeeAs
sense of well#being which in t!rn can generate higher levels of employee commitment.
2ommitment is defined as an employeeAs identification with, and adoption of, an organi3ation%s
val!es, norms and traditions and as s!ch is a prod!ct of an employeeAs sense of well#being and
satisfaction with the organi3ation. (Anderson, 199". -f there is a high level of employee
commitment in an organi3ation, there wo!ld be lower absenteeism, higher performance and
lower employee t!rnover (;athie!, B.E., Ca0ac, @.;.. An organi3ationAs physical environment
and its design and layo!t can affect employee behavior in the workplace. An organi3ation%s
physical and its layo!t can have h!ge impact on employee behavior in the workplace. Brill
(1992 concl!ded that improvement in workplace design may res!lt in a " to 1$ percent
increment in employee performance and prod!ctivity. &tallworth and 'leiner (199( s!ggested
that workplace design and layo!t are str!ct!red according to the employee needs in order to
increase the employee prod!ctivity and satisfaction. ,hey also arg!ed that innovative workplaces
can be designed to motivate and s!pport the sharing of the information and maintain the network
across the departmental gro!ps.
(9olman, 2$$/a,b failed to sort o!t a single research linking the physical environment and
employee well#being. (Brown,199( arg!ed that D the relationship between workers and the
characteristics of work settings is not well !nderstoodE. ,he main ob0ect of this research was to
e)amine whether the physical environment is related to employee well#being. =enerating higher
levels of employee commitment in call centers is a critical factor to their s!ccessf!l operation.E
2ommitment is defined as an employeeAs identification with, and adoption of, an organi3ation%s
val!es, norms and traditions (see Anderson and ;artin, 199" and as s!ch is a prod!ct of an
employee%s sense of well#being and satisfaction with the organi3ationE. &tellman et al.
(19<: e)plore the relationship between vis!al display terminal !sage, physical work
environment perceptions and employee well#being. ,hey fo!nd that all day vis!al display !sers
e)perienced higher level of 0ob and stressors that the part time 0ob !sers.
-mportant findings arise from the st!dy. 4irst, there is a positive strong relationship between
physical environment and employee commitment. ,hese findings confirms the previo!s
researches that E favorable working conditions and environment enco!rage greater interaction,
collaboration and innovation D(-lo3or et al. , 2$$2? 1enonen, 2$$> and employees are more
likely to e)perience higher 0ob satisfaction and greater intention to stay with the organi3ation
(7eiss, 1999? 7ise et al. , 19<:
+esearch by 1icole +enee Baptiste, ,he p!rpose of the paper is to show that, tho!gh essential,
the achievement of b!siness#oriented performance o!tcomes has obsc!red the importance of
employee wellbeing at work, which is a neglected area of in5!iry within the field of h!man
reso!rce management.
D,he concept of employee wellbeing at work promotes advantages to organi3ations of having a
healthy workforceE (2ooper and +obertson, 2$$1 therefore the components of well#being at
work are essential in !nderstanding of the different area that affects the life%s 5!ality. According
to (7arr, 2$$2, cognitive factors that can impact on the 5!ality of life is connected to the
perception of the people of their own level of well#being. Employees sho!ld be working in a safe
and healthy environment in which they can s!rvive easily and also sho!ld be free from stress.
( 2!rrie,2$$1 arg!ed that having the well being can create the working environment and work
an e)citing, interesting, rewarding, stim!lating and en0oyable and recommends that 0oy#filled
workplaces can improve the financial performance.
D.ersonal wellbeing does not e)ist on its own or in the workplace b!t within a social conte)tE
(2hartered -nstit!te of .ersonnel @evelopment (2-.@, 2$$:. (&ch!ster, 199< e)plains that
there is a significant relation e)ists between attentions to employees and s!perior organi3ational
performance. -ntrod!cing well being as a change in organi3ational climate and innovative
practices that can enhance the organi3ational performance and employee prod!ctivity as well as
organi3ational o!tcomes that can have positive impact on the financials of the organi3ation. -t
also has positive effect on the work life balance and employee motivation and red!ces the
absenteeism and grad!ally enhances the employee commitment with the organi3ation.
