SELECT COLLEGE

SCHOOL OF POSTGRADUATE STUDIES

MBA PROGRAM

EFFECT OF WORKING CONDITION ON EMPLOYEE’S JOB

PERFORMANCE: THE CASE OF BUREAU OF REVENUE,
KOLFE KERANIYO SUBCITY SMALL TAX PAYER’S OFFICE’S.

BY: BIRUK TESFAYE ALEMU

ADVISOR: ………….

A Thesis submitted to the Select College in partial fulfillment for the award of
the Degree of Master of Project Management (MBA)

OCTOBER, 2023
ADDIS ABABA, ETHIOPIA
 Statement of Declaration

I, the under signed, declare that this thesis titled ―The Effect of working condition on
employees job performance: in the case of Kolfe keraniyo subcity small tax payer’s office is my
original work and has not been presented for a degree in any other University, and that all
sources of materials used for the thesis have been duly acknowledged

Declared by

Name: Biruk Tesfaye Alemu

Signature: _______
Department: ___________________
Date:
 Certificate of Approval of Thesis
School of Postgraduate Studies

Select College

This is to certify that the thesis prepared by Biruk Tesfaye Alemu , entitled “The Effect of
working condition on employees job performance: in the case of Kolfe keraniyo subcity small
tax payer’s office” and submitted in partial fulfillment of the requirements for the Degree of
Masters of Arts in MBA complies with the regulations of the College and meets the accepted
standards with respect to originality and quality.

Name of Candidate: _____________; Signature: _______________Date: _____________.

Name of Advisor: _____________. Signature: _______________Date: _____________.

Signature of Board of Examiner`s:

External examiner: ____________________Signature: ____________Date: _____________.

Internal examiner: ____________________Signature: ____________Date: _____________.

Dean, SGS: __________________________ Signature: ____________Date: _____________.

 Acknowledgement

I begin by acknowledging the almighty God, who has been my guide and strength throughout my
thesis journey. I am grateful for the blessings, wisdom, and guidance that God has provided me
with at every step. Without His grace and mercy, I would not have been able to complete this
work. I would also like to express my deepest gratitude to my advisor ……………….., whose
guidance and encouragement has been invaluable in shaping my research and helping me
navigate the challenges of graduate school. I am also grateful to the staff and department of
management, who have provided me with a supportive and stimulating academic environment. I
have benefitted greatly from the resources and opportunities available to me, and I am proud to
be a part of this community.

I would like to extend a special thanks to my family and friends, who have been a constant
source of love, encouragement, and inspiration. Their unwavering support has sustained me
throughout this process, and I am grateful for their belief in me. Finally, I would like to
acknowledge the contributions of the participants in my study, without whom this research
would not have been possible. I am grateful for their willingness to share their time, experiences,
and perspectives, and I hope that my work would contribute to our collective understanding of
the effect of working environment on employee’s performance.
 Abstract
This study aimed to investigate the effect of working condition on employees job performance in
Kolfe keraniyo subcity small tax payer’s office, the study focused on the five major working
environment factors including physical working condition, Reward, training and development,
Work life balance and employee’s engagement as explanatory variable and employee
performance as dependent variable This study used a mixed research approach with explanatory
research design. Using cross-sectional data a sample size of 164 employees were selected
through probability and non-probability sampling technique with and simple random and
purposive sampling techniques. Data was collected through both questionnaire and interviews
and analyzed using SPSS version 25 software, with descriptive and inferential statistics,
including correlation and regression analysis. The findings of the study show that the physical
work condition, rewards, training and development and Work life balance and employees
engagement have positive and statistically significant effects. Based on these findings, the study
recommends that the organization should ensure that the physical environment is conducive to
employee well-being and productivity, provides opportunities for skill development and create a
positive work environment that promotes employee engagement, such as providing opportunities
for employee involvement in decision-making, recognition, and feedback to enhance employee
performance.

Keywords: Kolfe keraniyo subcity small tax payer’s office, working condition. Employee
performance
 Table of Content

Contents Pages

Statement of Declaration..................................................................................................................i
Certificate of Approval of Thesis....................................................................................................ii
Acknowledgement..........................................................................................................................iii
Abstract...........................................................................................................................................iv
Table of Content..............................................................................................................................v
Abbreviations and Acronyms.......................................................................................................viii
List of tables and figures................................................................................................................ix
CHAPTER ONE..............................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1 Background of the Study...........................................................................................................1
1.2 Statement of the Problem...........................................................................................................3
1.3 Objectives of the Study..............................................................................................................5
1.3.1 General Objective............................................................................................................5
1.3.2 Specific Objectives..........................................................................................................6
1.4 Research Hypothesis..................................................................................................................6
1.5 Scope of the Study.....................................................................................................................6
1.6 Significance of the Study...........................................................................................................7
1.7 Limitation of the study...............................................................................................................8
1.8 Definition of Key Terms............................................................................................................8
1.9 Organization of the Paper..........................................................................................................9
CHAPTER TWO...........................................................................................................................10
RELATED LITERATURE REVIEW...........................................................................................10
Introduction....................................................................................................................................10
2.1 Concept of working condition.................................................................................................10
2.2 Operational Definition of working condition..........................................................................11
2.3 Theories Related to working condition and Employee Job performance................................11
2.3.1 Job Demands-Resources (JD-R) theory........................................................................11
 2.3.2 Job Characteristics Theory (JCT)..................................................................................12
2.4 Factors of Working condition that affect employee job performance.....................................13
2.5 Employee Job performance.....................................................................................................16
2.6 Empirical Review....................................................................................................................18
2.7 Conceptual Framework of the Study.......................................................................................19
CHAPTER THREE.......................................................................................................................21
RESEARCH METHODOLOGY................................................................................................21
Introduction....................................................................................................................................21
3.1 Research Design......................................................................................................................21
3.2 Research Approach..................................................................................................................21
3.3 Population and Sampling Method...........................................................................................21
3.3.1 Target Population..........................................................................................................21
3.3.2 Sample Size...................................................................................................................22
3.3.3 Sampling Techniques.....................................................................................................23
3.4 Data type and Source...............................................................................................................23
3.5 Method of Data Collection......................................................................................................23
3.5.1 Data Collection Instruments..........................................................................................23
3.6 Method of Data Analysis.........................................................................................................24
3.6.1 Data Processing.............................................................................................................24
3.6.2 Data Analysis................................................................................................................24
3.6.3 Model Specification.......................................................................................................26
3.6.4 Measurement.................................................................................................................27
3.7 Validity and Reliability Test....................................................................................................27
3.8 Ethical Consideration...............................................................................................................29
CHAPTER FOUR.........................................................................................................................30
DATA ANALYSIS, PRESENTATION AND INTERPRETATIONS.........................................30
4.1. Introduction.............................................................................................................................30
4.2. Questionnaire Response Rate.................................................................................................30
4.3. Descriptive Statistics..............................................................................................................30
4.4. Inferential Statistics................................................................................................................34
4.5 Interview question responses...................................................................................................49
CHAPTER FIVE...........................................................................................................................52
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS........................52
Introduction....................................................................................................................................52
5.1. Summary of findings..............................................................................................................52
5.2 Conclusion...............................................................................................................................53
5.3 Recommendations....................................................................................................................54
5.4 Suggestions for further studies................................................................................................55
Reference.......................................................................................................................................56
Appendix A: Questionnaire...........................................................................................................60
Appendix B: Interview Questions.................................................................................................63
 Abbreviations and Acronyms
ANOVA: Analysis of Variance
BRAKSCSTP: Bureau of Revenue Kolfe keraniyo subcity small tax payer’s office
CLRM: Classical Linear Regression Model
JCT: Job Characteristics Theory
JD-R: Job demand resource
VIF: Variance Inflation Factor
WLB Work Life Balance
List of tables and figures

List of Tables Pages

Table 3.Age Category of Respondents..........................................................................................31

Table 4. Experience of Respondents.............................................................................................32
Table 5. Level of Education...........................................................................................................32
Table 6. Overall Mean and Standard Deviation............................................................................33
Table 7. The Relationship between Working Condition and Employee Performance..................35
Table 8. Shapiro-Wilk Test............................................................................................................37
Table 9.Test for Multicollinearity..................................................................................................40
Table 10.Durbin Watson test result...............................................................................................41
Table 11.Analysis of Variance (ANOVA)....................................................................................42
Table 12.Coefficients of Regression Analysis...............................................................................44
Table 13.Model summary..............................................................................................................44
Table 14. Summary of actual and expected effect of variables.....................................................49
List of figures
List of figure Pages
Figure 2. Gender of respondents....................................................................................................31
Figure 3. Graphical test of normality.............................................................................................38
Figure 4.Normal P-P plot...............................................................................................................38
Figure 5. Homoscedasticity test.....................................................................................................39
Figure 6. Test for outliers..............................................................................................................41
 CHAPTER ONE
INTRODUCTION
This section provides a brief overview of background of the study; statement of the problem;
objectives of the study; significance of the study; scope of the study; operational definition of
key terms, and organization of the study.

1.1 Background of the Study

A positive work condition is crucial for employee satisfaction, productivity, and overall well-
being. according to Pearce and Manz (2021) Open communication, employee values, and skill
development lead to better job satisfaction, increased productivity, and lower stress and burnout.
Conversely, negative work conditions with poor communication, low morale, and limited growth
opportunities can result in high employee turnover rates and absenteeism. Ethiopia's government
has unveiled a 10-year development plan based on the 2019 Home-Grown Economic
Transformation Strategy, aiming to sustain growth and introduce competition in key growth-
enabling sectors. The Bureau of Revenue (BOR) is responsible for collecting revenue from
domestic taxes and protecting society from smuggling. Employees are key assets in these sectors.

the major reasons to select this topic are gaps in the existing literature on the issue, to Create a
conducive condition and promote employee job performance and job satisfaction, personal
interest from the observation how the working condition affects the researcher own productivity
and job performance and practical implications for the selected organization . By exploring the
relationship between working condition and employee job performance, this study will
contribute to the body of knowledge on the topic and provide insights that can inform policies
and practices aimed at improving employee job performance in the Bureau of Revenue and other
public sector organizations in Ethiopia.

The work condition of a company is closely tied to its ability to improve employee job
performance. Adequate lighting, air conditioning, and other factors that affect an employee's
ability to perform a task are important. The work condition can be designed by considering two
factors: the physical condition and the social condition in the workplace. Both Dewi I.S (2015)

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and Nuraini (2013) have emphasized the importance of work condition in employee job
performance and studies have shown a significant relationship between the two.

The job performance of employees in the public service has been the subject of ongoing research
aimed at identifying ways to increase efficiency, productivity, and overall job performance.
Research has focused on improving the job performance of public service employees. Iqbal et al.
(2020) found that training and development opportunities led to higher job satisfaction,
commitment, and job performance. Vishavjeet and Singh (2019) emphasize the importance of
effective leadership and job design in enhancing employee job performance in public service
organizations.

Job performance refers to delivering a task or achieving an objective in accordance with

predetermined standards, and it can be measured through various metrics such as efficiency and
accuracy. Organizations use job performance management to ensure that employees meet their
goals and identify areas for improvement. Unhealthy work condition conditions can negatively
impact employee job performance, leading to stress, lateness, and reduced enthusiasm for work.
Conversely, healthy work conditions can enhance employee job performance, leading to better
concentration, less sickness and quicker task completion. (Reeve & Smith, 2020; Yin et al.,
2019)

There are several aspects that influence employee job performance in firms. In any firm, the
workplace condition has a significant impact on employee job performance and productivity (El-
Zeiny, 2013). According to Chandrasekar (2011) there are key factors like physical work place
condition, reward, management and leadership style, training and development, organizational
culture and that could give a great impact towards the job performance of employees. He also
states that the workplace condition that is set in place impacts employee morale, productivity and
engagement -both positively and negatively. According to Chandrasekhar, working condition
characteristics have a significant impact on employee job performance. The characteristics of the
workplace condition have a significant influence on the job performance of employees, either
positively or negatively.

