Chapter 1

PROBLEM AND ITS SETTING

Rationale

Every organization will never longer exist without their employees.

Employees are literally who runs the business. Training and Development is the

processes and activities designed to enhance the knowledge, skills, abilities, and

attitudes of employees within an organization and the physical, social, psychological,

and cultural settings in which workers perform their duties and communicate with one

another are collectively referred to as the working environment and organizational

performance talks about how an organization execute or accomplish the assigned task.

Organizational Performance is one of the major problems that an organization is

facing because it has a significant implication for the success and sustainability of the

organization. The researcher believed that providing necessary training and

development program and working environment to all employees will increase the

performance of the organization. By this, the organization will be able to meet their

goals and objectives.

In public sector of Nigeria, they are experiencing a lot of challenges about

poor organizational performance. The public sector sees training and development as

one of the keys to increase the performance of the organization, the increase in job

satisfaction and reduce employee turnover are the benefit of training and development

in public sector. Manpower training and development is one of the most important

organizational dynamics. It constitutes the pivot in which organizational survival is

run. The training process is one of the most pervasive methods for enhancing the

productivity of individuals and communicating organizational goals to personnel

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(Ekaterini, 2009). Training therefore holds the key to unlock the potential growth and

development opportunities to achieve a competitive edge. In this context,

organizations train and develop their employees to the fullest advantage in order to

enhance their effectiveness (Devi & Shaik, 2012). Also training and development of

manpower resources is highly needed in all business organizations for its performance

(Ezeani & Oladele, 2013).

On the other hand, working environment can affect organization’s

performance in several ways. Working condition is associated with employees’ job

involvement and job satisfaction. Michie et al (1999) observed that social,

organizational and physical context serve as the impetus for tasks and activities, and

considerably influence workers’ performance. Studies on the quality of work life have

also established the importance of safe and healthy working conditions in determining

employees’ job performance. The author Haerofiatna et al (2021) concluded that the

work environment has a significant impact on organizational performance.

In the Philippines, most of the company are concerned with the performance

of the organization, because the operations of the organization are being affected.

Training and Development creates the sense of belonging in all employees, it also

creates the professional development and enhances the employee’s skills, makes them

knowledgeable workforce with fewer mistakes (Adams, 2002). Training and

development are transferring information to organization’s members to positively

improve the performance and productivity of organizations. Moreover, Training is

also needed to develop new leaders helps eliminate fear in attempting new tasks

(Leard, 2010).
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Nevertheless, the employees’ behavior is influenced by the work environment

that depicts organization’s performance and the efficiency at the work environment.

Also, work environment is a forerunner for the employees’ achievement and

performance. The working environment not only leads to poor performance of

employees but also may psychologically affect them making them feel demotivated

and restlessness at work eventually effecting the performance of the organization

(BUSHIRI, 2017).

The Barangay heath workers and City Health Office employees, many people

were not satisfied to the services they are performing, maybe perhaps they are lack of

the training and development programs and their work environment is not goof and it

will lead to poor performance. Performance is supremely important in an organization

because the operation of the organization will depend on it.

Since the researcher have not found any research study in the local setting

pertaining on training and development programs and work environment on

organizational performance among the Barangay Health Workers and the City Health

Office employees. Thus, this motivates the researcher to investigate for problem.

Research Objectives

The main objective of this study was conducted to determine the significant

relationship between on training and development programs and work environment on

organizational performance among the Barangay Health Workers and the City Health

office employees.

Specifically, this sought to answer the following sub-question:

1. To assess the level of training and development among the Barangay Health

Workers and the City Health Office employees in terms of:

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1.1 Mentoring

1.2 Job Delegation

1.3 Employee Empowerment

1.4 Job rotation

1.5 Employee Commitment

2. To assess the level of work environment among the Barangay Health Workers and

the City Health Office employees in terms of:

2.1 Safety

2.2 Relationship w/ co-workers

2.3 Work Life-Balance

2.4 Motivation

3. To find out the level of organizational performance among the Barangay Health

Workers and the City Health office employees in terms of:

3.1 Internal Effectiveness

3.2 Internal Efficiency

4. To determine if there is a significant relationship between training and development

programs on organizational performance among the Barangay Health Workers and the

City Health Office employees?

5. To determine if there is a significant relationship between work environment on

organizational performance among the Barangay Health Workers and the City Health

Office employees?