,he findings presented offered strong s!pport that line management s!pport and tr!st were
pivotal to good relations between managers and employees that s!bse5!ently promoted
employee wellbeing at work. ,his strengthens the arg!ment that employee wellbeing at work
sho!ld be p!rs!ed as a b!siness case in the p!blic sector. -t is fo!nd that commitment, 0ob
satisfaction and work#life balance satisfaction have important effects on levels of engagement,
performance and intention to 5!it. ,ehrani et al. (2$$: s!ggest that managers can create a more
positive environment where employees can grow and boost their approach of wellbeing at work.
,his article is somehow related with the topicE 7ork environment and its impact on employee
performanceE. ,he aim of this paper is to better !nderstand the relationships between lean, the
working environment, and its effects on employee health, 0ob satisfaction, and commitment. ,his
paper is concerned with the health and safety working environment. 6n the basis of previo!s
research, we s!ggest that lean always affects the working environment in which it is
introd!ced. . &hah and 7ard (2$$: reviewed the literat!re on lean definitions and accomplished
their eval!ation with a simple definition that s!mmari3es some of the most important
characteristics of work systems that can be portrayed as lean. ,hey define lean asF Dan integrated
socio#technical system whose main ob0ective is to eliminate waste by conc!rrently red!cing or
minimi3ing s!pplier, c!stomer, and internal variabilityE (&hah and 7ard, 2$$:, p. :91. ,his
definition of lean shows no relation e)ist between lean and working environment.
,he independent variable !sed in this st!dy is wellbeing. =!est and 2onway (2$$> define
wellbeing in terms of si) constr!cts incl!dingE a manageable workload? personal control over the
0ob? s!pport from colleag!es and s!pervisors? positive relationships at work? a reasonably clear
role and a sense of control of involvement in changes in the organi3ationE. -n some cases well#
being is defined as strain which is defined as psychological, physical or behavioral stressors (*e
4evre et al, 2$$/. ,he term stressor is !sed to specify 0ob or organi3ational sit!ation that
involves adaptive responses from employees (Be), 199<. -f the response of employee is either
positive or impartial than it will not referred as strain. ( 2ooper and G!ick, 1999.
&train is apparent in the str!ct!re of depressed mood, absenteeism, t!rnover, poor performance,
headache, an)iety and corony heart disease. (Be) 199<? 2ooper et al., 2$$1. ,he relation
between organi3ational commitment and a variety of effect!al indicators s!ch as t!rnover and
absenteeism are well familiar (;owday et al. , 19<2? ;athie! and Ca0ac, 199$. 2ertainly, the
literat!re s!ggests that individ!als who have organi3ational commitment are fewer probable to
be not present and r!n off organi3ations willingly. ,he f!ndamental ass!mption is that
wellbeing, or a s!perior wellbeing will g!ide to greater commitment, and that the specific
relationship between !nderlying proportions wo!ld be restrained by 7*62.
+esearch has shown that decline in ob0ection and absence and boost in prod!ctivity can be
reali3ed by enlightening the professional environment (+oelofsen, 2$$2 and workspace
satisfaction has been allied with 0ob satisfaction (7ells, 2$$$. ,!cker and &mith (2$$< disp!te
that observation of workplace 5!ality, which may not essentially be a!thenticity, have a
significant end res!lt on the psychology of b!ilding !sers.
