Work Environment and Its Effect on Employees Performance of Private Schools in Capalonga District

Work Environment and Its Effect on Employees Performance of Private Schools in Capalonga District

Leonessa Abasolo Abuyo, MBA, Girly H. Naval, DBA

University, Philippines

DOI: https://dx.doi.org/10.47772/IJRISS.2025.909000586

Received: 16 September 2025; Accepted: 20 September 2025; Published: 19 October 2025

ABSTRACT

Every organization’s strong foundation is its employees. They are considered as valuable assets since their performance is what determines an organization’s overall productivity and success. Work environment is one of the prime issue in running an organization as it greatly affects employees’ productivity. Every organization must ensure to have a better work environment for the employees. This study focused on the work environment and its effect on employees’ performance of private schools, with the limitation that the sample is composed almost entirely of teaching personnel (97%). Thus, findings should not be generalized to all categories of employees as it covers both teaching and non-teaching employees. A descriptive-correlational method was employed, using a standardized questionnaire (see Appendix A). Reliability coefficients for each scale were reported (Cronbach’s alpha values ranged from 0.81-0.89). Somers’ Delta Coefficient (d) determined the relationship between the respondent’s perception of work environment and their profile. Rank Biserial Correlation (r_pb) was used to determine the relationship as to work classification. Spearman’s Rank Correlation was used to determine the relationship between the respondents’ perception on work environment and performance. These statistical tools were selected due to the ordinal nature of the Likert scale data (Spearman), the dichotomous classification variables (Rank Biserial), and ordinal-categorical associations (Somers’ Delta). Findings revealed that there is no relationship between the profile of the respondents and their level of perception on work condition. However, a significant moderate positive relationship was observed between a suitable physical work environment and its effect on work performance (rp=0.463, p<0.01; rp=0.520, p<0.01). Moreover, a strong positive relationship was found between a supportive emotional work environment and performance (rp=0.658, p<0.01; rp=0.743, p<0.01). These results highlight the disproportionate importance of emotional well-being in a work setting characterized by low wages, temporary contracts and limited stability.

Guidelines for promotion, rewards system, professional advancement/ development, intensification of monitoring, providing checklist for daily tasks and conducting team building activities and regular meetings may lead to optimal productivity of private school employees.

Future research should go expand to adopt qualitative methods including interviews or focus groups for deeper insights and consider additional mediators such as leadership style, and organizational culture.

Keywords: Work Environment, Employee Performance, Private School Employees, Physical Condition, Emotional Condition

INTRODUCTION

Nowadays, the private sectors, which includes private educational institutions plays a significant role in boosting the economies of all nations.  They are not only providing excellent services but also providing numerous job opportunities to a large group of people. In a private school institution, employees who provide services are called teaching and non-teaching personnel. Teaching personnel serve as the source of knowledge and play an essential role in teaching and learning process. Non-teaching personnel, on the other hand, support and assist the teaching personnel in running the school. Administrative works, maintenance, cleanliness and other services are their roles that helps in ensuring that the school runs smoothly with a clean, safe and welcoming environment for students and other staff (Ashley et al. 2021).

The study focused on the investigation of work environment and its effect on employee’s performance at private schools in Capalonga, Camarines Norte, Philippines. Specifically, it answers:  What is the respondent’s perception on his/her work environment in terms of: physical state/condition, and emotional state/condition? Is there a significant relationship between the profile and the perception of employees in their work environment? What are the effects of work environment to private school employees’ performance in Capalonga district in terms of:  physical state/condition; and emotional state/condition? Is there a significant relationship between the respondent’s perception on work environment and its effect to employees’ performance? and What are the possible management strategies that may be proposed to improve work environment, which will contribute to a better performance of employees?

This study examined the effects of work environment on employee’s performance at private schools in Capalonga district. This study also investigates how the working environment would affect the performance of an employee. The findings of the study would be of great significance to those who are in the field of education. Specifically, employees, students, academic institutions and other national government agencies.

