WORKING CONDITION AND EMPLOYEE PERFORMANCE.

A CASE STUDY OF
COCA-COLA COMPANY MBARARA BRANCH

BY

AKIKIRIZA RITAH

19/ BSAF/015/UMBR

A RESEARCH PROPOSAL SUBMITTED TO THE BUSINESS AND MANAGEMENT

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD
OF A BACHELOR OF SCIENCE ACCOUNTING AND FINANCE
AND MANAGEMENT OF METROPOLITAN
INTERNATIONAL UNIVERSITY

DECEMBER, 2021
 TABLE OF CONTENTS
CHAPTER ONE..............................................................................................................................4
INTRODUCTION...........................................................................................................................4
1.0 Introduction................................................................................................................................4
1.2 Statement of the Research Problem...........................................................................................5
1.3 Objectives..................................................................................................................................5
CHAPTER TWO...........................................................................................................................6
LITERATURE REVIEW.............................................................................................................6
2.0 Introduction................................................................................................................................6
2.1 The effect of physical environment on employee performance in Coca Cola Company..........6
2.2 The effect of supervision on employee performance in Coca Cola Company..........................7
2.3 The role of job aid on employee performance in Coca Cola Company....................................7
CHAPTER THREE.......................................................................................................................9
RESEARCH METHODOLOGY.................................................................................................9
3.0 Introduction................................................................................................................................9
3.2 Research Design........................................................................................................................9
3.3 Population of the Study.............................................................................................................9
3.4 Sample Size...............................................................................................................................9
Table 3.1: Sample Composition of the Study...............................................................................10
3.4 Data Collection Methods.........................................................................................................10
Primary Data..................................................................................................................................10
Secondary Data..............................................................................................................................10
3.5 Data Analysis...........................................................................................................................11
References......................................................................................................................................12
APPENDIX I: QUESTIONNAIRE TO EMPLOYEES................................................................13
 CHAPTER ONE

INTRODUCTION

1.0 Introduction

This chapter presents an introduction to the study on working environment and employee
performance. It consists of the background of the study, problem statement, purpose of the study,
objectives of the study, research questions, and scope of the study and significance of the study.

Across world, employees’ Productivity: According to Sahay, (2005), productivity refers to as

whether the activity of an organization is effective and efficient. Koss and Lewis, (2014) argued
that productivity involves both efficiency and effectiveness because an activity cannot be
productive if it is efficient but not effective or effective but not efficient.
In America, work environment plays a vital role towards the employees’ productivity at
workplace. According to Agbozo et al. (2017), an attractive and supportive work environment is
paramount for employees’ job satisfaction which ultimately leads towards employees’
performance and productivity at workplace. On the other hand, many organizations fail to
achieve their objectives due to their internal weaknesses because these are unable to understand
the importance of work environment, (Raziq & Maulabakhsh, 2015). Nevertheless, employees
are central in the process of achieving organizational mission and vision through innovative
products and services to outshine their competitors. Therefore, employees need a work
environment that permits them to work freely without problems. Without this, employees cannot
perform up to their full potential and abilities. Coopersmith, (2017) described that work
environment impact immensely on employees’ productivity either towards negative or the
positive outcomes.

In Africa, the Coca-Cola Company is an American multinational corporation, and manufacturer,

retailer, and marketer of nonalcoholic beverage concentrates and syrups. The company is best
known for its flagship product Coca-Cola, invented in 1886 by pharmacist John Stith
Pemberton in Atlanta, Georgia. The Coca-Cola formula and brand were fully bought
with US$2,300 in 1889 by Asa Griggs Candler, who incorporated The Coca-Cola Company in
Atlanta in 1892.
In Uganda Leblebici, (2017). In today’s dynamic and competitive business world, a healthy
workplace environment makes good business sense. Managers should not just focus on the
employees’ pay packet with the assumption that it is proportionate to performance, (Heath,
2017). Organizations deemed as a positive place to work will have a competitive edge over the
others. Platt and Sobotka, (2017), assert that employee performance is the combined result of
effort, ability and perception of tasks. The factors that affect the level of individual performance
are motivation, ability and opportunity to participate (Armstrong, 2018)