6ne of the key necessities of workplaces, as far as employees are concerned, is
isolation. &!ndstrom et al . (19<2 fo!nd an 0!st abo!t linear amplify in perceived privacy with
each n!mber of with this sides aro!nd the workspace. 9owever, ;aher and von 9ippel
(2$$" fo!nd no association between the n!mber of sides and perceived privacy b!t they fo!nd a
affirmative correlation between the elevation of separations and apparent privacy
=oodrich (19<2 places of interest that design e)planation s!ch as separations may not
deliberately decrease perceived privacy by increasing spatial privacy. &eperations make
individ!als blind to their s!rro!ndings so noises and movements on the other side of the
separation become more off#p!tting beca!se they are !ne)pected (=oodrich, 19<2.
Bames (2$$:, however, peak o!t that there are optimistic interr!ptions that may be slotted in into
b!ildings to recover workplace 5!ality and prod!ctivity s!ch as trees, plants and water. =oodrich
(19<2 ad0oins s!stain for large plants to enlarge privacy perceptions, stating that workers
approved plants made the office more pleasant and informal and this looked to red!ce their need
for high levels of privacy.
Bitner (1992 advises that the physical environment plays s!ch a key role in manip!lating b!yer
behavio!r for service organi3ations, that it sho!ld be incl!ded into the organi3ation%s marketing
sol!tion. &he disc!sses the problem of social comm!nications and terminates that the physical
container, the environment, have an effect on the 5!ality, and d!ration, of interactions. 7hilst
Bitner (1992, p. (1 believes that the physical setting can affect the performance of its
inhabitants, she also admits that creating an environment for a range of different behaviors is a
critical iss!e.
Brenner and 2ornell (199> e)amine the keenness of the team members to e)change the need for
privacy with the need for cooperation with other team members. ,hey description that the need
for privacy red!ced over the time of the e)periment, and concl!ded that this was as a end res!lt
of the team becoming more consistent. Also at the same time as the door on the personal harbors
was not !sed as often as e)pected, it was deemed to be important by the office occ!piers, as it
provided them with an component of control over their environment, an iss!e also recogni3ed
by *eaman and Bordass (2$$$. ,he door was !sed to limit their level of comm!nication with
the other team members, and !ltimately to normali3e their level of privacy (;ar5!ardt et al. ,
2$$2.
@eclining prod!ctivity in 1igeria has become a persistent concern of economic and b!siness
analysts over the past five years and as the t!rn down contin!es so does the search for sol!tions
(Bowman, 199>? B!rnstein and 4isk, 2$$/? Balk, 2$$/. . @o3ens of organi3ations have
attempted to solve their prod!ctivity problems by application of vario!s innovative management
techni5!es (Balas, 2$$>. &ome private sector agencies have implemented incentive programs in
order to infl!ence and increase prod!ctivity. ;any of the motivational tools !sed in private
ind!stry are not available to managers who work in the p!blic sector. An employee working in
the p!blic sector knows that salaries are not individ!ally negotiated.
,he need to provide a safe work environment for employees has had a long history in h!man
reso!rce management. -n Beer et al. (199> model of h!man reso!rce management, it is
recogni3ed that work systems cannot only affect commitment, competence, cost effectiveness
and correspondence b!t also have long term effect for workers% well being, there is some
verification to indicate that work systems designs may have effects on physical health, mental
health and prolonged e)istence of life itself. 2ond!cive work environment ens!re the wellbeing
of employees will enable them e)ert themselves to their roles with all vigor that may translate to
higher prod!ctivity (Akinyele, 2$$:
Accordingly, 'oh!n (1992, defines work environment as Dan entirelyE which encompasses the
totality of services, actions and other important factors that are c!rrently and, or potentially
competing with the employee%s activities and performance. 7ork environment is the s!m of the
interrelationship that e)ists within the employees and between the employees and the
environment in which the employees work. . Brenner (2$$> was of the opinion that Dthe ability
to share knowledge thro!gho!t organi3ations depends on how the work environment is designed
to enable organi3ations to !tili3e work environment as if it were an asset. ,his helps
organi3ations to improve effectiveness and allow employees to benefit from collective
knowledgeE. Brenner (2$$> disp!ted that work environment considered to cost!me employee%s
satisfaction and free flow of swap of ideas is a better medi!m of motivating employees towards
higher prod!ctivity. 7ork environment when appropriately designed, motivates employees
toward higher prod!ctivity.