METHODOLOGY

In this study, researcher used descriptive-correlational method, with a structured questionnaire as the primary data-gathering instrument. The full questionnaire is provided in Appendix A. It consisted of Likert-type items measuring perceptions of physical and emotional work environment, adapted from validates instruments in organizational psychology literature (e.g., Garcia and Weiss, 2019). The reliability of the scales was confirmed, with Cronbach’s alpha coefficients ranging between 0.81 and 0.89.

Respondents were 72 private school employees from Capalonga, Camarines Norte. Notably, 97% of the sample were teaching personnel, while the remaining were classified as non-teaching personnel. This imbalance represents a key sampling limitation, and therefore, the findings should primarily be interpreted as reflective of teaching staff experiences.

Somers’ Delta Coefficient (d) was used to determine the relationship, which may exist between the respondent’s perception of work environment and their profile. Rank Biserial Correlation (r_pb) was used to determine the relationship as to work classification. Spearman’s Rank Correlation was used to determine the relationship between the respondents’ perception on work environment and its effect to employees’ performance and it was tested at 5% level of significance. All tests were conducted at a 5% level of significance.

RESULTS AND DISCUSSION

This presents the results, analyses, and interpretation of data gathered through survey questionnaire pertaining to “Work environment and its effect on employees performance of private schools in Capalonga district”. This further includes strategies that would help employees enrich their work environment. The results were analyzed through the application of appropriate statistical tools such as frequency, weighted mean, and ranking.

Profile of the Respondents

The profile of the respondents were made known by exploring their classification, employment status, educational attainment, gross individual monthly income and number of awards received.

Classification. Table 1 presents the classification of private school employees in Capalonga district. Their classifications were divided into two groups with their corresponding frequency and percentage. It could be seen from the table that the classification under temporary had the highest frequency as justified by 53 responses or 73.6 percent. Those regular had a frequency of 19 or 26.4 percent.

Table 1. Profile of the Respondents as to Classification

The findings imply that majority of the private school employees in the locale of the study were temporary employees. Majority of these temporary employees comprised teaching personnel and other non-teaching personnel who were literate individuals that who served to their respective station/workplace and had the capacity to assess the work environment. The remaining employees were part of the workforce under regular classification.

Majority belonged to temporary classification as they served as an entry-level position in a private school and there was a higher turnover rate. The level of turnover rate would also one of the reasons why numerous personnel got the temporary classification. Employees had numerous number of teaching staff and these belonged to contractual employees or temporary employees. These contractual employees would aim to gain teaching experiences needed to enter public schools.

The findings were comparable to Singh (2021) which showed that teachers in non-state schools did not have teaching licenses and were given temporary positions. Teachers often would grab this opportunity because they were not yet qualified to be hired in public schools. Temporary position would still help teachers gain teaching experiences. These experiences could be gained from the private school institutions only as the DepEd would require teaching experiences.

In an interview cited by Balinbin (2022), a large number of private school teachers transferred to public schools because of the attractive salary offer, with triple price being offered by small private schools.  Big private schools would only offer an average monthly salary of P18, 000, while the smaller ones pay P8, 000 to 12,000, compared with a P25, 000 starting salary offered by government schools, she said.

Out of 72 respondents, regular employees got the frequency of 19. It could be said that employees in a private school specially teaching personnel would be allowed to teach even without license or non-LET (Licensure Examination for Teachers) passers. Majority of teachers who passed the LET eventually left the workplace, to enter public schools because of the benefits and remuneration difference. Majority of the teachers who were regular employees would tend to stay because they are non-LET passers yet. Philippine Teachers Professional Act of 1994 strongly provides that teachers are professionals – which the presenter believed to be “professionalized” only through a licensure examination. This license is not part of the requirements to enter private schools in order to teach.

Position. The data gathered in line with the profile of the respondents as to position were provided in Table 2. It could be observed from the table that 70 respondents were teaching personnel with a percentage of 97.2. Respondents under non-teaching got the frequency of two with 2.8 percent.