Several studies have shown a relationship between the working condition and employee job
performance. Khan et al. (2011) found a positive relationship between reward and employee job
performance in the education sector in Pakistan. Awoke (2019) found a substantial association

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between physical working condition, reward, and training, but no relationship between
leadership style and work-life balance and employee job performance among Bole Lemi
Industrial Park workers in Ethiopia. Factors like physical condition, workplace reward,
leadership style, work-life balance, and training can all impact employee job performance in
organizations.

Naharuddin and Sadegi (2013) conducted research on working condition factors affecting
employee job performance in Miyazu Malaysia. They found that supervisor support had little
effect on employee job performance, while job aid and physical working condition had a
substantial impact. However, little research has been done in Ethiopian cases to understand the
relationship between working condition and employee job performance in government and
public sectors. Girma & Tadesse (2021) investigated the impact of workplace elements on
employee job performance in the Ethiopian hotel industry, while Birhanu & Gebremedhin (2021)
found a significant correlation between work condition and employee job performance in the
Ethiopian textile industry. Enhancing the working condition can increase employee productivity,
job satisfaction, and loyalty. Therefore, the current study tried to see the effects of working
condition on the job performance of employees in detail in the case of Bureau of Revenue Kolfe
keraniyo subcity small tax payer’s office.

1.2 Statement of the Problem

The majority of working condition in developing countries are subpar. Unfortunately, most
businesses regard a safe and healthy workplace as an unnecessary expense and do not invest
heavily in maintaining a comfortable working condition. Aghaji A, et.al (2021).

Noble (2009) emphasizes the importance of identifying and managing work conditions to
prevent long-term strain on employees. Executives believe that employee job performance is
directly proportional to the size of their compensation package. Poor employee job performance
in the public sector is linked to absenteeism, corruption, tardiness, low work output quality, and
high turnover. Lam et al. (2018) studied the effect of working conditions on employee job
performance, but limitations include limited generalizability, self-report bias, and lack of control
for confounding variables. Future studies should include a more diverse sample, objective
productivity measures, and rigorous research designs to control for confounding variables. To

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improve the quality and relevance of findings, researchers should provide a clear description of
the study design, methodology, and results, publish in reputable journals, and carefully select
relevant studies.

The researcher observed that lack of conducive working condition in BOR makes it very difficult
to manage its large number of employees in the organization and that affects employee’s job
performance. An employee has a good job performance if that employee is able to do the same
work or exceed the standards or criteria that have been set together in the organization. On the
other hand, an employee hasn’t a good job performance if the work is less than the standards or
criteria that have been set together. Successful and effective organizations are organizations with
individuals who have good job performance. In conclusion, if the employees who work in an
organization have a good job performance then effectiveness or success of an organization will
be achieved (Widodo, 2015).

Few studies have been conducted in Ethiopia on the impact of the working condition on
employee job performance. However, those studies are have primarily focused on the
manufacturing sector, leaving a gap in knowledge for other industries. For example, Girma et al.
(2021), Luna Berihu (2017), and Awoke t. (2019). One issue gap in the study of the effect of
working condition on employee job performance is the lack of research into the psychological
impacts of work condition on individual employees. For example, research is needed to explore
the effects of different types of work condition on employees’ engagement, and overall
wellbeing. Here are some researchers and their respective studies which lack psychological
working condition in their studies of working condition factors on employee job performance:
Gebremedhin and Gebrehiwot (2019), Tadesse et al. (2021), Kassa et al. (2019) from abroad
countries include ( Shubhangi Tiwari et al., 2017), (Oluwafemi Oyeladun, 2017), (M.G. Barajas
et al., 2016), (Yousuf et al., 2016) and (S.H. Akbar et. al2015). Therefore the study would fill
this gap through Develop a survey or questionnaire specifically designed to assess employees'
perceptions of their working conditions and their psychological well-being. This can include
measures of job satisfaction, stress levels, engagement, motivation, and overall well-being.

On the other hand there is also be theoretical gap that various Studies on the Effect of Working
condition on Employee Job performance grounded on Herzberg’s Two Factor Theory. Wondimu
and Molla (2016) Yilma and Asfaw (2018) conducted studies which does not account for

4
individual differences or contextual factors. In order to better understand the intricacies of the
link between working condition and employee job performance in Ethiopia, it is necessary to use
more thorough theoretical frameworks.

Similar studies (Zhang et al., 2018), (Smith et al., 2019), (Susan Lee et al., 2020) grounded on
Herzberg’s Two Factor Theory. Despite Herzberg's Two-Factor Theory has had a significant
impact on the field of organizational behavior and has been widely applied in the development of
job design and human resource management practices. However, the theory has also been
criticized that it relies on self-reported data, which can be unreliable or subject to bias
(Alagaraja, M. (2018), the theory ignores the impact of situational variables (Tiwari, S., Gaur,
A., & Singh, V. (2017) and Another common criticism is the fact that the theory assumes a
strong causality between the factors it identifies and job satisfaction (Oyeladun, O. (2017).
Another research gap in the study of the effect of working condition on employee job
performance conducted is methodological gap. A study by Teshome et al. (2020), Abate and
Tilahun (2019), Gebeyehu et al. (2018) those studies have lack of inferential statistics to
establish causality or make predictions about the population of interest.

Organizations are facing significant challenges these days, including bad days, tardiness,
absenteeism, high turnover, and staff conflict. After working on high-pressure tasks, they may
experience burnout or exhaustion. This results in poor employee job performance. As a result,
the researcher saw it as a challenge to conduct a study on this title and identify the issues for
those who are underperforming at work due to a poor workplace condition (Brehane H, 2018).

According to the 2021 annual report of the organization, the identified problems related to
working conditions, such as high employee turnover and increased absenteeism highlight the
pressing need to investigate the effect of working conditions on employee job performance.
Most studies are in developed countries, with few in public service sectors. The study focuses on
factors like physical working condition, reward, training, and work life balance and employee
engagement. In the Ethiopian public sector, empirical evidence on work condition and employee
job performance is limited. As a result, the study intends to fill the existing gap by conducting
the research in Bureau of Revenue.

1.3 Objectives of the Study

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 1.3.1 General Objective

The general objective of this study is to analyze the effect of working condition on employee’s
job performance the case of Bureau of revenue, small tax payer’s Kolfe keraniyo subcity small
tax payer’s office.

1.3.2 Specific Objectives

The general objective of this study is to analyze the effect of working condition on employee’s
job performance the case of Bureau of revenue, small tax payer’s Kolfe keraniyo subcity small
tax payer’s office.

To analyze the effect of physical condition on employees job performance.

To examine the effect of training and development on employees job performance.
To investigate the effect of work life balance on employees job performance.
To examine the effect of reward on employees job performance.
To analyze the effect of employees engagement on employees job performance.

1.4 Research Hypothesis

Based on a theoretical and empirical review, the following hypothesis will be developed to
analyze the effect of the working condition on employee job performance:

Ha1. Physical condition has significant impact on employee job performance.

Ha 2. Training and development has significant impact on employee job performance

Ha 3. Work life balance has significant impact on employee job performance.

Ha 4. Reward has significant impact on employee job performance.

Ha 5. Employee’s engagement has significant impact on employee job performance.

1.5 Scope of the Study

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The study was delimited to investigate the impact of the working condition on employee job
performance in the case of Bureau of revenue, small tax payer’s Kolfe keraniyo subcity small tax
payer’s office. The study would focus on three key aspects of scope: geographical,
thematic/conceptual and methodological.

Geographical scope/coverage

The geographical scope of this study is limited in Addis Ababa specifically, Kolfe keraniyo
subcity small tax payer’s office. Among 11 branches Kolfe keraniyo branch based on the
preliminary study result, there was high employee dissatisfaction with the physical work
condition, because the building is located in an area with high commercial activity, noise and
disturbance from outside can be heard and poor work life balance and workload.

Conceptual scope/coverage:

The study measures the effect of working condition on employee job performance. The
independent variable (IV) is the working condition, which would be measured by the constructs
of According to theory, only physical work condition, training and development, work life
balance, reward and employee’s engagement. The dependent variable (DV) is employee job
performance, which would be measured by the dimensions of Key Job performance Indicators
(KPIs), Balanced Scorecard, Management by Objectives (MBOs), 360-Degree Feedback and
Productivity Index.

Methodological scope/coverage:

The study utilized a mixed research method, employing a survey questionnaire and interview as
the main data collection tool. A simple random sampling technique was used to select a sample
of employees from the participating organization. Data analysis was performed using descriptive
statistics and inferential statistics (correlation analysis, and multiple regression analysis).

1.6 Significance of the Study

The primary goal of this study was to look into the effects of working conditions on employee
job performance. As a result, the findings of this study may primarily benefit pubic institution,
policy makers, other researchers, and the researcher himself.

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  The research may assist management in BOR in determining how to create and enabling
workplace condition for employees in order to motivate them to perform.
 BOR policy makers will learn about the aspects of the workplace condition that affect
employee job performance. As a result, they will have a head start in developing
appropriate policies to improve favorable working conditions.

 Based on the preliminary research, the turnover rate, absenteeism rate, and
employee productivity are all reduced in BOR due to a variety of factors. To address the
aforementioned issues, creating a suitable working condition is critical in motivating
employees to complete their assigned tasks.
 Finally, the study would benefit from enhancing and practicing the researcher's ability
and creativity in its field.

1.7 Limitation of the study

While a study on the effects of working condition on employee’s job performance would provide
valuable insights into how workplace factors can impact job performance, there are some
limitations that should be considered. One potential limitation in this study was a limited
number of participants, it may be difficult to generalize the findings to larger populations.
Another limitation will be the study only examine a limited number of factors related to the
working condition, and will not account for other factors such as organizational culture and
discrimination. Furthermore, the study used a cross-sectional design, meaning that it only
measures employee job performance and working condition factors at one point in time, rather
than tracking changes over time. Finally, the study was conducted in a specific industry or
geographic location, which could limit its generalizability to other industries or locations.

1.8 Definition of Key Terms

Physical work condition: refers to the actual surroundings where work is performed, including
the physical conditions and characteristics of the workplace. (Khan et al., 2011)

8
Work-life balance: refers to the way employees combine their work with their private life.
(Naharuddin and Sadegi, 2013)

Employee engagement: refers to the level of emotional and psychological investment that an
employee has in their job and their organization. (Bhatnagar, 2007)

Employee job performance: refers to how well an employee is able to carry out their job
responsibilities and how effectively they contribute to the success of the organization. (Reeve &
Smith, 2020)

1.9 Organization of the Paper

This paper will be divided into five sections. The first chapter is an introduction that includes the
study's background, statement of the problem, objective, research hypothesis, significance, and
scope, Definition of key terms and organization of the paper. The second chapter is a review of
related literatures, which includes theoretical background as well as empirical review from
worldwide, national level and conceptual framework of the study. The third chapter discusses the
methodologies used in the study. The fourth chapter presents the study's findings and discussion.
The final chapter will provides the study's conclusion and recommendations.

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 CHAPTER TWO
RELATED LITERATURE REVIEW

Introduction

The structure followed for the study in reviewing the available literature is first putting forward
the introduction to the study, where by concepts, definitions, factors of working condition that
affect employee job performance (i.e. physical working condition, Reward, training and
development, Work-life balance and employees engagement), theories that are associated with
the study, empirical reviews at the global and national level and conceptual framework of the
study will be presented.