,he work environment according to 6pperman (2$$2 is a merged of three ma0or s!b
environments viaF the technical environment, the h!man environment and the organi3ational
environment. ,echnical environment refers to tools, e5!ipment, technological infrastr!ct!re and
other physical or technical elements. ,his environment generates elements that allow employees
perform their partic!lar responsibilities and activities.
,he h!man environment refers to peers, others with whom employees relates, team and work
gro!ps, interactional iss!es, ,here are two types of work environment according to 'yko (2$$",
which are cond!cive and to)ic work environments. 2ond!cive work environment provides
en0oyable e)perience to employees and facilitate them to act!ali3e their abilities and behavior.
,his type of environment also strengthens self#act!ali3ing behaviors. 4or instance, an careless
employee can change into a responsible employee in cond!cive work environment. ,o)ic work
environment presents !npleasant e)perience and decas!ali3e employees% behavior. *ambert
(2$$" was able to show in his findings thatE it is the n!mber of management f!nctions in the
work environment which appear to have been the key factor inhibiting higher prod!ctivityE.
6pen offices are pop!larly incl!ded by organi3ations to increase comm!nication? however, there
are more interr!ptions in an open plan than in predictable offices (Brennan, 2h!gh, H 'line,
2$$2? Brookes H 'aplan, 19:2. ,he feat!res of the office designs incl!de noise, lighting and
temperat!re arg!e thats!ch type of the components can have impact on employee behaviors,
attit!des and satisfaction ( 2ro!ch and 1imran, 19<9 *arsen te al., 199<? 8eitch and =ifford,
199(. . &!ndstrom, ,own, +ice, 6sborn, and Brill (199> fo!nd noise as an ambient stressor
linking to 0ob satisfaction in the work environment.
&ome research has fo!nd a positive relationship between high work control and 0ob satisfaction,
work performance and psychological well#being (=reenberger, &trasser, 2!mmings, H @!nham,
19<9? ;ac*aney H 9!rrell, 19<<? 6%neill, 199>? &argent H @eborah, 199<
-n a similar vein, .aci!k (19<9 fo!nd that awareness of control over thermal feat!res of a work
environment restrained the effects of other environmental and behavioral variables? the degree of
imp!dence in determining thermal conditions correlated with satisfaction, b!t the act!al !se of
this control looked to be negatively correlated to satisfaction. ver. the physical environment. -n
one disting!ished e)ception, ;ac*aney and 9!rrell (19<< !sed m!ltidimensional meas!res of
work control task control, decision control, control over the physical environment, and store
control to assess the imp!dence of control on 0ob o!tcomes. ,heir res!lts showed a positive
relationship between personal control and 0ob satisfaction.
According to the architect!re and design firmAs =ensler 2$$( I.&. 7orkplace &!rvey, D6ffice
design has a direct correlation with optimal 0ob performance, not to mention a company%s
competitive advantage. B!sinesses that ignore the design and layo!t of their workplaces are
failing to optimi3e the f!ll val!e of their h!man capitalE (Bea!tyman, 2$$(.
=ood workplace design can constr!ct a big difference in retention, motivation, and attraction. -t
can also affect the worker%s skills and their level of knowledge, how innovative and creating they
are, and in which manner they respond to b!siness and technological change. .oor workplace
design is linked to lower performance and higher level of stress practiced by employees (Amble,
2$$". ,his trend among employers has led to a rising acknowledgment of the significance of
designing a work environment that assembles the physical and emotional worker%s need, so that
they become most creative (.roper, 199<. .roper (199< highlights that an val!able work
environment sho!ld afford positive sensory enco!ragement thro!gh the proper !se of lighting,
color, space and f!rnishing. ,hese r!diments are seen as vital to effective work activities and
lead to increased prod!ctivity of employees.