Table 2. Profile of the Respondents as to Position

The findings inferred that majority of the employees responded as private school teachers as they are teaching in private schools, this means that the organization employ more teaching personnel. In the Philippines, as well in other countries teachers are employed in public or private schools. A private teacher is an educator who works in a private school setting. Non-teaching personnel on the other hand generally include school heads, principals, counsellors, librarians, school health personnel and the likes wherein work differ from teachers. Their task includes administrative, subordinates, cleaning, minders and other jobs not involving teaching. Non-teaching personnel also helps teachers to lessen their task and allows them to focus more on their teaching related responsibilities. Esguerra (2018) revealed the chronically overworked state of teachers is well known. Teaching personnel outnumbered non-teaching personnel because the prime goal of every school/institution is to educate their students and this goal lies to teachers. Cervantes (2018) mentioned in his article that a lawmaker at the House of Representatives is pushing for a bill that seeks to unburden public school teachers of non-teaching responsibilities to solve quality issues besetting basic education.

Non-teaching personnel got the least number of response since other functions were disseminated to its teaching personnel. Non-teaching personnel must not be overlooked as they also plays important role in the development and success of the school.

Educational Attainment. Table 3 reveals the educational attainment of private school employees. Majority of the respondents answered college graduate. It has a frequency of 72 and a hundred percent.

Table 3. Profile of the Respondents as to Educational Attainment

The data showed that private school teachers and employees must be a college graduate before being hired. Hundred percent of the respondents answered college graduate in the educational attainment. Some of the teaching personnel mentioned that they were fresh graduate of mostly education major courses. Other non-teaching personnel would also be required to earn a baccalaureate degree before getting hired in their respective workplaces. Part of the minimum requirement is being college graduate.

Garcia and Weiss (2019) stated that generally before being hired as a private school teacher, someone must earn a bachelor’s degree from an accredited institution and complete a teacher preparation program.  In a different study, a group examined the effect of teacher’s qualifications on performing senior secondary school students. They found that students taught by teachers with higher qualifications performed better.

Gross Individual Monthly Income. Table 4 shows the gross individual monthly income of private school employees in Capalonga district. It depicted that 67 respondents earned a gross individual monthly income of P9, 999 and below, it had a percentage of 93.1. Meanwhile, one respondent received a gross individual monthly income of P25, 001- P30, 000 with a 1.4 percent.

Table 4. Profile of the Respondents as to Gross Individual Monthly Income of Employees

The findings showed that majority of the private school teachers opted to stay and serve with their respective schools given the amount of gross individual monthly income of P9, 999 and below. Respondents were under private sector, and this sector would belong to the Department of Labor and Employment and follow minimum wage rate.

According to National Wages and Productivity Commission of the Department of Labor and Employment, Region V has P365 daily minimum wage rate. The locale of the study belonged to Region V, Bicol region and this would be one of the reasons why most of the respondents answered P9, 999 and below as to gross individual monthly income.  Temporary employees received a minimum wage rate, as the result would show.

On the other hand, one respondent received a gross individual monthly income of P25, 001 to P30, 000. The respondent who received the stated gross individual month belonged to the school head. In every school, only one school head would be needed and this is the prime reason why few respondents received the above-mentioned gross individual monthly income.

Number of Awards Received. Table 5 mirrors the number of awards received of private school employees in Capalonga district. It illustrated that 58 respondents with a percentage of 80.6 got zero awards received. Six respondents followed as they received 1 to 2, while another five got five and above awards received. 3 to 4 number of awards received got a frequency of three with a percentage of 4.2.

Table 5. Profile of the Respondents as to Number of Awards Received

Result show the highest frequency was none or zero. This finding connotes that employee received none/ zero awards in their term of work. The reason of this result reflects the data taken from the respondents wherein majority answered that they are fresh graduate.  On the other hand, some teachers or employee would prefer to stay in the teaching profession and teach in a private school because of their passion in teaching (Gumarang, 2021). However, despite the absence of awards/rewards system it must be understood that having awards, being rewarded and being recognized in an organization would change the employee’s motivation at work.