1.2 Statement of the Research Problem

Noble, (2009) states that more attention should be paid in identifying and dealing with working
environment because when employee have negative perception to their environment they
sometimes suffer from chronic stress. Opperman, (2002) stated that, working environment means
those processes, systems, structures, tools or conditions in the workplace that impact favorably or
unfavorably individual performance. The working environment also includes policies, rules,
culture, resources, working relationships, work location, internal and external environmental
factors, all of which influence the ways that employee perform their job functions. A well
designed office signals the values and objectives of the organization and the use of design in
office interior communicates an organization values and identity. Office design therefore should
be one of the factors in affecting employee’s productivity. Employee’s morale is often
interrelated when it comes to productivity in the work environment. It is therefore important to
find out the impact of working environment on employees’ performance at this institute which
will provide knowledge and measures to other public institutions in Uganda.

1.3 Objectives
i To examine the effect of physical environment on employee performance in coca cola
company.
ii To examine the effect of supervision on employee performance in coca cola company.
iii To analyze the role of job aid on employee performance in coca cola company.
 CHAPTER TWO

LITERATURE REVIEW
2.0 Introduction

This chapter will introduce related literature on the effect of physical environment on employee
performance in coca cola Company, the effect of supervision on employee performance in Coca
Cola Company and the role of job aid on employee performance in Coca Cola Company. There
researcher will use internet, journal articles and text book.

2.1 The effect of physical environment on employee performance in Coca Cola Company

Ismail et al. (2010), opine that the conditions of physical workplace environment influence the
employees’ functions and it will determine the well-being of organizations. They add that the
physical work environment includes the internal and external office layout, temperature, comfort
zone and also the work setting or arrangement. The physical workplace environment factors also
include lighting (both artificial and natural), noise, furniture and spatial layouts in workplaces
(Vischer, 2007).

The comfort level and temperature also substantially influence health of employees. Niemela et
al., (2017) found out that there is decrement in work performance when temperatures are high,
and low temperature has relation to performance of manual tasks. Office design encourages
employees to work in a certain way by the way their work stations are built. Spatial layouts
contribute a lot towards how the employees perform their tasks, (Al- Anzi, 2017).

Physical working environment can result a person to fit or misfit to the environment of the
workplace. A physical work environment can also be known as an ergonomic workplace.
Researches on the workplace environment need to be done in order to get an ergonomic
workplace for every each of the employees. By having this ergonomic physical workplace at
their workplace, it will help employees from not getting the nerve injury, (Cooper & Dewe,
2014).

Further, Amir, (2017), mentions elements that related to the working environment. There are two
main elements which are the office layout plan and also the office comfort. Amir, (2017) also
stated that a physical workplace is an area in an organization that is being arranged so that the
goal of the organization could be achieved.

Ismail et al. (2010), opine that the conditions of physical workplace environment influence the
employees’ functions and it will determine the well-being of organizations. They add that the
physical work environment includes the internal and external office layout, temperature, comfort
zone and also the work setting or arrangement. The physical workplace environment factors also
include lighting (both artificial and natural), noise, furniture and spatial layouts in workplaces
(Vischer, 2007). The physical workplace environment includes comfort level, ventilation and
heating, lighting. These features assist on functional and aesthetic side, the decor and design of
the workplace environment that ultimately help improve the employees’ experience and
necessitate better performance.