4ischer (2$$$ remarks that the effect of the workplace on individ!al prod!ctivity, team
prod!ctivity, 0ob satisfaction, and the bottom line of the company are significant b!t
environmental factors can greatly affect an employee%s performance. ;ost of the employees in
corporate America spend their days doing brain#intensive work, work spaces m!st imitate the
employees% need for an environment that enhances prod!ctivity (*aabs, 2$$$.
+&;eans (2$$2 accent!ates that there are several ma0or factors can enhance prod!ctivity and
health while red!cing absenteeism and stress. &ome of these factors comprise higher 5!ality
lighting, positioning fi)t!res to avoid glare and reflection, higher levels of daylight, increased
individ!al control of the workplace in matters of heating and cooling, improved aco!stics,
improved air 5!ality, and views of nat!re.
According to 'lein (19<2, by 19($ the stat!s of the white#collar worker rose, along with
increased office mechani3ation and improvements in office design. -n the 19($s +obert .ropst,
then !rbani3ed a new idea of f!rnit!re design that !nderline the significance of individ!al
motivation and work appearance.
.ropst tried to balance the capacity to achieve privacy and control aco!stics, while creating open
right of entry between managers and employees. ;any companies followed these philosophies,
linking an open space and a friendly network of spaces that permitted comm!nication among the
employees ('lein, 19<2.
-n 19<2, the architect ;ichael Brill completed a st!dy of the 6ffice Environment on .rod!ctivity
and G!ality of 7orking *ife (a B6&,- &t!dy. 9e observed that among office workers, there
was a strong aspiration to be with others that lead f!rther belief to the idea that satisfaction with
the working environment has a direct affiliation with 0ob performance. .erformance was
meas!red by several factorsF D the 5!antity and 5!ality of the work, meeting deadlines, taking
responsibility, creativity, getting along with others, and dependability D('lein, 19<2.
According to Asirvatham (1999, the work environment 19($s still e)ists today, however there is
m!ch prominence on the connection between prod!ctivity and the work environment. ,oday,
the inp!t is to incorporate the physical environment with technology, management practices as
well as work practices. ,he foc!s is on trying to be creative and innovative. 6n the other side,
Allie (199( arg!es that today%s employees are especially s!sceptible to workplace stress. ,here
is more mechani3ation, heavier workloads, fewer staff and hard deadlines. =iven these stress#
ind!cing factors, it is cr!cial to create a healthy professional environment and eradicate the
intrinsic so!rces of the problem.
According to 4rank (2$$$, lighting is a serio!s element in creating a comfortable work
environment. ,he lighting aro!nd individ!als and gro!ps can either help or delay prod!ctivity.
4rank incl!des that employees are more comfortable working in lower light levels.
E)perts recommend providing employees with individ!al task lighting for greater comfort and
fle)ibility. According to the &teelcase 7orkplace -nde) s!rvey (released @ec. 1, 1999,E "(J of
the office workers responding said that poor lighting in the workplace ca!sed them tired or
watery eyes, while another /$J said it ca!sed headachesE.
-mproved lighting in the workplace co!ld decrease eyestrain and headaches for <(. According to
the s!rvey, D-mproved lighting wo!ld increase efficiency and prod!ctivity for three o!t of fo!r
office workersE (D.oor *ighting @ims,E 1999.
Barton (199< ad0oins that in the modern working environment, electric lighting is cr!cial, b!t
that significant revelation to electrical lighting can be a reason for stress. -ndirect, softer
1<lighting so!rces keep away from frown and create an environment of comfort in the
workplace, which in t!rn can increase employees% domineering tense task recital (*!parello,
2$$>.