As to the lowest result, employees’ responded 3 to 4 as to number of awards received.  The finding implies that some employee tends to receive awards, which means that in some time, awards, and recognition existed. These respondents possibly belongs to regular personnel as to classification. Given that COVID-19 pandemic existed, the practice of providing awards had been neglected, as it also requires fund. This fund came from the enrollee’s tuition fees and is affected because of the decreasing number of students. Existence of awards/rewards system was also emphasized in the study of Agbaeze et al. (2019). The findings showed that reward system had a positive and significant effect on employee performance. Reward system tend to put more effort than an average performer in the group.

Perception of Employees’ Work Environment in terms of Physical and Emotional State/Condition

The perception of employees’ work environment is expressed in the succeeding tables. Their perception is explored in terms of physical state/condition that can be seen in table 6 and emotional state/condition in Table 7.

Physical State/Condition. Table 6 shows the perception of employees’ work environment in terms of physical state/condition. It could be seen that respondent had agreed as to their physical state/condition. This was reflected in the general weighted mean of 3.96, which would mean that employees perceive the work environment as generally pleasant and comfortable, which positively affected their performance. Specifically, the highest weighted mean of 4.42 was noted in indicator 9, employees has a safe space and conducive place to work while the lowest weighted mean of 3.24 was derived on the 14^th indicator, lactation room is made available for female employees and visitors and it was  interpreted as moderately agree.

Table 6. Perception of Employees’ Work Environment in Terms of Physical State/Condition

Based on the findings, it could be said that employees had safe space and conducive place to work and it matters most in terms of physical state/condition as it gets the highest weighted mean. This means that currently, each organization provides a safe and conducive place to work for their employees. Having this kind of work environment plays a significant role in employee’s productivity. The management of every organization must uphold this as it gives positive effects with their performance.  Space and size of classroom fits the number of students got the second highest result. Students stay longer at school in daytime than at home and having a spacious classroom is necessary in a private school institution. This is part of the private school’s strategy to entice more clients. Spacious and enough classroom provides comfort to their clienteles and allows them to move, explore and learn freely.

This is in consonance with the study of Ker et al. (2022) who highlighted that most of the work environment predictors included in their study were found to be significant, one of which would be on the safe and orderly school. They also added that a sense of security would come from schools located in safe neighborhoods, with fewer student behavioral problems, clear school rules on student conduct, security policies, and a place where students would exhibit respect for teachers and school facilities.

However, the indicator that received the lowest result would be the availability of lactation room in the workplace. The second lowest was the school clinic is functional and with complete medicines needed for minor illness.  This connotes that having a lactation room and school clinic is not a priority of the private school institutions as the result shows. Unavailability of fund was seen to be the reason of these results as the number of enrollees’ declines during pandemic. Furthermore, fund of the private schools focused on the teaching and learning process.

As to availability of lactation room, the state has the implementing rules and regulations of Republic Act No. 10028 entitled An Act Expanding the Promotion of Breastfeeding, this law provides to adopt rooming-in as a national policy to encourage, protect, and support the practice of breastfeeding. It shall create an environment where basic physical, emotional, and psychological needs of mothers and infants are fulfilled through the practice of rooming-in and breastfeeding.

School clinic was also seen to be neglected by the organizations. In fact, data taken from the profile of the respondents as to classification showed that out of four private schools in the locale of the study only one school provided a job for clinic-in-charge. Private schools focused more on teaching and learning process based on the results. Having a safe and conducive place is good but having a complete facilities including lactation room and school clinic is better.

These facilities ensure that safety, equality and respect is at hand. Both the public and private sectors must assume responsibility in improving the students’ learning environment through better and adequate school infrastructure. After all a good learning environment is a good investment and would result in better student learning outcomes, higher productivity of workers in the future, and higher potential for economic growth (Navarro, 2022).