The comfort level and temperature also substantially influence health of employees. Niemela et
al., (2017) found out that there is decrement in work performance when temperatures are high,
and low temperature has relation to performance of manual tasks. Office design encourages
employees to work in a certain way by the way their work stations are built. Spatial layouts
contribute a lot towards how the employees perform their tasks, (Al- Anzi, 2017). Closed office
floor plan, which may consist of each employee having a separate office of their own or a few
people in each office, allows employees a greater amount of privacy than open plan office
layout. It allows employees to work in peace and quiet, keeping them focused on their tasks
without a lot of distraction. It also offers employees a thinking frame and creativity without
much distraction. According to McCoy and Evans (2015) the elements of physical work
environment need to be proper so that the employees would not be stressed while doing their job.
Physical elements play an important role in developing the network and relationships at work.
All in all, the physical work environment should support the desired performance, Vischer,
(2018) stressed that conducive workplace environment should be prioritized as it provides
support to the employees in carrying out their jobs. It should be conducive enough to enable
performance of tasks by employees.

Physical working environment can result a person to fit or misfit to the environment of the
workplace. A physical work environment can also be known as an ergonomic workplace.
Researches on the workplace environment need to be done in order to get an ergonomic
workplace for every each of the employees. By having this ergonomic physical workplace at
their workplace, it will help employees from not getting the nerve injury, (Cooper & Dewe,
2014).

Furthermore, McCoy and Evans, (2017), stated that the elements of working environment need
to be proper so that the employees would not be stressed while getting their job done. In their
article, they also stated that the physical element plays an important role in developing the
network and relationship at workplace.

Result of the employees’ performance can be increased from five to ten percent
depending on the improvement of the physical workplace design at their workplace,
(Brill,2017).

Further, Amir, (2017), mentions elements that related to the working environment. There are two
main elements which are the office layout plan and also the office comfort. Amir, (2017) also
stated that a physical workplace is an area in an organization that is being arranged so that the
goal of the organization could be achieved.

2.2 The effect of supervision on employee performance in Coca Cola Company.

Supervision is an extremely vital part of a workplace that intends to maximize its success
potential. It naturally follows, then, that poor supervision in a workplace is among the primary
obstacles to achieving potential successes by a business. After all, employees, no matter their
task, must have the proper instruction and training to ensure that they are doing their jobs
correctly, and with minimal risk of error or injury (Leiter, 2001).

According to Roberson, (2008), when a company has poor supervision, there is not enough
responsibility for taking action for the prevention of problems, mistakes, accidents, and injuries.
Poor supervision removes a very important part of the employee support process, eliminating the
opportunity for reference, learning, and safety.

Tracey, (2000), notes that poor supervision also opens the door for unethical behaviors within a
company. With poor supervision, employees commonly feel that their work is not valued by the
company, and loyalty is difficult to form – if it forms at all. Without loyalty, employees are
more likely to deviate from acceptable business practices.

Provide regular supervision for subordinates increases employee productivity and overall
performance. Regular supervision acts as continuous monitoring. At this time, supervisors should
compare employees' work performance against the standards and expectations. Supervision
sessions also allow employees to express concerns and ask questions as things come up, rather
than having to wait all year to touch base at their annual review. By being available to connect
with employees, managers monitor performance on a more consistent basis. In turn, they detect
concerns and resolve performance issues more promptly (Zivnuska, & Shaw, 2017).

If a supervisor is not present enough, or is too overbearing, then the reaction from employees
will only be fear, resentment, and displeasure in their work, (Pagon, 2002). Theperformance will
not be as good, and the employee turnover will increase. In a company that intends to maximize
its performance and profits, a quality supervisory team should be employed and trained to ensure
the very finest results from their individual employee groups. These supervisors should have
their own support system, and their importance should be made very clear, to ensure the highest
degree of productivity.

Supervision is one of the essential roles played by managers in an organization and it is vital for
the overall growth and profitability of an entity. Supervision can be formally termed as the
relationship which exists between the junior members and senior members in any profession.
The relationship is usually evaluative, aims at enhancing skills and knowledge of the junior
member and also acts as an overseer to the profession. Supervision however does not entail
conditioning or even threatening the junior persons to behave in a particular manner which the
manager or leader is comfortable with, (Cropanzano, 2003).