'nisley (2$$" fo!nd that in today%s dynamic workplace, employees are changing among a
variety of tasks d!ring a typical day. A high light level is needed for reading doc!ments with
small te)t, a medi!m light is more appropriate for meetings, and an even lower level is re5!ired
for keyboard tasks on a comp!ter. -n addition, each employee%s personal light re5!irements may
differ based on age, vision, or preference.
Abo!t electricity, Barton (199< fo!nd that workers in artificial lighting into acco!nt the
characteristics of the vario!s sol!tions, the 2o!ncil sho!ld take.
K ,he amo!nt of light. LA foot candles of light falling on visible areas of activity is defined as the
amo!nt.L .ro0ect map of foot candles, workerAs age (older eyes need more light, the office has a
hint of color, depending on the comple)ity of the backgro!nd is recommended.
K ,he 5!ality of the lighting. ,hese factors incl!de the 5!ality of the color of the light so!rce, the
color of the ob0ects displayed below, angry eyes, dark, glow and lighting prod!ced by the model
n!mber, the n!mber of votes heard and feel weak.
Barton (199< &ome of the sol!tions may incl!deF
K *ow mo!nting l!minaries, which shine with e5!al pleas!re sends a similar light.
K screen or crevice tool, red!cing glare by !sing e5!ipment installation, and painting the walls to
ma)imi3e light reflection, shape, color and !niform light distrib!tion for a wide range of
accessories.
K +ed!ce the !se of fl!orescent lamps with electronic ballasts flash. -t shows a little flicker.
'aren (2$$>
*eather and @i Beals (199< declared that basic lighting design of offices m!st obtain of nat!ral
light, proper windows design, and admittance to a nat!ral !ndergrowth area. An e)ample of this
approach can be viewed in a 2hicago#based company, ,rib!ne -nteractive. ,he designer perched
the light fittings so the employees co!ld have a bright and clear view and en0oy dispersion of
daylight (Bevens, 2$$1. Another e)ample is a @etroit area 4ord a!tomotive facility, where the
planner designed a roof backyard that provides aesthetics. Employees can look at the yard from
the cafeteria and can !se these o!tside spaces for their breaks (Imla!f#=arnea!, 2$$1. Both of
these are e)amples of imperative contrib!tions office design makes to employees% morale and
stress decrease.
Allie (199( states that permitting the employees to have a say in the propose of their immediate
work environment raises the employees% morale and falls their tensions. ,oday%s employees
anticipate having more control over their instant office environment with key f!ndamentals like
temperat!re, lighting, ventilation, and noise.
,oday, companies s!ch as 9!bbel *ighting, *!trona, and Bohnson 2ontrols offer private
environment controls that allow staff to control the stability between ambient and light so!rces
and disseminate backgro!nd noise with the !se of so!nd masking systems (8angen, 1999
'at3 (199: also declared that there is a rising p!blic attentiveness of the fact that there are
diseases that are related to indoor air poll!tion s!ch as asthma and vario!s l!ng disease
incl!ding. -ndoor Air G!ality (-AG. According to *ees#9aley (199/, protests of b!ilding#
related illnesses are estimated to affect 2$#/$J of b!ildings in the I.&. and ca!se as many as
"$$,$$$ lost workdays each year.
,he problem of -AG is f!rther intricate that sick b!ilding syndrome seems to originate from a
composite mi) of definite s!bstantial poll!tants, individ!al psychological forces s!ch as
workplace stress, and the social environment of the office (*ees#9aley, 199/. A)ley (199/
adds that sick b!ilding syndrome is ca!sed by nat!ral solvents released from str!ct!ral materials
and finishes and by by#prod!cts of the h!man occ!pants, s!ch as deodorants, perf!mes, and
vapors from hair sprays, , and food
According to Ilness (199:, health#conscio!s b!ilders favor wood, if possible raw wood that is
sec!red, not gl!ed, to the s!bfloor and sheltered with water#based, poly!rethane terminates that
are less in volatile organic compo!nds (862s. &olvent#based floor finishes can origin indoor
air 5!ality iss!es..