Emotional State/Condition. Table 7 presents respondents perception on his/her work environment in terms of emotional state/condition. It could be seen that it resulted to a general weighted mean of 4.35 which could be interpreted as strongly agree which means employees perceive the work environment as extremely pleasant and comfortable which greatly contributed to their performance. To be specific, indicator 4, people of all cultures, religions and backgrounds are respected and valued such as the use of pleasant words, calling-by-the first name, etc, got the highest result of 4.67. Indicator 5 followed this wherein everyone treats people with courtesy, fairness, politeness and kindness that garnered 4.54. Indicator 7, rewards are given to compliment employees’ achievements and 13, coaching and career guidance have a place in the schedule of activities of the personnel, on the other hand got the lowest weighted mean of 4.07 and 4.13.

Table 7. Perception of Employees’ Work Environment in Terms of Emotional State/Condition

Courtesy, fairness, politeness, and kindness got the second highest result while indicator wherein people of all cultures, religions and backgrounds are respected and valued such as the use of pleasant words, calling-by-the-first name got the highest. Results indicated that employees felt that they were respected and valued in the workplace. This only showed that the locale of the study specifically the private school provided a healthy and conducive work environment as to emotional state/condition as employees perceived it to be based on the results of the study. The result was paralleled with the Table 6 result as to perception of employees’ work environment in terms of physical state/condition wherein employees had safe space and conducive place to work. This just proved that these traits are essential in every organization in order to maintain a healthy and conducive place to work. Being respected matters as it embraces the individual differences or the diversity in the workplace. When employees feel respected, they will be more excited to visit their workplace and perform the tasks productively.

The result from the survey showed that people of all cultures, religions and backgrounds were respected and valued such as the use of pleasant words, calling-by-the first name, etc. Everyone in the organization should also treat people with courtesy, fairness, politeness and kindness. The aforementioned insights were in line with the idea of Mousa, (2020) that diversity management and organizational inclusion affected the spirit in the workplace. This spirit brought happiness while staying at work and effectively contributed to employee’s performance.

As to the lowest result, it was noted that regular team building and group activities were properly calendared for everyone’s active participation together with rewards to compliment employees’ achievements. This means that majority of the respondents had not or least experience these indicators. Teambuilding and group activities needs fund and this aspect is not a priority of the private school institutions. In terms of award/reward system, the result corroborates with the result in Table 5 profile of the respondents as to awards received wherein employees got the least numbers to zero awards received. This aspect got the lowest result because of the unavailability of award/reward system together with the unavailability of fund. Contrary to the result of the study, Bokhart (2022) revealed that it would be the leader/manager/principal’s duty to develop collaborative teams within their school structure that led to school’s safe, collaborative culture and effective teaching.

Significant Relationship between the Profile and the Perception of Employees in their Work Environment

Table 8 shows the significant relationship between the profile and the perception of employees in their work environment. Somers’ Delta (d) was used to determine the relationship, which may exist between the respondent’s perception of work environment and their profile as to employment status, gross monthly income, and number of awards received. Rank Biserial Correlation (r_pb) was used to determine the relationship as to work classification.  Table 10 below shows the result tested at 5 percent level of significance.

Table 8. Significant Relationship between the Profile and the Perception of Employees in their Work Environment

Result showed that there was no relationship between the profile of the respondents and their level of perception on work condition. This means that regardless of the classification, employment status, educational attainment and awards received their level of perception on work condition would not be affected. The findings also connoted that employee’s perception on work environment focus more on the condition of the workplace alone and had not something to do with their profiles. As to educational attainment, there was no variation since all the respondents had the same educational attainment. The result suggested accepting the null hypothesis.

Result from the existing study discovered that they were respected and the workplace was perceived to have courtesy, fairness, politeness, and kindness with every employee. Leaning with the parallel result would serve as a strong support to the validity of the study. Ker et al. (2022) had a comparable result with the current study as they confirmed that teachers’ background did not have an effect on their work related concerns. These studies exhibited additional value to the result of the current study.

Effects of Work Environment to Employees’ Performance of Private Schools in Capalonga District

The effects of work environment to private school employees’ performance in terms of physical and emotional state/condition is expressed in the succeeding tables.