According to Rupp, (2003), supervision entails overseeing the activities of the junior members to
ensure that they are in line with an organization’s policies, objectives and goals. Different
models of supervision have been developed which are employed in different situations according
to the different needs of the juniors. Supervision also involves helping the employees or junior
persons to extend their understanding and professional skills, (Byrne, 2003). Effective
supervision in workplaces acts as a motivating factor and increases job satisfaction leading to
highperformance and hence profitability. However, lack of supervision in workplaces has far
reaching negative impacts on employees' safety,performance and morale and performance. Lack
of supervision exonerates responsibility for preventing mistakes, problems, accidents and / or
injuries.

Supervision is a delicate and often misunderstood function that can have a variety of effects on
your employees’ performance. In some situations, supervision can help improve results, while in
others it can detract from the effectiveness of your staff. Using appropriate supervisory
intervention in the workplace, you can consistently improve your team’s performance.
Supervision helps to educate employees in the organization. The goal for any workforce is to be
able to efficiently and effectively carry out their duties without outside prompting. This is
difficult to accomplish when supervisors misunderstand their roles. It’s common for supervisors
to instinctively give orders and keep a close eye on every situation instead of educating
employees, perpetuating the problem. The goal of effective supervision is to impart technical
knowledge and understanding to the staff, which eventually lessens the need for supervision and
allows employees to grow and develop, Shannon H, (2017)

Supervision is helps in monitoring employees in the organization thus helping employees to

achieve high productivity. One of the most important purposes of supervision is to provide a
supportive and comfortable atmosphere in which employees can feel comfortable at work.
Lending a helping hand, listening and relating to stress and difficulties and sharing
encouragement and personal experience are vital responsibilities supervisors need to incorporate
to reduce job stress and increase productivity. Managers and supervisors tend to believe that
workers change jobs entirely due to pay, but this is rarely the case. Most workers leave jobs due
to perceived hostility. Retention rates improve dramatically when supervision fills the role of
mentor, providing both emotional and technical support, (Mock, 2018)Supervision helps in the
rewarding employees. Poor relationships with supervisors and negative reinforcement are costly
to businesses. One way to foster a motivated and positive atmosphere is by recognizing and
rewarding workers when they do good jobs, put in extra effort or improve in any area. This can
be achieved as simply as imparting a few words of praise or extolling the virtues of a team in a
group meeting. When done correctly, this can create an environment in which employees feel
that they are part of something, rather than the all too common "us and them" mentality. Workers
will learn to strive for excellence, rather than fear making mistakes, Palmer A, (2017)
Effective supervision helps to Track employees in the organization. Effective supervision
provides a means of tracking results, praising effective work and correcting errors. Through
effective supervision, growth and increased efficiency become possible. Positive reinforcement
doesn't mean that supervisors need to gloss over costly mistakes. Keeping track of results
actually creates another opportunity for management to develop a positive relationship with
employees. By keeping careful records, supervisors have an opportunity to explain the
motivation behind policy changes, rather than simply barking orders. This also encourages an
inclusive environment in which the entire business is learning together as a whole. Ruser J W,
(2017).

In conclusion, there are several scholars who have written about how quality of supervision
affects the performance of the employees and most of them have found out that the quality of
supervision affects employee performance. It is however not clear whether the same situation
exists in Mairye Coca cola and it is this gap that prompted the researcher to carry out this study.
Shapiro S, (2017),

2.3 The role of job aid on employee performance in Coca Cola Company.

Salvador R, Islam G, 2006, Job aid helps to promote effective in the organization thus helping
to promote productivity. Job aids act as a repository of information supporting individuals in
their day-to-day activities at work. Job aids in the form of checklists, worksheets or flowcharts
make training simple. They are important for learners as they provide information that makes it
easier for them to perform job related tasks. Not all information can be covered during training
programs and hence job aids can serve as a complementary resource to training.

Zacharatos A, (2005), revealed job aid helps to act as a reference tool. There is lot of
knowledge that is exchanged during training programs. It is not possible for learners to retain
all that information accurately. Therefore job aids become a useful reference tool on the job,
particularly when an employee has to follow a complex procedure or task.