Hypothesis

The null hypothesis was tested at 0.05 level of significance stating that there is

no significant relationship between training and development programs and work

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environment on organizational performance among the Barangay Health Workers and

the City Health office employees

Review of Related Literature

Theories, concepts, facts, information, views and readings to training and

development programs and work environment on organizational performance among

the Barangay Health Workers and the City Health office employees are presented in

this section.

Sultana et. Al (2012) proposed the five measurement variables of training and

deployment as first independent variable namely: mentoring, job delegation,

employee empowerment, job rotation, and employee commitment.

Training and Development

Within a company, training and development are essential components that

support team member performance and establish the groundwork for the firm's

expansion and prosperity. Training and development are seen as investments in

people from the standpoint of human resource management, with the goal of giving

them the talents, know-how, and skills they need to succeed in their positions. It is an

integral component of organizational success. By investing in people through training

and development programs, organizations not only enhance individual performance

but also cultivate a motivated workforce dedicated to achieving organizational

Saunders (2010).

First, mentoring, which has many diverse advantages in maintaining integrity

and establishing ties, are also argued for as another method of training. The method is

often used by mentors who may be their immediate supervisors or other senior

managers for newly recruited graduates. This does not mean, however, that older
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employees do not receive this training method but that they mainly target the new

employees in the company (Torrington 2005).

Moreover, Mentoring is a great way to meet the specific training needs of

employees because it can be customized to meet their goals and has many other

benefits. This customization feature enables mentors or coaches to offer mentees

individualized advice and support, particularly if they are direct supervisors or

superiors inside the company. Mentoring is an important instrument for personal

growth, enabling staff members to improve their competencies. Employees must

develop and adapt as organizational strategies change over time in order to meet

shifting demands. Through mentoring, staff members can stay up to date on these

developments and acquire the skills they need to succeed in fast-paced work settings

Khan (2011).

In addition, as mentors, they also observe that their protected companies are

more upbeat and considerate of their well-being, giving their protégés greater

resources, access, and attention. People who feel important in their roles report higher

levels of job satisfaction and firm loyalty when they are mentored. Income,

promotions, professional achievement, personal growth objectives, commitment to

work, high job satisfaction, and low turnover expectations are all favorably correlated

with mentoring roles. Additionally, they think that employee mentoring improves the

organization's performance as a whole (Allen, et al. 2004).

Second, job delegation significantly increases the productivity of employees.

Employee motivation to perform to the best of their ability increases when they are

given specific responsibilities, which benefits the firm by increasing productivity and

performance outcomes. For work delegation to be effective, employees must receive

the right training that will provide them with the abilities and knowledge needed to do
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the tasks they have been given with competence. In order to ensure that individuals

receiving training are suitably equipped to carry out their duties, it should be the goal

of this training to transfer the knowledge and skills of seasoned employees Olajide,

Idowu, and Adeoye (2017).

And then, in organizations, delegation is frequently viewed as a critical

component of empowerment. Giving others jobs and duties gives people a sense of

control and ownership over their work, which can improve performance and pleasure.

Participation is taking part in the decision-making process; delegation is giving

someone else the power to carry out duties or make choices Wagner (1994).

Furthermore, Tasks are assigned to competent workers, increasing efficiency.

A clear understanding of the objectives guarantees priority adherence and alignment.

Establishing trust facilitates delegating and promotes comprehension. Delegation is

influenced by lower status, which gives individuals in positions of authority more

power Yukl and Ping Fu (1999).

Third, employee empowerment, the significance of Empowerment is growing

as it's the focus of attention these days. It says when well managed staff feel

empowered, they can impact the organizational dedication and lower staff

replacement rates. It has been recommended that confident employee participates in

decision-making and that management capable of eradicating the distinction between

management and employees, results in a rise in performance, productivity, and job

satisfaction (Parker and Price, 1994).

Moreover, empowerment is seen as a powerful managerial tool for motivating

employees to achieve shared objectives inside the firm. In actuality, empowerment

can be used as a term to describe a variety of strategies that offer a convenient way to
 8

speak, arguing that empowerment is a nice thing in theory that creates a "win-win"

situation for managers and employees (Burke, 1986).

In addition, empowerment is a state of mind. An empowered worker feels in

control of their work, is aware of the tasks at hand, takes accountability for their own

productivity, shares accountability for the success of the company, and is paid fairly

depending on both their individual and group contributions Mohammed et al. (1998).