2.1 Concept of working condition

Creating a positive working condition is essential for the job performance of any employee.
According to recent research by Klynveld Peat Marwick Goerdeler International (2020),
employees who feel supported and valued in their workplace are more likely to be productive,
motivated and engaged with their work. This means creating an atmosphere where employees
can collaborate, share ideas and communicate openly without fear of judgement or criticism.
Additionally, employers should provide resources such as training opportunities or flexible
working hours that allow employees to develop new skills while also taking care of their own
needs outside work. By fostering a supportive condition that encourages growth and
development among its staff members, organizations are able to maximize employee job
performance levels on all fronts.

It is also essential for any organization. By providing an atmosphere that encourages teamwork,
open communication, and collaboration amongst employees, organizations can foster a culture of
innovation and creativity. Additionally, offering flexible working hours or work-from-home
options can help to reduce stress levels among staff while also increasing job satisfaction (Kumar

10
& Kumar 2020). Ultimately, creating an enjoyable workplace is key to achieving organizational
success.

2.2 Operational Definition of working condition

Working condition can be defined as the physical and social conditions that affect the activities
and job performance of individuals in the workplace. The working condition encompasses
everything from the physical condition, such as temperature and noise levels, to the social and
cultural condition, such as workplace relationships and team dynamics. The working condition
can have a significant impact on employee satisfaction, productivity, and overall job
performance (H.S. Jones, 2021).

Working condition can also be defined as the conditions and circumstances which individuals
face in their workplace. This includes the physical condition, such as noise levels and
temperature, as well as the social and cultural condition, such as team dynamics and
organizational culture. The working condition can have a direct impact on employee satisfaction,
productivity, and overall job performance training issue of freedom of association and collective
bargaining (Robertson et. al, 2016), work- life balance (Eurofound, 2012), work- life balance
(Eurofound, 2012),

2.3 Theories Related to working condition and Employee Job performance.

2.3.1 Job Demands-Resources (JD-R) theory

The Job Demands-Resources (JD-R) Theory is a recent theory introduced by Arnold Bakker and
Evangelia Demerouti (2001) that supports the importance of working condition factors such as
physical condition, leadership style, work- life balance, workload, employee engagement and
work-life balance. According to this theory, job demands are the physical, psychological, social,
or organizational aspects of a job that require sustained effort and are associated with certain
physiological and psychological costs. Resources, on the other hand, are the physical,
psychological, social, or organizational aspects of a job that help employees achieve their work
goals, reduce job demands, and promote well-being. (Bakker, A. B., & Demerouti, E., 2017),
(Demerouti, E. et.al, (2001).

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The JD-R theory suggests that job demands and resources interact to affect worker health and job
performance. It provides a comprehensive framework for understanding the relationship between
working condition and employee job performance and well-being. (Siegrist et al., 2009). Based
purpose of the study, Job Demands-Resources (JD-R) theory seems to be a well-established and
widely used theory to explain how the working condition impacts employee well-being and job
performance (Bakker, A. B., & Demerouti, E., 2017). JD-R theory suggests that job demands and
resources activate different processes that influence employee job performance (Demerouti, E.
et.al, (2001). When job demands and job resources are both high, work engagement is likely to
be higher (Bakker & Demerouti, 2007). Furthermore, the JD-R Theory suggests that job
resources, such as autonomy and control, can help to reduce the negative effects of job demands,
such as excessive workloads, and can help to promote work engagement (Bakker & Demerouti,
2007).

2.3.2 Job Characteristics Theory (JCT)

The Job Characteristics Theory (JCT) is a motivational theory developed by Hackman and
Oldham (1976) that explains how specific job characteristics can lead to higher levels of job
satisfaction and motivation. The theory proposes that five core job characteristics - skill variety,
task identity, task significance, autonomy, and feedback - can increase intrinsic motivation and
job satisfaction.

Hackman and Oldham (1976, 1980,) define the five job characteristics as follows:

Skill Variety: the degree to which various activities are needed in the job, requiring the
employee to develop a range of skills and talents.

Task Identity: the degree to which the position requires the employee to identify and complete a
piece of work all the way through to the end, so that the outcome is visible.

Task Significance: the degree to which a job affects the lives of other people. The impact may
be either within the organization or outside.

Autonomy: how much freedom, independence and discretion to plan out the work and determine
the procedures to be undertaken

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Feedback: measures how much knowledge the employee has.

This study used a hybrid approach that incorporated the Job Demands-Resources (JD-R) model
and the Job Characteristics Theory (JCT) to explore the effect of various factors on employee job
performance. The JD-R model identified job demands and resources that impact employee job
performance, while the JCT was used to understand how specific job characteristics impact
motivation and job performance. The approach of using multiple theories is called theoretical
triangulation and allowed for a more nuanced understanding of the complex relationships
between different factors and employee job performance. This method helped to identify
potential interactions between different factors, such as how the physical working condition and
physical environment interact to impact employee job performance.

2.4 Factors of Working condition that affect employee job performance.

Among the several working condition factors presented in previous studies, the current study
prioritizes physical working condition, Reward, leadership style, training and development, work
life balance, and employees engagement. An appealing and supportive work condition creates
conditions for employees to perform effectively, making the best use of their knowledge, skills,
and competencies, as well as the available resources, in order to provide high-quality
organization service. The factors are explained below based on this study.

2.4.1 Physical condition

The physical working condition is an important factor in the productivity and well-being of
employees. A comfortable, safe, and ergonomically designed workplace can help to reduce stress
levels among staff, increase morale, and improve overall job satisfaction. Good lighting helps to
ensure that workers are able to perform tasks efficiently without strain or fatigue; likewise it is
important for employers to provide adequate ventilation as this has been linked with increased
concentration levels (Bennett & Robinson 2019). Furthermore providing access points such as
microwaves or water coolers can help boost employee engagement by creating a more relaxed
atmosphere (Gebhart et al., 2020).

13
Finally ensuring that workstations are adjustable so that employees can customize their setup
according to their own needs will also contribute towards greater comfort at work (Kumar et al.,
2018). In conclusion it is clear that employers should take steps towards improving the physical
working condition if they want happy and productive staff.

2.4.2 Training and development

Training and development is an essential part of any organization's success. It helps to ensure
that employees have the skills, knowledge, and abilities necessary to perform their jobs
effectively. Training can include on-the-job training or external workshops and seminars; while
development involves activities such as mentoring programs, leadership programs, career
counseling services, etc., which help employees reach their full potential (Buchbinder & Shanks
2012).

An effective training program should be tailored to meet the specific needs of each employee in
order for them to gain maximum benefit from it. This includes providing relevant content that
meets individual learning styles as well as ensuring regular feedback so that employees
understand how they are progressing (Kumar et al 2020). Additionally a comprehensive
evaluation system should be implemented in order for organizations to measure whether training
objectives are being achieved. By investing time into developing a successful training program
companies will not only increase productivity but also create motivated and engaged staff who
feel valued by the company (Yin 2016). To sum up Training and development programs provide
a host of benefits. They enhance employee job performance, boost employee productivity,
reduce employee turnover, and improve company culture.

2.4.3 Work life balance

Work-life balance is an important concept for professionals of all industries. It refers to the
ability to manage work responsibilities while still allowing time and energy for personal
activities, relationships, and leisure pursuits. Work-life balance helps individuals maintain a
sense of wellbeing by providing them with adequate opportunities to rest, relax and enjoy life

14
outside their job roles. This can be achieved through various strategies such as flexible working
hours or telecommuting options that allow employees more control over when they complete
their tasks (Gade & Srivastava 2019).

Work-life balance is an important concept in today’s world, as it provides individuals with the
opportunity to maintain a healthy balance between their personal and professional lives. It is
about creating a balance between the time spent at work and the time spent on leisure activities,
family, and other personal pursuits. Work-life balance is not only important for individual well-
being, but it can also have a positive impact on businesses, as it can lead to increased
productivity, job satisfaction, and reduced stress. However, achieving work-life balance is not
always easy, and it requires individuals to plan their time carefully and prioritize their
commitments. It is important to remember that work-life balance is an ongoing process, and it is
important to take the time to adjust to life’s changes and make adjustments as needed. (Yoon
Jung, 2012).

Additionally, employers should also provide support services such as employee assistance
programs which can help workers cope with stressors in both professional and personal settings
(Yates et al., 2017). Ultimately, achieving a healthy work-life balance is essential for
individuals’ mental health and overall satisfaction in life; therefore it should be actively pursued
by both employers and employees alike.

2.4.4 Reward

Reward is a powerful motivator that can be used to shape behavior and encourage positive
outcomes. Research into reward has demonstrated that different types of rewards, such as
tangible rewards, social recognition, and intrinsic rewards, can be used to motivate individuals
and groups. For example, rewards can be used to encourage employees to work harder, or to
reward students for good academic job performance. Additionally, rewards can be used to
reinforce desired behaviors and discourage undesired behavior. (McAdams, H. 2018).

Reward systems are an important tool for motivating employees to perform well and achieve
desired outcomes. The right reward system can be used to incentivize staff, recognize
achievement, promote loyalty and create a positive working condition. Rewards should be
tailored to the individual or team's job performance goals, taking into account both short-term

15
objectives as well as long-term career development aspirations. When designing rewards
programs it is important to consider the type of reward (e.g., financial or nonfinancial), how
often they will be provided (e.g., weekly or annually) and whether any recognition ceremonies
will accompany them (e.g., certificates).

2.4.5 Employees engagement

Employee engagement refers to the level of dedication, passion, and commitment an employee
has towards their work and organization. It is a positive psychological state that is characterized
by high levels of energy, enthusiasm, and involvement in work-related activities (Schaufeli, W.
B., & Bakker, A. B. 2010).

Employee engagement can also be fostered through effective leadership, which involves setting
clear expectations, providing feedback and recognition, and creating a culture of trust and respect
.Measuring employee engagement is important for managers and organizations, as it can provide
insights into areas of strength and weakness in the workplace. There are several tools that can be
used to measure employee engagement, including surveys, focus groups, and interviews with
employees (Macey, W. H., & Schneider, B. 2008).

According to Rich et al. (2010), maintaining a level of job performance is mainly dependent on
the individuals who are fully engaged in their work/job tasks. Almost all of the studies published
in earlier literature, work engagement brought significant positive outcomes, for both the
individuals and the organizations.

2.5 Employee Job performance

Employee job performance is an important factor for the success of any organization.
Consequently, employers should ensure that employees have a clear understanding of their job
performance objectives, receive adequate training and support, and have access to appropriate
rewards and incentives for achievement. Furthermore, employers should use consistent and fair
job performance metrics and ensure ongoing communication between themselves and
employees. Additionally, employers should recognize and reward employees for their hard work

16
and successes. Finally, employers should strive to create a positive work condition, where
employees feel valued and motivated to do their best. (Khan, 2018).

A positive and supportive working condition significantly impacts employee job performance
and motivation. according to Chen and colleagues (2021) A well-designed physical condition,
including good lighting, comfortable temperature, and adequate space, increases productivity,
job satisfaction, and reduces turnover rates. This study highlights the importance of a supportive
and positive working condition in organizational success. Another study by Gao et.al (2022)
examined the impact of the psychosocial working condition on employee job performance. The
study found that a supportive and respectful psychosocial working condition, such as good
relationships with colleagues and supervisors, had a positive impact on employee job
performance. The researchers suggested that organizations should prioritize creating a positive
psychosocial working condition to improve employee motivation and job performance.