Physical State/Condition. Table 9 mirrors the effects of work environment to private school employees’ performance in terms of physical state/condition. It could be seen that the general weighted mean of 4.34 was acquired.

Specifically, indicators 2, employee feels safe within the vicinity of the workplace and 3, their job make good use of their skills and abilities got the highest result of 4.63 which could be interpreted as strongly agree. In contrary, indicators 9, employee delivers tasks on time and 12, employee’s higher productivity rate is observed got the lowest result of 4.13 and 3.99 and could be interpreted as moderately agree.

Table 9. Effects of Work Environment to Private School Employees’ Performance in Terms of Physical State/Condition

The findings indicated that as to effect of work environment, employee has felt that they are safe within the vicinity of the workplace and the job they are doing makes good use of their skills and abilities. Given that religious organizations ran these private schools, they would uphold the belief that the institution should be in a precise and moral manner. Moreover, results from Table 6 shows that employees had safe space and conducive place to work as to perception of employees’ work environment in terms of physical state/condition. This result corroborated with the aforementioned results from Table 9. The aforementioned insights were in line with the idea of Giljie and Wittry (2021) wherein researchers highlighted important trade-offs between workplace safety and productivity. Workplace safety affects employee productivity. Management must ensure that employee’s safety is one of their priority.

However, employees could not deliver tasks on time and their productivity rate was not observed. This aspect received the lowest result and the possible reason could be the absence of rewards/awards and recognition from the management, this can be seen from Table 5 wherein respondents answered least to zero as to number of awards receive. The study of Way et al. (2019) has similarity with the foregoing insights, which shows that faculty’s work environment drove their future scientific productivity. Aforementioned study has resemblance not just with the result of this aspect but also with the current study as a whole as it measured the effects of work environment of private school employees to their performance.

On – time delivery and productivity rate can also be rooted from the table 5, which covers the profile of the respondents as to number of awards received. It revealed that majority of the respondents had not experienced receiving an award from their workplace. Majority of the respondents answered none as to number of awards received. Workforce would not be totally motivated to deliver tasks on time and lower productivity rate because of the absence of rewards system. The findings gathered are relevant to the study of Ali et al. (2019). The study revealed the significance of having rewards and recognition in an organization. Results from the study showed that employee rewards and recognition had a significant and positive effect on employee performance whereas job stress had a significant and negative effect on employee performance.

Emotional State/Condition. Table 9 illustrates the effects of work environment to private school employees’ performance in terms of emotional state/condition. It could be seen from the table that the general weighted mean is 4.31 with an interpretation of very suitable or employees perceive the work environment in terms of emotional state/condition as extremely pleasant and comfortable, which greatly contributed to their performance.

Table 10. Effects of Work Environment to Private School Employees Performance in Terms of Emotional State/Condition

The findings showed that the work environment would build professional relationships among employees and employees feel valued at work. As mentioned above, employees were managed by religious organizations. These organizations would share values and a strong belief of being God-fearing and righteous individuals. Employees’ behavior might affect the image of the school if they did not build professional relationships. These findings and insights shared were in consonance with the study of Icsan and Nasution (2022), that there would be an influence between work professionalism on work performance. Maintaining work professionalism would help an organization in reaching organizational goals faster.

In contrary, indicator under conflicts among employees and employee turnover got the lowest result. This could be interpreted as the cause and effect scenario in an organization. Possible cause would be the conflicts among employees and employee turnover as the effect.

This outcome would be in consonance with the study of Min and Park (2020) wherein they discovered that work attitudes, job strains, and role stressors/inter role conflicts had relatively large effects on employee turnover intentions. Except from the work environment, other reason of experiencing employee turnover would be the contracts given to teachers who aimed to earn teaching experiences and prepared to enter the Department of Education. Contract assures that the private institutions will not experience brain drain once teachers passed the LET.

Significant Relationship between the Respondent’s Perception on Work Environment and Its Effect to Employees’ Performance

Table 11 shows the significant relationship between the respondent’s perception on work environment and its effect to employees’ performance. Spearman’s Rank Correlation was used to determine the relationship between the respondents’ perception on work environment and its effect to employees’ performance and it was tested at 5% level of significance. Table 11 presents the test for possible relationship between the two variables.