.hysical environment affect how employees in an organi3ation interact, perform tasks, and are
led. .hysical environment as an aspect of the work environment have straightforwardly affected
the h!man sense and faintly distorted interpersonal interactions. ,his is so beca!se the
distinctiveness of a room or a place of meeting for a gro!p has penalty regarding performance
and level of satisfaction. ,he workplace environment is the most significant factor in keeping an
employee satisfied in today%s b!siness world. *ighting and other factors like ergomic f!rnit!re
has been created to have affirmative infl!ence on employees health (@ilani, 2$$>? ;ilton,
=lencross H 7alters, 2$$$? 8eitch H 1ewsham, 2$$$ and therefore on prod!ctivity.
-n the open office plan, noise s!bsistence is worrying and demotivating, posses% high level of
disr!ption and tro!ble attached with low privacy level (Evans H Bohnson, 2$$$. 1oise is one of
the important reasons of employees% interr!ption, leading to red!ced performance, serio!s
inacc!racies, and increased 0ob stress. According to Br!ce (2$$<, st!dy demonstrated that
workplace disr!ptions slash employee prod!ctivity by as m!ch as >$J, and boost errors by 2:J.
Also, ;oloney (2$11 citing *oftness st!dy of 2$$/ completed the significance of nat!ral light
and air (ventilation to worker performance. ,he st!dy proved a /#1<J increase in prod!ctivity
in b!ildings with day#lighting system
9edge (19<2 arg!es that open workplaces provide greater levels of fle)ibility and enco!rage
greater team interaction as they offer interpersonal access and ease of comm!nication compared
to private enclosed offices.
1enonen (2$$> s!stains that the physical environment can hold a sense of space allowing for
the creation of tacit knowledge and greater social comm!nication amongst individ!als. A more
innovative working environment is also connected with increased staff collaboration and higher
prod!ctivity (-lo3or, *ove, H ,reloar, 2$$2 as well as more constr!ctive 0ob attit!des and
increased 0ob satisfaction (*ee, 2$$(? *ee H Brand, 2$$"
L-n the coming years, companies will s!cceed or fail depending on their ability to recr!it and
retain top skilled workers,L said 9oskins. L,herefore, the office environment is taking on an
increased responsibility to connect people and s!pport strong corporate c!lt!res that engage
workers hearts and mindE.
2handraseker (2$11 also a!thenticate that !nsafe and !nhealthy workplace environment with
poor ventilation, inappropriate lighting, e)cessive noise etc. affect workers performance and
health. 7hen employees comm!nicate effectively with each other, prod!ctivity will increase
beca!se effective comm!nication means less complains and more work getting done (G!ilan,
2$$1. -t removes conf!sion and frees !p wasted time that wo!ld have been otherwise spent on
e)planation or arg!ment (4leming H *arder, 1999. -t makes workplace more en0oyable, less
an)iety among co#workers which in t!rn means positive attit!de towards work and increased
prod!ctivity (;akin, 2$$(? ,aylerson, 2$12
7ork environment can be in from of physical environment, h!man environment and relationship
with colleag!es and administrators, interaction within the system and the general a!ra of the
work climate. 1akpodia (2$$( observed that in any ed!cational arrangement, the s!ccess lies in
the obligation of the teachers. B!t in 1igeria according to him, teachers who are the shapers of
civili3ation are precio!s by low self esteem and poverty

,here is a lack of recognition that there are different types of offices with open plan layo!ts that
may infl!ence employees differently. ,he review by de 2roon et al. (2$$" on the effect of office
concepts with regard to office location, layo!t and !se on employees% health stat!s and
performance is to o!r knowledge the only effort in investigating the layo!ts conse5!ence for
health.
http://www.scribd.com/doc/58559396/Workplace-Environment-Its-Impact-on-Employee-
er!ormance