A study by Bakker and Leiter (2010) found that work engagement, a construct related to
employee job performance, was positively related to KPIs and MBOs. Similarly, a study by
Yang et al. (2021) found that 360-Degree Feedback was positively related to employee job
performance.

2.5.1 Measurements of Employee Job performance

Measurement of employee job performance is a crucial aspect of any organization. It allows

employers to evaluate employee job performance against set goals and objectives, identify areas
of improvement, and provide feedback to employees. A study by Esen and colleagues, (2021)
investigated the effectiveness of different measurement methods used to evaluate employee job
performance in the public sector. The study found that job performance appraisal was the most
effective method for measuring employee job performance, followed by self-assessment and peer
assessment. The researchers suggested that organizations should use multiple measurement
methods to obtain a comprehensive evaluation of employee job performance.

According to the study by Kim and colleagues, (2022) examined the impact of job performance
measurement on employee motivation and job performance. The study found that the use of job
performance measurement improved employee motivation and job performance. The researchers

17
suggested that job performance measurement can be used as a tool to incentivize employees and
improve their productivity.

2.5.1.1 Employee Job performance indexes

Job performance indexes are tools used to measure and evaluate employee job performance.
Here are some of the commonly used job performance indexes released by Society for Human
Resource Management foundation (2022):

1. Key Job performance Indicators (KPIs) - KPIs are metrics used to evaluate an
employee's progress towards achieving specific goals and objectives. They are used to
track job performance and provide feedback to employees. ( Parmenter, D. 2015)

2. Balanced Scorecard - The balanced scorecard is a job performance measurement

tool used to align business activities with the organization's strategy. It includes
financial, customer, internal process, and learning and growth perspectives. ( Kaplan,
R. S., & Norton, D. P.2001)

3. Management by Objectives (MBOs) - MBOs are a job performance management

technique that involves setting specific, measurable, attainable, relevant, and time-
bound goals for employees. It provides employees with clarity on what is expected of
them and helps managers evaluate job performance. ( Drucker, P. F.1992)

4. 360-Degree Feedback - 360-degree feedback is a job performance appraisal method

that involves collecting feedback from multiple sources, including colleagues,
subordinates, and supervisors. This approach provides a comprehensive evaluation of
an employee's job performance. (London, M., Guth, W., & Caruso, H. (2010).)

5. Productivity Index - The productivity index measures the amount of output

produced by an employee in a given period. It is used to evaluate the employee's
efficiency and effectiveness. (Smith, W. A., Wright, P. M., Gardner, T. M., &
Moynihan, L. M. (2003).

2.6 Empirical Review

18
2.6.1 Empirical Review at Global Level

According to the study by Yazdanpanah et al. (2020) examined the effects of physical condition
on employee job performance in the context of an Iranian manufacturing company. The study
found that physical conditional factors such as lighting, ventilation, temperature, noise, and other
factors had a significant impact on employee job performance, with better physical conditions
leading to higher levels of productivity and job satisfaction.

A recent study by Gopinath et al. (2020) examined the impact of training and development on
employee job performance in the Indian IT industry. The study found that training and
development had a positive effect on employee job performance, with higher levels of training
and development leading to increased employee productivity, job satisfaction, and job
commitment.

Yang et al. (2021) looked at the impact of work life balance on employee performance in the
healthcare sector. The study found that, controlling for other factors, employees who had a better
work life balance had higher job satisfaction and performed better than those with a poorer work
life balance.

An empirical review on the effect of rewards on employee job performance was published in by
Gülengin et al. ( 2019 ) The study reviewed the effects of intrinsic and extrinsic rewards on
employee job performance, including job satisfaction and job performance. The study found that
both intrinsic and extrinsic rewards have positive effects on job performance and job satisfaction,
and that the effects are stronger for intrinsic rewards. The study concluded that rewards should
be used strategically in order to maximize their effectiveness on employee job performance.

2.6.2 Empirical Review at National Level

Awoke, T. (2019) conducted a study on the effect of working condition on employee job
performance in the Bole Lemi Industrial Park. The study used a descriptive survey design to
collect data from 373 employees. The results of the study showed that the physical condition, and
task condition of the workplace all had a significant effect on employee job performance.

19
An empirical review of the study by Luna Berihu (2017) on the effect of working conditions on
employee job performance in Ayka Addis Textile and Investment Group PLC. The findings
revealed that all variables had a positive and correlated with employee job performance. With the
exception of violence, harassment, and discrimination, and training, others were statistically
significant.

2.7 Conceptual Framework of the Study

The conceptual framework/model for this study was adapted from Nduku (2015), which
proposed a model for examining the relationship between work condition and employee job
performance. Nduku's model identified several factors in the work condition, including physical
condition, training and development, work life balance, reward, and communication. The Nduku
(2015) conceptual framework is unique in that it incorporates both individual and organizational
factors that affect the relationship between working condition and employee job performance.
Nduku’s conceptual framework is also distinctive in that it is tailored to the context of
developing countries such as limited resources, cultural differences, and political instability, and
proposes strategies for creating a positive working condition.

In adapting Nduku's model for this study, some modifications was made to better fit the research
question and context. For example, the original model did not include employee’s engagement as
a factor, but it was added as an independent variable in this study due to its relevance in the
context of the research question.

Factors of working condition

Independent Variable Dependent Variable

20
Source: (Nduku, 2015) with slight modification based on literature review and previous studies)

Fig 1.
Physical condition

Training & Development

Work life Balance Safety

Employee’s Job
Performance
Reward

Employee’s Engagement
Conceptual framework of the study

21
 CHAPTER THREE
RESEARCH METHODOLOGY
Introduction

The methodology section of any research paper is critical for providing a clear and detailed
explanation of the procedures and techniques utilized in the research process. As Yilmaz (2013)
explains, the methodology section is essential for allowing readers to evaluate the quality,
validity, and reliability of the research findings. This section should present the specific research
design, sampling methods, data collection procedures, and analysis techniques that were used in
the study.

3.1 Research Design

Descriptive and explanatory research design was used for this study to establish a baseline
understanding of variables and identify causal relationships of (the working condition
dimension) on the dependent variable (employee job performance). Descriptive research was
used to provide an overview or profile of the working conditions and job performance of
employees .the reason for the use of explanatory research design is typically it involve the
manipulation of an independent variable and the measurement of the resulting changes in the
dependent variable (Babbie, E., 2016).

3.2 Research Approach

Creswell (2014) identifies three types of research approaches: quantitative, qualitative, and
mixed methods. To achieve the study's objectives, the researcher applied mixed methods
approach or a blend of quantitative and qualitative methods, which are questionnaire and
interview. A mixed approach allows for a more comprehensive understanding of the research
topic by combining statistical data and rich contextual information (Croswell, 2014).

3.3 Population and Sampling Method

22
 3.3.1 Target Population

According to Smith et al. (2018), accurately defining the target population is essential for
researchers to draw valid and reliable conclusions, as it impacts the representativeness of the
study samples. A comprehensive understanding of the characteristics and demographics of
the target population is essential to ensure the study results are generalizable to the population
of interest. Employees of BOR's Kolfe keraniyo sub-city small taxpayer’s branch would thus
be the study's target group who have direct relationship with the study. As a result, the study's
target population was 324 employees.

3.3.2 Sample Size

The sample size necessary for the study is calculated using Yamane's (1967) sample size
determination. The researcher used this formula because of, it is particularly useful when dealing
with populations of a known size, as it takes the size of the population into account when
calculating the sample size.

Therefore Yamane formula is:

n = N / (1 + N (e) ^2)

Where:

n = sample size

N = population size

e = level of precision, or margin of error

The formula assumes that the sample is selected randomly and that the population is
homogenous. For this study because of time and budget shortage 180, respondents were selected
from the total population of 324 on the basis of simple random sampling.

The Yamane formula for sample size, assuming a 5% precision and a 95% confidence level,
n = N / (1 + N (e) ^2)

23
n = 324 / (1 + 324(0.05) ^2)

n = 179.56

Rounding up to the nearest whole number, we get a sample size of n = 180.

3.3.3 Sampling Techniques

Probability and non-probability sampling technique was used by the researcher because it
enhances the possibility of collecting trustworthy data while simultaneously minimizing bias
and enhancing generalizability. Following the collection of a representative sample size from
the organization, the researcher selected sample respondents from the organization using
simple random sampling and purposive sampling procedures from among different types of
probability and non-probability sampling techniques in order to collect data about the working
condition and employee job performance.

3.4 Data type and Source

3.4.1 Data type

The type of data used for this study was both quantitative and qualitative. The reason to select
this type of data is to get a deeper understanding of complex issues and can help to identify
unique insights that may be missed with a single data type (Creswell 2014). By using both
qualitative and quantitative data types, the researcher will cross-check their findings from
different angles and provide a more robust understanding of the study.

3.4.2 Sources of Data

The researcher used primary and secondary data sources for the study. This is because
combining the information from the two sources might result in a thorough comprehension of the
subject under study. It help to gather trustworthy and accurate primary data that is catered to the
study by employing questionnaire and interview. Additionally, by identifying existing theories or
gaps in the literature, using secondary data sources, such as earlier research studies or
government reports, can broaden the context for the research and help to inform the research
design (Cooper, D. R., & Schindler, P. S., 2019).

24
 3.5 Method of Data Collection
3.5.1 Data Collection Instruments

The researcher employed both questionnaire and interview as a data collecting tool in order to
collect data for this study. The questionnaire is divided into two pieces. The first component
covers the respondent's history and demographic information, while the second half contains
information regarding the working condition and employee job performance. Using both
questionnaire and interview methods as data collection instruments can provide a more complete
picture of the research topic. The questionnaire was administered to a diverse group of
respondents, including, officers, case team leaders and clerks to obtain a broad range of
perspectives on work condition factors and employee job performance, and to identify any
differences or similarities in perceptions across different employee groups.

In addition to the questionnaire, the researcher also conducted interviews with middle-level
managers. The reason for selecting this group was that middle-level managers play a critical role
in managing and supervising employees, and their perceptions and experiences can provide
valuable insights into the research topic.

3.6 Method of Data Analysis

3.6.1 Data Processing

The questionnaire data was processed manually and automatically, including cleaning,
processing, and analyzing the data. Data processing involves steps such as data cleaning,
reduction, and transformation, which helps researchers identify errors, inconsistencies, and
missing data. The qualitative data from interviews was transcribed, reviewed, and analyzed for
themes and patterns. The analysis process will involve coding and categorizing the data,
identifying common threads, and exploring relationships between different themes. The
quantitative and qualitative findings was cross-analyzed to integrate the data. Triangulation with
other data sources may also be performed to validate the results. (Field, 2018).

3.6.2 Data Analysis

25
When the data gathering process is completed and in hand, statistical analysis was used to
analyze the response and documents evaluated. Descriptive and inferential statistics (correlation
and multiple regressions) was taken into account.

3.6.2.1 Descriptive Analysis

According to a recent article by (Writer W, 2022,) Descriptive analysis is a writing technique

that focuses on creating a vivid and detailed picture of a subject through the use of language. A
variable dealing with the respondents' background or demography, as well as the mean score of
working condition characteristics and employee job performance, will be interpreted using
descriptive analysis. The data was presented in tabular, frequency distribution, and percentage
formats. This was accomplished by computing the means and standard deviations of data
collected for the variables. While Descriptive analysis for interview questions involves
summarizing and categorizing the data obtained from the interviews.