Fenn P, Ashby S, (2014), Job aid helps to provide updated information in the organization
thus helping to promote high productivity. There may be some changes with respect to
products or procedures, rules or regulations since the time of training. Job aids can be used to
communicate these changes effectively at lower costs to the concerned employees.
Filer R K, Golbe R L, (2017), revealed job aid helps in following safety parameters. Job aids
in the form of charts and checklists can help reinforce regulatory compliance at the workplace
and thereby reduce high cost errors. They can encourage safety practices and help employees
to make fewer mistakes, thereby reducing accidents.

Gray W B, Jones C, (2014), revealed that job aids helps in aiding in retaining information.
Providing job aids during a training program helps learners to retain information and recall it at
the right time, which can be applied in the right manner when required. As a training tool, it
helps new hires to recall and reinforce what has been taught during a training program.

Bartel A P, Thomas L C, (2017), pointed out that Jobs aids in training help the learners in
retaining information and act as a future reference tool when employees have to follow
complex procedures. They are handy when non-routine tasks have to be performed.

Baldock R, (2016) pointed out that a job aid is a repository of information, processes and
perspectives gathered from expert employees or a manufacturer’s notes. It is external to the
employee, that is, the employee does not rely on his or her memory to perform the task. They
need to refer to the job aid to complete the task accurately.

Champoux D, Brun J P, (2014) pointed out that a job aid supports work activities. It directs,
guides and enhances performance. It also boosts employee performance and motivation to carry
out the tasks in a timely manner.

Bartel A P, Thomas L C, (2017), pointed out that Jobs aids in training help the learners in
retaining information and act as a future reference tool when employees have to follow
complex procedures. They are handy when non-routine tasks have to be performed.

Baldock R, (2016) pointed out that a job aid is a repository of information, processes and
perspectives gathered from expert employees or a manufacturer’s notes. It is external to the
employee, that is, the employee does not rely on his or her memory to perform the task. They
need to refer to the job aid to complete the task accurately.

Champoux D, Brun J P, (2014), indicated that out that a job aid supports work activities. It
directs, guides and enhances performance. It also boosts employee performance and motivation
to carry out the tasks in a timely manner.
Arocena P, (2008), suggested that job aid helps to ensure effective communication in the
community. Organizations need to understand the difference between information and education.
ELearning comes to our rescue when we need to educate. Job aids directly support performance
in a real-time manner. It’s a critical reference source for several job activities, especially where
consequences for errors are high. It also serves as a precaution for performances depending on a
large body of information.
 CHAPTER THREE

RESEARCH METHODOLOGY
3.0 Introduction

This chapter describes the methods that were used to gather the data relevant to the study.
It contains the research design, population, sample size and sampling technique, sampling
procedure and explains the method and procedures for data collection, analysis and interpretation
of the research findings.

3.2 Research Design

Research design refers to a plan which shows the strategy of an inquiry thought appropriate to
the research (Kothari, 2004). For the purpose of this study, descriptive research design was used.
The descriptive design describes phenomena as they exist. It issued to identify and obtain
information on the characteristics of a particular problem or issue. Descriptive research design
was selected because it has the advantage of producing good amount of responses from a wide
range of people. Also, this design provides a meaningful and accurate picture of events and seeks
to explain people’s perception and behavior on the basis of the data collected. The advantage
with this design is that it helps to find views as they are in their natural setting.

3.3 Population of the Study

A population is any group of individuals that has one or more characteristics in common and that
are of interest to the researcher, (Creswell, 2005).Therefore, the target population of this study
will include human resources officers, head of departments, directors who manage human
resources and staff members. The total population size at institute of finance management is 320
employees which includes teaching and nonteaching staffs.

3.4 Sample Size

Kothari, (2004), defines sample as small group of respondents drawn from a population about
which a researcher is interested in getting the information so as to arrive at a conclusion. This
study selected respondents who are responsible on employee’s performance management and
employees themselves (staff members). Respondents help the researcher plans and to generalize
the findings (Best & Kahn, 2006).In this study, a sample of 50 respondents of both teaching and
non-teaching employees were used by answering questionnaires for the purpose of getting the
findings of the study. A sample of 50respondentswere selected out of 320 employees because
they considered to represent and having vital information for the study by virtue of their
positions.