Table 11. Significant Relationship between the Respondent’s Perception on Work Environment and Its Effect to Employees’ Performance

Based on the result, the null hypothesis that the respondents’ perceived work condition was not associated with its effect on work performance was rejected.  There was a significant moderate positive relationship between a suitable physical work environment and its effect on work performance (r_p=0.463, p<0.01; r_p=0.520, p<0.01). The result also showed a strong positive relationship between a suitable emotional work environment and its effect on work performance (r_p=0.658, p<0.01; r_p=0.743, p<0.01). These results would suggest that a highly suitable work environment would have a strong effect on the work performance of the employees.

For this study, suitable physical work environment and its effect on work performance had significant moderate positive relationship. Moreover, there was a strong positive relationship between a suitable emotional work environment and its effect on work performance. This further proves that suitable emotional work environment and suitable physical work environment greatly affects the performance of employees that will probably increase in profitability of every organization. The foregoing results would be in line with the study conducted by Yusuf and Purba (2020) who found that employee’s emotional, and work environment had a positive and significant effect on organization. That would be the better emotional and work environment the higher the organizational commitment could have.

Proposed Management Strategies to Improve the Employees Work Environment

Based on the findings of the study, the researcher designed management strategies to improve the work environment in the locale of the study to guide the employees as well as the management in enriching some aspects of the existing work environment. The existing work environment would cover physical and emotional state/condition within the locale of the study. Those indicators mean that they were rated as moderately suitable/moderately agreed by the respondents and were utilized in creating of strategies.

Table 12. Proposed Management Strategies to Improve the Employees’ Work Environment

The results taken from this study were considered upon making of the proposed management strategies to improve work environment. Management, school head, presidents and principals are the responsible person in making it possible. In the end, the private schools or institutions profitability will be benefitted.

CONCLUSION AND RECOMMENDATION

Conclusion

The findings of this study resulted in the following conclusions:

1. Majority of the respondents are temporary as to classification, mostly teaching personnel, college graduate, earning P9, 999 and below, and no awards received.
2. Employees has a safe space and conducive place to work as to respondent’s perception on their work environment in terms of physical state/condition and people of all cultures religions and backgrounds are respected and valued such as the use of pleasant words and calling-by-the first name.
3. In line with the effects of physical work environment, employee feels safe within the vicinity of the workplace and their job make good use of their skills and abilities. In terms of the effects of emotional work environment, it builds professional relationships.
4. The performance of employees does not affect or depends on their employment status, gross monthly income, educational attainment and number of awards received.
5. 5. In terms of significant relationship between the respondent’s perception on work environment and its effect to employees’ performance, a suitable physical work environment affects respondent’s work performance. A suitable emotional work environment greatly affects respondent’s work performance.
6. Management strategies were formulated to improve and create a highly suitable work environment of the respondents, towards the realization of organizational goals.

Recommendations

Based on the data gathered in the study, suggestions and recommendations are derived as follows:

1) Management may create guidelines for promotion and rewards system and offer of programs and opportunities for professional development to motivate employees to reach permanent positions.

2) Management/principal/president of the educational institution may allocate fund for the lactation room and school clinic and may adapt rewards and recognition system to value and recognize employee’s exemplary service to lessen the employee turnover rate.

3) Management must encourage employees to enroll in postgraduate studies for professional advancement. Employees may be more open-minded for professional development.

4) To improve productivity rate management may intensify monitoring and provide checklist for employees’ daily task and may provide rewards system to lessen the employee turnover rate.

5) As the research reveals that emotional and physical condition affects the employee performance, management may offer team building, regular meetings and activities that provides open communication.

6) The strategies offered by the study may be adopted to improve the existing work environment of private school employees in Capalonga district.

Based on the result of the study, the researcher recommends for further researchers to develop and improve the gray areas including other areas like age, eligibility and gender of the respondents that are not covered in this study as it might have effect on employees’ performance.

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