3.6.2.2 Inferential Statistics

Inferential statistics refers to the use of statistical tools to make inferences or predictions about a
population based on data from a sample. The importance of inferential statistics in research can
provide valuable insights into the population and help researchers make informed decisions
(Hossain, S. 2021). The inferential statistics methods that has been used to interpret data are
explained as follows:

Pearson Correlation analysis

The study used Pearson correlation analysis to measure the strength and direction of the linear
relationship between two variables. The Pearson correlation coefficient is a measure of the linear
relationship between two variables, typically denoted by (Garson, 2019). It lies on a scale from -
1 to 1 and indicates how closely related two variables are. A value of 0 means that there is no
linear relationship between the two variables while values closer to either end indicate stronger
relationships; in particular, values close to 1 indicate strong positive correlations while those near
-1 represent strong negative correlations (Garson, 2019). The significance of correlation is
determined by the p-value whether a result is statistically significant or not. A result is
considered statistically significant if the p-value is less than a predetermined threshold (usually

26
0.05 or 0.01). If the p-value is greater than the threshold, the result is not considered statistically
significant.

Multiple regression analysis

The study also used multiple regression analysis to examine the relationship between one
dependent variable and multiple independent variables. A recent article on multiple regression
analysis highlights that "multiple regression analysis allows researchers to examine the effects of
several variables on one dependent variable and can be particularly useful in social science
research (Johnson, K. R. 2022). This method will be employed in this study to investigate the
effect of working condition variables on employee job performance.

3.6.3 Model Specification

Model Specification refers to the process of defining the assumptions, structure, and parameters
of a statistical or mathematical model used to analyze data and make predictions (Mendenhall,
et.al. 2017). Employee job performance is determined by several variables of the working
condition, according to the works covered in the preceding sections. Consequently, the key issue
in regard to the hypotheses presented above is an analysis of the link that exists between
employee job performance and each of the explanatory factors established through literature and
theories. Additional variables not expressly included in the model will be captured via the
model's error term. Therefore the researcher employed multiple linear regression model with
multiple predictors (as sited by Ronald A. Fisher et.al. 1935). Therefore this model will be used
Based on prior research related to the topic. As a result, the general model that integrates all of
the variables to test the study's hypotheses was;

EJP (Yi ) =β0+β1(PE)+β2(TD)+ β3(WLB)+ β4(Rw)+ β5(EE)+ µ Where;

Yi= Employee Job performance (Dependent Variable)

PE: Physical condition
WT: Training and Development
WLB: work life balance
RW: Reward

27
 EE: Employee Engagement

β0= constant term

µ= error term
β1, β2, β3, β4, and β5: coefficients associated with each independent variable which measures
the change in value of Y, per unit change in their respective independent variables.

3.6.4 Measurement

Work conditional factors were measured with five dimensions each of them have five items with
Likert scale. This five dimensions was adopted from the following previous studies, rewards
(ILO 2017, 2018/19, 2020). To measure physical condition, training and development, work life
balance and employee’s engagement (Yazdanpanah et al.2020, Gopinath et al. 2020, Qin et al.
2020, Amalina, T., & Afandi, B. 2020, and Serbin, L.) respectively.

Employee’s job performance was measured with the following dimensions; Key Job
performance Indicators (KPIs) Parmenter, D. 2015), Balanced Scorecard, Kaplan, R. S., &
Norton, D. P.2001), Management by Objectives, Drucker, and P. F.1992), 360-Degree Feedback
- London, M., Guth, W., & Caruso, H. 2010).) Productivity Index Smith, W. A., Wright, P. M.,
Gardner, T. M., & Moynihan, L. M. 2003).Except for background and demographic
information, all items are scored on a five-point scale: strongly disagree (SD) = 1, disagree (D) =
2, neutral (N) = 3, agree (A) = 4, and strongly agree (SA) = 5. The purpose of using a Likert
scale is to make it easier for respondents to answer questions. In addition 5 interview questions
will be prepared to get more robust information for the study.

3.7 Validity and Reliability Test

Validity Test

Validity is a concept that refers to the accuracy and appropriateness of research findings. It is
important for researchers to assess the validity of their study results in order to ensure that they
are reliable and meaningful. According to ( Bloxham & Boyd 2015), “validity can be seen as an
umbrella term which encompasses several distinct but related aspects, including reliability,
generalizability, trustworthiness, objectivity and authenticity. In addition, (Trochim & Donnelly

28
2008) suggest that “aspects such as internal validity or construct validity must also be considered
when assessing the overall quality of a study). Therefore it is essential for researchers conducting
studies on any topic area to consider all elements associated with validating their findings before
making conclusions about them.

So that pre-questionnaire was distributed to the managers of Bureau of Revenue, Kolfe keraniyo
subcity small tax payer’s office’s Branch office (AKSCSTBO) and the research advisor to check
the validity of questions to further data collection process. As per the comments and the
discussion with (AKSCSTBO) experts and the advisor the question prepared to primary data
collection for the research objective was found valid by researcher. Further, this instruments or
variables of working condition and employee job performance were tested by previous studies
for content validation.

Reliability Test

The reliability of a measure reflects how well it is free of bias (error) and so assures consistent
measurement throughout time and across the many components in the instrument. If the
measurement is reliable, then there is less chance that the obtained score is due to random factors
and measurement error (Marczyh, et al., 2005). According to George and Mallery (2003, as cited
in Joseph & Rosemary, 2003) Cronbach‘s alpha is a coefficient of reliability. It is commonly
used as a measure of the internal consistence or reliability of a psychometric test score for a
sample of examinees.

Cronbach‘s alpha reliability coefficient normally ranges between 0 and 1. Cronbach Alpha will
be used to assess the consistency of the questionnaire. This study used self-administered
questionnaire and interview questions then these questionnaires was pre-tested based on pilot
study, to guarantee a common understating of questions among respondents. The alpha values
results for the questionnaires and their alpha values were within an acceptable range (>0.7) .see
table 3.1

Table 3.1: Reliability Statistics result

Reliability Statistics
Cronbach's Alpha No. of Items
PE .849 6
TR .863 5
WLB .880 29 5
RW .833 4
EE .865 5
EP .843 5
 Source: SPSS output 2023.

3.8 Ethical Consideration

As noted by Jones et al. (2021), ethical considerations should be integrated into every aspect of
the research process, including the research design, data collection, and analysis. Moreover,
researchers should also ensure that they adhere to all legal and ethical regulations related to their
area of research. As a result, the researcher will contact and the respondent will provide informed
consent. Respondents will not coerced to participate in the study, hence the concept of
voluntarism will applied throughout the data gathering technique. Additionally, responders will
informed that the information acquired would be used solely for academic purposes and would
be kept strictly secret.

30
 CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATIONS

4.1. Introduction
In the study on the effect of working condition on employee performance, data analysis,
presentation, and interpretation were conducted in this chapters. This chapter has four sections,
the first section presents the descriptive analysis of the study variables. The second section
focuses on the correlation analysis, which provides insight into the degree of association between
the study variables. Section three presents the classical linear regression model assumption
diagnostic test results which examines the assumptions of the regression model, such as
normality, linearity, homoscedasticity, multicollinearity, autocorrelation and significant outlier
and provides insight into whether the data meet the assumptions necessary for regression
analysis. Finally, the fourth section presents the results of the regression analysis and discussions
on regression analysis.

4.2. Questionnaire Response Rate

The researcher distributed 180 questionnaires for the Ethiopian Revenues and Customs
Authority Kolfe keraniyo branch respondents, and received 164 completed questionnaires in
return. The response rate for this study is 91.1%, indicating that a high proportion of the
questionnaires were returned and usable for data analysis (Smith, 2020). A response rate of
90% or above is generally considered to be very good, suggesting that the results are likely to
be accurate and reliable. A response rate below 60% is generally considered to be poor and may
raise concerns about the representativeness and quality of the data (Dillman et al., 2014).

31
 4.3. Descriptive Statistics
4.3.1. Background Information of the Respondents

This section deals with an overview of the background information of the respondents who
participated in the survey. This includes demographic information such as age, gender, education
level, and work experience. By examining the background information of the respondents, we
can gain a better understanding of the sample and its representativeness, and can provide context
for the study results.

4.3.1.1:
Gender Gender of
Respondents

The following
female figure shows
68(41.5 male the gender
96 %)
distribution of
(58.5%)
the respondents
in a study. Out
of a total
sample of 164
participants, 96 (58.1%) were male, and 68 (41.5%) were female. According to the survey, there
were more men than women.

32
 Figure 1. Gender of respondents

Source; survey (2023) SPSS output

Table 1.Age Category of Respondents

Age Range Frequency Percent

18-25 24 14.6
26-34 59 36.0
35-41 52 31.7
42-50 29 17.7
Total 164 100.0
Source; survey (2023) SPSS output

The above table provides information about the age distribution of the respondents in a study.
Out of a total sample of 164 participants, the largest age group was participants aged 26-34, who
accounted for 59 (36.0%) of the sample. The next largest group was participants aged 35-41,
who accounted for 52 (31.7%). Participants aged 18-25 and 42-50 accounted for 24 (14.6%) and
29 (17.7%) of the sample, respectively. From this we can say that most of Kolfe keraniyo subcity
small tax payer’s office’s office employees are young adults.

Table 2. Experience of Respondents

Range of Experience Frequency Percent

1-5 57 34.8
6-10 75 45.7
11-15 18 11.0
above 15 14 8.5
Total 164 100.0
Source; survey (2023) SPSS output
The above table shows that out of the total sample of 164 participants, the largest group (75
participants, or 45.7% of the sample) had between 6 and 10 years of experience in the field. The

33
next largest group (57 participants, or 34.8% of the sample) had between 1 and 5 years of
experience. A smaller group of participants (18, or 11.0% of the sample) had between 11 and 15
years of experience, and an even smaller group (14, or 85% of the sample) had more than 15
years of experience. Therefore (45.7%) of respondents had more than 6 years of experience. This
may have implications for the generalizability of the study's findings to individuals with more
extensive experience in the field, who may have different perspectives on the working condition
and its effects on performance.

Table 3. Level of Education

Educational Status Frequency Percent

<= 12 18 11.0
Diploma 43 26.2
Degree 86 52.4
MA/MSc 17 10.4
Total 164 100.0
Source; survey (2023) SPSS output

The above table gives detail information about the educational status of the participants in a
study. Individuals with a degree made up the biggest educational status group out of a total
sample of 164 individuals, accounting for 86 (52.4%) of the sample. Diploma holders made up
the second-largest category, comprising 43 (26.2%) of the sample. 18 (11.0%) of the respondents
was made up of participants with educations up to the 12th grade or less, and 17 (10.4%) are
made up of participants with master's degrees or higher. The majority of participants had
degrees, suggesting that the study may have a relatively well-educated respondents.

4.3.2 Measures of Central Tendency and Dispersion

Table 4. Overall Mean and Standard Deviation

Variables Mean Std. Deviation

Employees Performance 2.745 .587
Physical condition 2.838 .436
Training and development 2.653 .473
work life balance 2.527 .529
34
Reward 2.696 .687
Employees engagement 2.840 .408
 Source; survey (2023) SPSS output

The aggregate arithmetic mean and standard deviation of the dependent and independent
variables are shown in Table 6 the mean represents the average score for each variable, while the
standard deviation represents the degree of variability or dispersion in the scores. The findings
indicate that the employees perceived Employees engagement with a mean value of 2.840 and
0.408 standard deviation and Physical condition with a mean value of 2.838 and 0.436 standard
deviation. Respondents mostly agreed and felt favorably about these factors. This variables
indicate the strength of the organization and can be leveraged to improve employee performance
and organizational outcomes.