A breakdown of the sample is presented in Table 3.1

Table 3.1: Sample Composition of the Study

Participants Target Population Size Sample Size

Human resources officers 4 4
Head of departments 40 10
Directors 15 5
Staff members 261 31
TOTAL 320 50
Source: Researcher

3.4 Data Collection Methods

In this study both primary and secondary data were used as methods of data collection. Primary
data are those data which will be collected for the first time such as questionnaire while
secondary data are those data that has been collected by someone else and exist somewhere
(Kothari 2004).
Primary Data

Primary data is original and collected for the first time by the researcher. It is gathered through
questionnaire and interviews. By using primary data as the method, we collect data during the
course of doing experiment in experimental research (Kothari 2004). In this study data will be
gathered through questionnaire and interviewing the management and employees at the Institute
of Finance Management.

Secondary Data

Secondary data are those data that are already available and were collected from secondary
sources of data such as journals, books, newspapers, websites, publications and other documents
available in libraries including research reports from distinguished academicians (Kothari
2004).In this study secondary data collected by going through various documents like books,
journals, websites which are relevant to the theme of the study for the purpose of gathering
information.

3.5 Data Analysis

Data from the answered questionnaires in this study will be analyzed by using percentages. The
collected data will checked for consistency and then frequencies and percentages used to show
responses of the distribution. The results will be presented in tables and chart form. The software
used for analysis of the findings will use Statistical Package for Social Sciences (SPSS).
References

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occupational injuries” Safety Science (in press), doi: 10.1016/j.ssci.2007.09.003

Baldock R, (2016,) “Influences on small-firm compliance-related behaviour: the case of

workplace health and safety” Environment and Planning C: Government and Policy 24
827–846

Bartel A P, Thomas L C, (2017), “Direct and indirect effects of regulations: a new look at
OSHA's impact” Journal of Law and Economics 28 1–25

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251–259

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 APPENDIX I: QUESTIONNAIRE TO EMPLOYEES
Dear respondent,

The study seeks to establish the effect of the quality of supervision on the performance of
employees in Coca cola. The information you are going to provide will be treated with
confidentiality and your cooperation will be highly appreciated.

SECTION A

Demographic characteristics of respondents

1. Sex of respondents

Male

Female

2. Age of respondent

Below 18 years

19-40

Above 40 years

3. Period of stay in the company

Less than 1 year

1-5 years

6-10 years

Above 10 years

4. Do you have a supervisory role in the company?

Yes No

5. Level of management

Lower management

Upper management
None of the above

SECTION B

Techniques of supervision in Coca cola.

Are the following techniques of supervision used by superiors in your company?

Technique of supervision Yes No Not sure

Performance reviews
Job verification
Delegation of authority
Daily roll calls

In your view, which other techniques of supervision are used in your company?

………………………………………………………………………………………………………
………………………………………………………………………………………………………

SECTION C

Factors that affect employee performance of Coca cola.

Show your response regarding the factors that affect employee performance in your company

Factors Yes No Not sure

Job Fit
Goal setting at work
Employee technical training
Goals and expectations of an
employee
Tools and equipment at work
Morale and company culture
Experience at work
Supervisor interaction
In your view, which other factors affect employee performance in your company?

………………………………………………………………………………………………………
SECTION D : Relationship between quality of supervision and employee performance.
How do you rate the level of employee performance in your company?

Very high High Low Very low Not sure

Indicate your level of agreement on the following statement regarding the effect of quality
supervision on employee performance.
Statement Strongly Agree Disagree Strongly Not
Agree disagree sure
Poor supervision affects team
work
Poor supervision affects team
employee morale
Quality supervision affects task
completion
Quality supervision affects
productivity of employees
Thank you