The employees also give response on reward with a mean value of 2.696 and 0.408 standard
deviation, Training and development with a mean value of 2.653 and 0.473 standard deviation,
most of respondents agreed and felt positively on this factors. This indicates that the organization
may have a relatively good working condition and provides adequate training and development
opportunities for its employees. However, the work life balance measure had a mean of 2.527
and a standard deviation of 0.529. Respondents were seen more poorly, which shows that the
organization may need to improve in these areas to increase employee performance and well-
being. The organization should concentrate on giving flexible work schedule. Finally, employee
performance scored a mean value of 2.745 and 0.587 standard deviation.

4.4. Inferential Statistics

In this section, we would delve the two commonly used inferential statistical techniques:
correlation and multiple linear regression.

4.4.1. Correlation Analysis

Correlation analysis is a statistical method used to measure the strength and direction of the
relationship between dependent and independent variable. It allows us to determine if there is a

35
positive, negative, or no correlation between the variables. Correlation coefficients range from -1
to +1, where -1 indicates a perfect negative correlation, +1 indicates a perfect positive
correlation, and 0 indicates no correlation.

McDaniel and Gates (2006) suggest that a correlation coefficient value of 0.1 to 0.29 indicates a
weak association among the items, while a value of 0.3 to 0.49 suggests a moderate level of
correlation and a strong relationship between two variables is indicated by a correlation
coefficient greater than 0.5. Pearson correlation, was employed to investigate the correlation
between the dimensions of working condition and employee performance. Table 4.5 below
shows the result of the Pearson correlation analysis conducted on the variables.

Table 5. The Relationship between Working Condition Dimensions and Employee

Performance

Correlations
EP PE TR WLB RW EE
**
PC Pearson Correlation .787 1

Sig. (2-tailed) .000

N 164 164
TR Pearson Correlation .681** .582** 1

Sig. (2-tailed) .000 .000

N 164 164 164
WLB Pearson Correlation .783** .740** .754** 1

Sig. (2-tailed) .000 .000 .000

N 164 164 164 164
RW Pearson Correlation .891** .704** .515** .670** 1

Sig. (2-tailed) .000 .000 .000 .000

N 164 164 164 164 164

36
 EE Pearson Correlation .055 .368** .250** .311** .045 1

Sig. (2-tailed) .482 .000 .001 .000 .564

N 164 164 164 164 164 164
**. Correlation is significant at the 0.01 level (2-tailed).

Source; survey (2023) SPSS output

The relationship between the various variables and the dependent variable is shown in the table
above. Based on this the correlation coefficient between physical condition and employee
performance is .787 which indicates a strong positive relationship. The p-value is < .05,
suggesting that this relationship is statistically significant. A strong positive relationship between
training and development and employee performance is suggested by the correlation coefficient
of .681. The statistical significance of this relationship is supported by the p-value being less
than .05. The correlation coefficient between work life balance and employee performance
is .783, which indicates a strong positive relationship. The p-value is < .05, suggesting that this
relationship is statistically significant.

The strong positive relationship between reward and employee performance is indicated by the
correlation coefficient value of .891. The statistical significance of this relationship is supported
by the p-value being less than .05.

As opposed to that, the correlation coefficient between employee engagement and employee
performance is .055, which indicates a very weak positive relationship. The p-value is > .05,
suggesting that this relationship is not statistically significant. This suggests that there is no
significant relationship between employee engagement and employee performance, and further
analysis may be needed to understand the potential factors influencing employee performance.

4.4.2 Testing Assumptions of Classical Linear Regression Model (CLRM)

Classical Linear Regression Model (CLRM) is a widely used statistical method for modeling the
relationship between a dependent variable and one or more independent variables. However, this
model depends on several assumptions that must be met to ensure valid and reliable results.
Testing these assumptions is an important step in the analysis of regression models. The key
assumptions of CLRM are Normality of errors, homoscedasticity, Independence (no

37
autocorrelation), absence of multicollinearity, linearity and no influential outliers. Violating these
assumptions can lead to biased, inefficient, or inconsistent estimates of the regression
parameters, and may result in incorrect conclusions.

In this study, the ordinary least square approach (OLS) was used to estimate the parameters in
multiple linear regression models and reduce the sum of squared errors, or the difference
between observed value and predicted value. In order to get an accurate estimate value while
utilizing the OLS technique, the above five fundamental underlying assumptions must be met.
OLS estimators give biased, inconsistent, and ineffective results when the assumptions are
violated. Therefore, the researcher performed the following diagnostic test to guard against the
possibility of obtaining and interpreting incorrect regression analysis result.

A. Test for Normality

The test for normality is an important assumption of the classical linear regression model that
requires the errors or residuals to follow a normal distribution. In this study the normality
assumption was tested by combining both numerical and graphical tests, it is possible to obtain a
more comprehensive and robust assessment of the normality assumption, which can improve the
validity and reliability of the regression results. The researcher used Numerical test using
Shapiro-Wilk test and graphically using visual methods such as histograms. Based on the
following results of the numerical and graphical tests for normality, it can be concluded that the
residuals in the regression model are normally distributed.

I. Shapiro-Wilk Test

Table 6. Shapiro-Wilk Test

Tests of Normality
Kolmogorov-Smirnova Shapiro-Wilk

38
 Statistic df Sig. Statistic df Sig.

Studentized Residual .048 164 .200* .990 164 .339

*. This is a lower bound of the true significance.
a. Lilliefors Significance Correction

Source; survey
(2023) SPSS output
As cited in Razali, N.
M., & Wah, Y. B.
(2011) study if the p-
value is less than the
significance
level (usually 0.05) indicating that the sample is not normally distributed, conversely if it’s
greater than 0.05 is normally distributed. The above Shapiro wilk test result revealed that the
sig.value is 0.339. This means the value is greater than 0.05. From this we can conclude that the
residuals in the regression model are normally distributed.

II. Graphical Test

39
 Figure 2. Graphical test of normality

Source; survey (2023) SPSS output

The result in figure 3 shows that the residual's mean is zero and its estimated variance is
approximately one, indicating that the distribution of error is normal.

B. Linearity test
Figure 3.Normal P-P plot
Source; survey (2023) SPSS output

According to Kutner, M. H., Nachtsheim, C. J., Neter, J., & Li, W. (2005) normal probability
plot of the residuals can be used to assess linearity. If the plot shows a clear pattern, such as a
curved or nonlinear relationship between the standardized residuals and the expected values, this
may indicate that the relationship between the dependent variable and the independent
variable(s) is not linear. Therefore on fig 4 the plot shows a random scatter of points around a
straight line, it suggests that the residuals are normally distributed and that the linearity
assumption has been hold.

C. Test for Homoscedasticity

Homoscedasticity is a key assumption of regression analysis, which assumes that the variance of
the errors in a regression model is constant across all levels of the independent variable(s). In

40
contrast, heteroscedasticity occurs when the variance of the errors is not constant across all levels
of the independent variable(s). In other words, the variability of the residuals changes as the
values of the predictors change. In order to determine if this premise was violated, the research
employed the scatter plot technique. If the scatter plot shows a pattern, such as a funnel shape or
a curve, it suggests that the variance of the residuals is not constant across all levels of the
predictors, indicating the presence of heteroscedasticity. As seen in figure 4.4 below, the graph
seems to be an arbitrary collection of dots or the plots have no discernible structure. Therefore,
the homoscedasticity assumption is upheld.

Figure 4. Homoscedasticity test

Source; survey (2023) SPSS output

D. Test for Multicollinearity

The CLRM model supposes that the predicting variables are uncorrelated. Multicollinearity
happens when the explanatory variables have a high degree of correlation with one another. This
can make it difficult to estimate the regression model's parameters and impair the model's ability
to accurately predict the response variable. The researcher employed the variance inflation factor
(VIF) and tolerance levels for each predictor variable to detect multicollinearity. VIF is a
measure of the extent to which the variance of the estimated regression coefficient is increased
due to collinearity, while tolerance is a measure of the proportion of variance in a predictor
variable that is not explained by the other predictors. According to Kutner et al. (2005), a VIF

41
value greater than 10 or a tolerance value less than 0.1 is generally considered to indicate the
presence of multicollinearity. As shown in table 9 the value of tolerance is greater than 0.1 and
the value of VIF for all explanatory variables is less than 10%. As a result, it suggests that
explanatory variables are not multicollinearity.

Table 7.Test for Multicollinearity

Model Collinearity Statistics

Toleranc VIF
e (1/VIF)
1 PE .303 3.297
TR .430 2.326
WLB .264 3.791
RW .338 2.958
EE .640 1.563
Source; survey (2023) SPSS output

E. Test for Autocorrelation

A test for autocorrelation is a statistical test that examines whether there is a serial correlation
among error terms or not. Autocorrelation occurs when the residuals of a model are not
independent and are correlated with each other over time. In other word it assumes there is no
serial correlation among error terms.

The most common technique for testing autocorrelation in regression analysis is the Durbin-
Watson test (Hair et al., 2017). Therefore, if the result of the DW test is between 1.5 and 2.5,
there is no proof that the error terms are serially correlated (Hassen et al., 2017). According to
table 4.11 the DW test result is 2.069 which falls within acceptable range. Therefore, based on
the DW test, there is no significant evidence of serial correlation in the error terms of the
regression model.

Table 8.Durbin Watson test result

Model Durbin-Watson

42
 1 2.069

Source; survey (2023) SPSS output

F. Test for outliers

A test for outliers examines whether there are extreme observations in a dataset that deviate
significantly from the rest of the data. Outliers can distort estimates and reduce model accuracy.
The researcher use a box plot outlier test to identify observations that fall outside of the whiskers
of the box plot and determining whether they are significant outliers. According to John W.
Tukey (1977) a significant asterisk or circle that fall outside of the whiskers of the box plot are
considered potential outliers. As illustrated in table 4.5 there is no asterisk or circle outside the
box.

Figure 5. Test for

outliers
Source; survey
(2023) SPSS output

Discussion

4.4.3 Analysis of Variance (ANOVA).

43
The ANOVA table evaluates the model's acceptability in terms of statistics. As shown in table
4.8, below The Regression row shows the sum of squares (SS) attributed to the regression model
(the amount of variation in EP that can be explained by the predictors) which is 50.041. The
degrees of freedom (df) for the regression model is 5, which is the number of predictors. The
mean square (MS) for the regression model is 10.008, which is calculated by dividing the SS by
the df. The F-value is 257.337, which is the ratio of the MS for the regression model to the MS
for the residual (error) term, and it tests whether the regression model is a significant
improvement over a null model (no predictors). The p-value (Sig.) is .000b, which is less
than .05 and indicates that the regression model is statistically significant.

The Residual row shows the SS attributed to the error term (the amount of variation in EP that
cannot be explained by the predictors) which is 6.145. The df for the error term is 159, which is
the difference between the total sample size and the number of predictors. The MS for the error
term is .039, which is calculated by dividing the SS by the df. The Total row shows the SS for
the total variation in EP, which is 56.477.

Overall, table 11, indicates that the regression model is a good fit for predicting how the working
condition affects employee performance.

Table 9.Analysis of Variance (ANOVA).

ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 50.041 5 10.008 257.337 .000b
Residual 6.145 159 .039
Total 56.186 164
a. Dependent Variable: EP
b. Predictors: (Constant), EE, RW, TR, PE, WLB

4.4.4. Results of Regression Analysis

The model has passed all five diagnostic tests, which is consistent with the linear regression
model. Based on this, a multiple regression analysis was conducted to identify the coefficient's

44
value and disclose the model's value. The following table 4.9 the "Unstandardized Coefficients"
column shows the estimated coefficients for each independent variable. These coefficients
represent the change in the dependent variable for a one-unit increase in the corresponding
independent variable. For example, a one-unit increase in PE is associated with a 0.349 increase
in employees' performance, holding other variables constant.

The "Standardized Coefficients" column shows the beta weights, which represent the
standardized effect of each independent variable on the dependent variable. Based on the
standardized coefficients in descending order, the most important predictor of the dependent
variable is 0.525(RW), followed by 0.237(PC), 0.190(TR), 0.144(WLB) and 0.100(EE),
respectively. This suggests that the independent variable with a coefficient of 0.525(RW) has the
largest positive impact on the dependent variable, while the independent variable with a
coefficient of 0.100 (EE) has the smallest impact on the dependent variable. The "t" column
shows the t-values for each independent variable, which test whether the regression coefficient is
significantly different from zero. Therefore, we can conclude that the regression model has met
this assumption and the coefficients are significantly different from zero. The "Sig." column
shows the p-values associated with each t-value. A p-value less than .05 indicates that the
corresponding independent variable is significantly related to employees' performance.

To sum up, the results suggest that PC, TRD, WLB, RW, and EE are significant predictors of
employees' performance. The regression equation can be used to make predictions about
employees' performance based on the values of the independent variables.

Table 10.Coefficients of Regression Analysis

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Error Beta

45
 1 (Constant) .012 .137 .088 .930
PE .319 .064 .237 4.959 .000
TR .235 .050 .190 4.731 .000
WLB .159 .057 .144 2.805 .006
RW .449 .039 .525 11.611 .000
EE .144 .047 .100 3.049 .003

EP=0.170+0. 319PC+0. 235TRD+0.159WLB+0.449RW+0.144EE+µ

Table 11.Model summary

Model R R Square Adjusted R Square Std. Error of the

Estimate
1 .944 .891 .887 .19721
a. Predictors: (Constant), Employees Engagement, Training and Development, Reward,
Physical Condition, work life balance.
b. Dependent Variable: Employees Performance

4.4.4. Interpretation of Model summary

Based on the above table 13 The R value in the given model summary is 0.944, which indicates a
strong positive correlation between the dependent variable and the independent variables.
However, the R-square and adjusted R-square values provide a better indication of the proportion
of variation in the dependent variable that can be explained by the independent variables. R-
square is a widely used statistic in regression analysis that measures the proportion of variation
in the dependent variable that can be explained by the independent variables therefore, the R-
square value of 0.891 indicates that approximately 89% of the variation in the dependent variable
(Employee Performance) can be explained by the independent variables. This means that the set
of independent variables included in the model are highly relevant in predicting Employee
Performance.

However R-square has some limitations that need to be taken into account when interpreting its
results (Brooks ,2008) One of the main issues with R-square is that it can be misleading when
additional predictor variables are added to the model, even if they are not relevant to the
dependent variable never decrease. So a model with more variables may thus appear to have a
high R-square. Additionally, it can be affected by the choice of dependent variable in the model,

46
making it difficult to compare the explanatory power of different models. To address these
issues, a modified version of R-square is often used called adjusted R-square, which takes into
account the number of predictor variables in the model and adjusts for the loss of degrees of
freedom associated with adding extra variables. This provides a more accurate measure of the
model's predictive power. Therefore the value of adjusted R-square in this study found to be
0.887. This implies that, 88.7% of changes that occur in employee performance are attributable
to independent variables.

The last one is the standard error of the estimate of 0.197, indicates the average distance that the
observed values deviate from the predicted values. Generally, the results suggest that the
independent variables included in the model are strong predictors of Employee Performance.

4.4.5. Hypothesis Testing

The present study aims to investigate the relationship between working condition and employee
performance in a sample of employees working in Kolfe keraniyo subcity small tax payer’s
office’s office. The study hypothesizes that there is a significant relationship between working
condition and employee performance, such that a positive working condition was lead to
improved employee performance. To test this hypothesis, the study used a quantitative research
design and a survey questionnaire to collect data on working condition factors and employee
performance. The survey was administered to a sample of bureau of revenue employees, and the
data was analyzed using regression analysis to determine the strength and direction of the
relationship between working condition and employee performance. As a result, the researcher
presents and discusses the effect of predictor factors on employee performance in the next
section.

Ha1: physical condition has positive and significant effect on employee performance

Results Discussion: The regression analysis results show that physical condition (PC) has a
positive and statistically significant effect on employee performance. The coefficient for PC is
0.319 and the p-value is 0.000, indicating that the coefficient is statistically significant at the 5%
level. This suggests that holding other factors constant, for every unit increase in physical
condition, on average, the mean score value of employee performance increases by 0.319 units.

47
Decision: Given the statistically significant coefficient, the null hypothesis (H0) that there is no
relationship between physical condition and employee performance is rejected. Therefore, the
alternative hypothesis (Ha) that there is a positive and significant relationship between physical
condition and employee performance is accepted.

Other Researchers' Findings: The results of this study is consistent with previous research that
has shown a positive relationship between physical condition and employee performance (Singh
& Kant, 2021; Lee & Kim, 2020). Singh & Kant (2021) found that the physical condition,
including factors such as lighting, temperature, and noise level, significantly influenced
employee performance in the healthcare industry. Similarly, Lee & Kim (2020) found that a
comfortable and well-designed physical condition positively affected employee productivity in
the retail industry.

Ha2: Training and Development has positive and significant effect on employee
performance

Results Discussion: The regression analysis results show that training and development (TRD)
has a positive and statistically significant effect on employee performance. The coefficient for
TRD is 0.235 and the p-value is 0.000, indicating that the coefficient is statistically significant at
the 5% level. This suggests that for every unit increase in training and development, on average,
the mean score value of employee performance increases by 0.235 units holding other factors
constant.

Decision: Given the statistically significant coefficient, the null hypothesis (H0) that there is no
relationship between training and development and employee performance is rejected. Therefore,
the alternative hypothesis (Ha) that there is a positive and significant relationship between
training and development and employee performance is accepted.

Other Researchers' Findings: The results of this study are consistent with previous research
that has shown a positive and significant relationship between training and development and
employee performance (Chen et al., 2021; Dung & Phong, 2021). A study conducted by
Alemayehu & Tilahun (2021) also found that employee training and development programs had
a positive impact on employee performance in the manufacturing sector.

48
Ha3: work life balance has positive and significant effect on employee performance

Results Discussion: The regression analysis results indicate that work life balance (WLB) has a
positive and statistically significant effect on employee performance. The coefficient for WLB is
0.159 with a p-value of 0.001, which indicates that the coefficient is statistically significant at the
5% level. The effect size of WLB on employee performance is moderate, with a coefficient of
0.159 indicating that, other explanatory variable remain constant, for every one-unit increase in
work life balance on average 15.9 units increase on the mean score of employee performance.

Decision: Given the statistically significant coefficient, the null hypothesis (H0) that there is no
relationship between WLB and employee performance can be rejected. Therefore, the alternative
hypothesis (Ha) that WLB has a positive and significant effect on employee performance can be
accepted.

Other Researchers' Findings: The results of this study are consistent with previous research
that has shown a positive relationship between WLB and employee performance. The study
conducted by Adebayo and Olajide (2020) and Ademe and Tilahun (2018) found that WLB
practices had a positive and significant effect on employee performance in selected
manufacturing industries in Ethiopia.

Ha4: Reward has positive and significant effect on employee performance

Results Discussion: The regression analysis results indicate that rewards (RW) have a positive
and statistically significant effect on employee performance. The coefficient for RW is 0.449
with a p-value of 0.000, which indicates that the coefficient is statistically significant at the 5%
level. The effect size of RW on employee performance is large, with a coefficient of 0.449
indicating that, on average, the mean score value of employee performance increases by 44.9
units for every one-unit increase in RW.

Decision: Given the statistically significant coefficient, the null hypothesis (H0) that there is no
relationship between RW and employee performance can be rejected. Therefore, the alternative
hypothesis (Ha) that RW has a positive and significant effect on employee performance can be
accepted.

49
Other Researchers' Findings: The results of this study are consistent with previous research
that has shown a positive relationship between rewards and employee performance. For instance,
a study by Ali et al. (2019) found that rewards had a positive and significant effect on employee
performance in the banking sector in Pakistan. Similarly, Qureshi et al. (2018) found that
rewards were positively associated with employee performance in the hospitality industry in
Pakistan.

Ha5: Employees Engagement has positive and significant effect on employee performance

Results Discussion: The regression analysis results indicate that employee engagement (EE) has
a positive and statistically significant effect on employee performance. The coefficient for EE is
0.144with a p-value of 0.003, which indicates that the coefficient is statistically significant at the
5% level. The effect size of EE on employee performance is small, with a coefficient of .144
indicating that, on average, the mean score value of employee performance decreases by 0.144
units for every one-unit increase in EE.

Decision: Given the statistically significant coefficient, the null hypothesis (H0) that there is no
relationship between EE and employee performance can be rejected. Therefore, the alternative
hypothesis (Ha) that EE has a positive and significant effect on employee performance can be
accepted.

Other Researchers' Findings: The results of this study are somewhat inconsistent with previous
research on the relationship between employee engagement and employee performance. For
instance, a meta-analysis by Rich et al. (2010) found that employee engagement had a positive
and significant effect on employee performance across a variety of industries. The context and
industry of the study sample might also contribute to the inconsistencies on their relationship in
this study. Different industries may have varying work demands, organizational cultures, and
employee characteristics that can influence the relationship between employee engagement and
performance. According to the findings, all working condition factors considered in the study,
had the posetive effect on enhancing employee performance. Table 14 provides a summary of
this finding's findings.

50
Table 12. Summary of actual and expected effect of explanatory variables on dependent
variable.

No. Explanatory variables Expected effect Actual Effect Result

1 Physical condition Significant Significant Supported
2 Training and development Significant Significant Supported
3 work life balance Significant Significant Supported
4 Reward Significant Significant Supported
5 Employees Engagement Significant Significant Supported

4.5 Interview question responses

Question 1. Can you describe a specific instance where you made changes to the physical
work condition that resulted in improved employee performance?

The human resource and planning manager at Kolfe keraniyo subcity small tax payer’s office’s
office was being interviewed to answer the above question. Therefore his response is stated here:

At the Kolfe keraniyo subcity small tax payer’s office's Office, the organization identified
inadequate lighting and poor ventilation as key issues causing discomfort. To address these
issues, the organization invested in new lighting fixtures and air conditioning units, consulted
with employees, and consulted with employees. This resulted in increased productivity and
reduced error rates, highlighting the importance of investing in a supportive physical work
condition to enhance employee performance and well-being. The response to the interview
question is consistent with the findings of Hedge et al. (2004) and Wargocki & Wyon (2007),
who found that improving lighting conditions and providing good air quality and thermal
comfort in the workplace can lead to increased productivity and decreased errors

Question 2. How do you ensure that your training and development programs are aligned
with the needs of your employees and the organization as a whole?

The training and development manager at Kolfe keraniyo subcity small tax payer’s office’s
office was being interviewed to answer the above question. Therefore his response is stated here:

The organization Recognize the importance of conducting regular needs assessments to identify
the specific training and development needs of our employees and the organization as a whole.

51
By aligning our training programs with these needs, we aim to improve employee performance
and satisfaction, as well as organizational outcomes. Research has shown that needs assessments
are a crucial first step in designing effective training and development programs (Tannenbaum &
Yukl, 1992).

Question 3. How do you identify and implement new strategies or programs to improve
work-life balance and employee’s engagement for your employees?

The HR manager at Kolfe keraniyo subcity small tax payer’s office’s office was being
interviewed to answer the above question. His response was;

We prioritize work-life balance and employee engagement to promote employee well-being and
productivity. We planned to identify new strategies or programs by conducting regular surveys
and feedback sessions with our employees, and incorporate their feedback to enhance our
initiatives. Our approach includes providing flexible work arrangements, wellness programs, a
positive work culture, and opportunities for employee development and growth.
By prioritizing work-life balance and employee engagement, we can create a supportive and
engaged workforce that is motivated to perform at their best. Our tailored strategies and
programs are grounded in a deep understanding of our employees' needs and preferences, and we
strive to provide a work environment that fosters employee well-being and productivity.

Question 4. How would you describe your reward system to motivate and empower
employees to enhance their job performance?

The organization reward system is continuously evolving as we strive to enhance employee

motivation and performance. We are actively working on developing a more comprehensive and
personalized approach to rewards, taking into account feedback from employees and aligning it
with their individual goals. Regular revisions are made to ensure effectiveness and meet the
evolving needs of our workforce.

Question 5. How do you measure and evaluate the performance of your employees, and how do
you provide feedback to help them improve?

52
The customer service manager at Kolfe keraniyo subcity small tax payer’s office’s office was
being interviewed to answer the above question. His response was;

To measure and evaluate employee performance, we use a combination of objective and

subjective measures. Objective measures include key performance indicators (KPIs) such as
productivity, quality, and customer satisfaction. Subjective measures include regular feedback
from colleagues, customers, and self-evaluations. We provide regular feedback to my employees
by setting clear expectations, providing regular check-ins, and conducting performance reviews.
During these reviews, we provide constructive feedback, recognize achievements, and identify
areas for improvement. We encourage open communication and feedback from my employees,
and we listen carefully to their concerns and suggestions. His response aligns with the literature,
which suggests that a balanced approach to performance evaluation can lead to more accurate
and fair assessments of employee performance (DeNisi & Murphy, 2017; Pulakos, Mueller-
Hanson, Arad, & Moye, 2015).

53
 CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND
RECOMMENDATIONS

Introduction
This chapter provides a comprehensive overview of the study's findings, drawing conclusion
upon the data collected from the survey and interviews conducted with employees and managers
in Kolfe keraniyo subcity small tax payer’s office’s office. The chapter also offers
recommendations for organizations to improve their working condition and enhance employee
performance.

5.1. Summary of findings

The study was designed to explore the factors of working condition that affect employee
performance in Kolfe keraniyo subcity small tax payer’s office small taxpayer’s office. The
study utilized descriptive and explanatory research design, to establish a baseline understanding
of variables and identify causal relationships between the variables . The data was collected
through both questionnaires and interviews, which allowed the researchers to gather in-depth
information on the study. The target population for the study was 324 employees, out of which a
sample size of 180 was selected using Yamane formulae. A total of 164 employees responded to
the survey, resulting in a response rate of 91%. The data collected was analyzed using SPSS
version 25 through descriptive and inferential statistics, including correlation and regression
analysis.

The findings of descriptive statistics indicate that employees generally had agreed and felt
positively of the employees engagement (mean = 2.840, SD = .408) and physical condition
(mean = 2.838, SD = .436) in the organization. The reward (mean = 2.696, SD = .687), and
training and development (mean = 2.653, SD = .473) were perceived positively. However, work
life balance (mean = 2.527, SD = .529) were perceived poorly by employees. Finally, the
employee performance measure had a mean value of 2.745 and a standard deviation of .587.

54
The study also investigated the relationship between multiple factors of the working condition
and employee performance through Pearson correlation. The findings revealed that there is a
strong positive relationship between physical condition, training and development, work life
balance, reward and employee performance.. The results also indicate that there is no significant
relationship between employee engagement and employee performance.

The study used ANOVA to examine the model fit of the relationship between various factors of
the working condition and employee performance. The results (0.000) indicate that the model fit
is significant (p < .05). the coefficient table show that, The variable with the most impact on
Employee Performance is Reward with standardized beta coefficients of 0.525 followed by
physical condition, training and development, work life balance, and employees engagement,
with standardized beta coefficients of .237, .190, .144, and .100, respectively.

The coefficient table results also indicate that PE, TRD, WLB, RW and EE have a positive and
significant effect on Employees Performance, with beta coefficients of .319,.235,.159,.449,
and .144 respectively. The model summary of multiple regression revealed that the five
predicting variables together explain a large proportion of the variance in employee performance
with an adjusted R-squared value of .887. The remaining 11.3 % is explained by other variable
that is not included in the model.

The findings from the interview responses suggest that investing in physical work condition
improvements, conducting regular needs assessments for training and development programs,
and employee engagement through tailored strategies and programs, can improve employee
performance. Measuring and evaluating employee performance through a combination of
objective and subjective measures and providing regular feedback are also essential for ensuring
employee performance.

5.2 Conclusion
 Physical condition (PE): Both the correlation and regression results show a positive and
significant relationship between physical condition and employee performance. As the

55
 suitability of the physical working condition increases, it leads to a corresponding
increase in employee performance.
 Training and development (TRD): Both the correlation and regression results indicate a
positive and significant impact of training and development on employee performance.
Employees who receive adequate training and development opportunities tend to perform
better in their jobs.
 Work life balance (WLB): Both the correlation and regression results indicate a positive
and significant impact of work life balance on employee performance. When employees
work and their life balance is balanced, it leads to better performance.
 Reward (RW): Both the correlation and regression results show a positive and significant
effect of reward on employee performance. Offering rewards and incentives for good
performance can motivate employees to work harder and perform better.
 Employee engagement (EE): The correlation results show no significant relationship
between employee engagement and employee performance, but the regression results
indicate a positive and significant impact. From this, it can be concluded that employee
engagement may have a weak positive impact on employee performance in some cases.

5.3 Recommendations

 The organization ought to focus on creating a positive work condition that promotes
employee engagement, such as providing opportunities for skill development,
recognition, and feedback. This can help improve employee motivation and job
satisfaction, which can ultimately lead to better performance outcomes. Employee
engagement has a significant impact on employee performance therefore; the revenue
office should focus on promoting teamwork, open communication, and work-life balance.
This can help improve employee performance and overall organizational success.
 Kolfe keraniyo subcity small tax payer’s offices’ office should continue to invest in
employee training and development programs, such as workshops and mentorship this
can help improve employee skills, job satisfaction, and ultimately lead to better
performance outcomes. The organization should consider implementing a learning and
development culture that encourages employees to seek out new knowledge and skills,

56
 share best practices, and collaborate with colleagues. Finally, the organization should
regularly evaluate the effectiveness of training and development programs to ensure that
they are meeting the needs of employees and addressing any skill gaps.
 There is room for improvement in the physical work condition in the organization. The
revenue office should focus on creating a comfortable, safe, and clean work condition for
employees. This can include maintaining appropriate lighting levels, temperature control,
and ergonomic workstations. Improving the physical work condition can help reduce
employee stress and fatigue, which can ultimately lead to better performance outcomes. It
is also important to actively address any concerns related to the physical work condition
in a timely and supportive manner.
 Rewards are important for employee job satisfaction and performance. Therefore, the
revenue office should develop a comprehensive reward system that includes both
financial and non-financial incentives. The revenue office should actively listen to
employee feedback and address any concerns related to rewards in a timely and
supportive manner. This can help improve employee morale and job satisfaction. To sum
up the revenue office should regularly evaluate the reward system to ensure that it is
meeting the needs of employees and addressing any concerns. This can help improve
employee job satisfaction and performance outcomes.

5.4 Suggestions for further studies

The results of this study may not be representative of other revenue sectors in Ethiopia as it was
only conducted in the Kolfe keraniyo subcity small tax payer’s office’s office. Therefore, other
researchers need to do research in this field using the findings of this study as a benchmark.
Besides the research used cross sectional study, it would be better if other researcher would
conduct a longitudinal study to track changes in employee performance over time by adding and
investigating the influence of other factors such as organizational culture, job satisfaction, and
discrimination on the relationship between working condition and employee performance.
Furthermore, further research is needed to explore the effects of different type of working
condition on different type of employee performance (emotional performance, cognitive
performance etc.).

57
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Appendix A: Questionnaire
Select College
Department of Management
MBA Program
Dear respondents: This questionnaire is prepared for a research study purpose titled “Effect of
working Condition on employee‘s job performance”. Employees of the Kolfe keraniyo subcity
small tax payer’s office Small Taxpayers Branch Office are asked to reply to this questionnaire.
For appropriate analysis, the researcher kindly requests genuine and accurate responses from
respondents. The researcher would like to make clear that all information was treated
confidentially and solely for research purposes. I would like to express my appreciation for your
forthcoming collaboration.

Put a (√) on your choice of agreement.

Section one: Demographic Information

1.Sex : Male Female

2.Age 18-25 26-34 35-40 41-49 Above50
3.Marital Status: Single married divorced
4.Education status below grade 12 Diploma Degree MA/MSc

Section two: The table that follows in the next section consist list of items, Please put (√) mark
for every statement based on your level of agreement.

5: Strongly agree 4: Agree 3: Neutral 2: Disagree 1: Strongly Disagree

S.No Description of items Strongl disagree neutral agree Strongly
y agree
disagre

62
 e
1 2 3 4 5
1. Physical work condition
1 the lighting and temperature in my
workspace is adequate
2 The noise level in my workspace is usually
acceptable.
3 I have enough space to work comfortably
4 The chairs/desks/other ergonomics in my
workspace are suitable for my needs.
5 I am satisfied with the cleanliness of my
workspace.
6 The accessibility and ease of use of
technology (e.g. computers, printers, and
internet) are acceptable.
2. Training and Development
1 My organization provides clear and
measurable training and development
criteria and objectives.
2 I have received adequate training and
development to do my job effectively
3 My organization invests enough resources
(time, money, etc.) into employee training
and development.
4 The training and development
opportunities provided by the organization
are relevant to my job
5 The changes that the training has been
evaluated appropriately.
3. Work life balance
1 My work schedule is flexible enough for
me to meet my family/personal
responsibilities.
2 I have the autonomy to make decisions
about my work that enable me to achieve a
healthy work-life balance
3 I am satisfied with the number of
hours I work.
4 I am able to take sufficient breaks during
the workday to recharge and manage my
stress levels.
4. Reward
1 The rewards and recognition program in
my organization is fair and equitable.

63
2 My organization provides opportunities for
professional and personal growth as a form
of reward
3 The benefit system of the organization
treats each employee reasonably
4 My organization communicates the
rewards and recognition program
effectively and transparently to all
employees.
5 In light of what I perform, I feel that my
salary is adequate.
5. Employees engagement
1 I am willing to go above and beyond what
is required of me in my job
2 I feel valued and appreciated by my
colleagues and superiors.
3 I feel motivated to come to work every
day.
4 I feel that my opinions and ideas are taken
into account by the organization
Employees job Performance
My work objectives are in line with those
of the company.
My goals are attainable and relevant to my
role.
I have received feedback from multiple
sources on my job performance.
I am able to complete my work efficiently
and effectively.
My performance is measured and evaluated
in an impartial manner.

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 Appendix B: Interview Questions

Section three: Interview questions for middle level managers

Instruction: Please provide honest and thoughtful responses based on your personal experiences
and perspectives.

1. Can you describe a specific instance where you made changes to the physical work
condition that resulted in improved employee performance?
2. How do you ensure that your training and development programs are aligned with the
needs of your employees and the organization as a whole?
3. How do you identify and implement new strategies or programs to improve work-life
balance for your employees?
4. How would you describe your reward system to motivate and empower employees to
enhance their job performance?
5. How do you measure and evaluate the performance of your employees, and how do you
provide feedback to help them improve?

65