Fourth, job rotation, one aspect of training that managers and non-managers

alike experience in an organization is job rotation, which is the process of moving

employees from one job, task, or department to another in an effort to inspire them to

acquire a variety of skills, knowledge, and abilities. Employee learning, problem-

solving abilities, absenteeism, human capital buildup, and motivation can all be

enhanced by job rotation. Additionally, job rotation is thought to be the best way to

improve employees' job satisfaction (Oparanma & Nwaeke, 2015).

Moreover, the underlying presumption is that job rotation creates an

environment of intense learning where the learner begins at a place of ignorance and

can have a significant role in propelling their learning. When an employee crosses an

organizational barrier, they lose their status as a trusted advisor and source of

knowledge (Wenger, 1998).

Furthermore, upper management views job rotation as a means of rewarding

strong performance and views it as a kind of career development. The job rotation

process offers individuals the chance to traverse boundaries inside the business, which

in and of itself creates additional learning opportunities as it involves interacting with

unfamiliar territory (Wenger, 2002).

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Last, employee commitment is the psychological state in which a staff

member describes his or her affiliation with the company in order to lessen the

likelihood that they would leave Allen and Meyer (1991).

Moreover, commitment is the result of an employee's sense of fulfillment and

well-being within the company. It is described as an employee's identification with

and adoption of an organization's values, conventions, and traditions Anderson and

Martin (1995).

And then, an organization that has highly committed employees can see

improvements in performance, reduced employee turnover, and fewer absenteeism.

Managers are better able to plan and oversee staff by knowing the causes of employee

commitment and how important it is to the growth of their organization (Mathieu and

Zajac, 1990).

Furthermore, the performance of an organization is strongly impacted by

employee commitment. Employee commitment increases the likelihood that they will

work harder, be more devoted, and favorably impact the performance of the company.

Committed and engaged workers typically produce more, offer superior customer

service, and have a higher retention rate, which lowers turnover expenses. Therefore,

in order to improve overall performance, firms frequently seek to develop employee

dedication and a favorable work environment Dost, et al. (2011).

Raziq and Maulabakhsh (2015) proposed the five measurement variables of

work environment as second independent variable namely: safety, relationship w/ co-

workers, work life-balance and motivation.

Work Environment

According to Payne & Pugh (1976), the workplace is everything that

surrounds employees and has the potential to impact how well they complete assigned
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duties. A positive and supportive physical work environment is essential for the

organization as it greatly impacts employee activities and helps the attainment of

organizational objectives.

First, job safety, employee turnover occurred when they felt unsafe at work.

rate is probably going to rise, which will allow the business to detect enough

discontent with the status quo to justify a shift Argyris and Schon (1996).

Moreover, how the work environment is designed to enable organizations to

utilize work environment as if it were an asset determines an organization's capacity

to share knowledge. Employees can gain from group knowledge and companies can

become more effective as a result. Furthermore, he contended that a climate at work

that prioritizes employee pleasure and unrestricted idea sharing is a more effective

means of inspiring workers to achieve greater productivity Brenner (2004).

Furthermore, by establishing an environment at work that is appealing, cozy,

fulfilling, and inspiring to workers in order to instill a feeling of pride and meaning in

their work. The layout and occupants of a work environment have an impact on

employees' well-being as well as their productivity, loyalty to their employers, and

ability to generate new ideas within the company (Taiwo, 2009).

First, safety pertains to the workers' safety, both physically and mentally, at

their workplace. It includes all of the step’s businesses take to keep workers safe,

healthy, and free from danger. Safety perceptions among employees can have a

significant impact on their general well-being, productivity, and job satisfaction Raziq

and Maulabakhsh (2015)

Moreover, according to Argyris and Schon (1996), feelings of physical,

psychological, and job security safety at work have a significant impact on employee

turnover. Feeling uncomfortable can show up as anxieties of mishaps, harassment,

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discrimination, or work instability and can lower job satisfaction and overall well-

being. Because of this, companies must provide a safe and encouraging work

environment in order to lessen the expensive consequences of employee turnover.

Assessing safety precautions, getting input from staff members, and encouraging

candid dialogue are some strategies. Setting safety as a top priority not only lowers

turnover but also improves morale, engagement, and organizational performance a

sign of a dedication to the success of the workforce as a whole.

Furthermore, increasing productivity and guaranteeing worker safety are

crucial for the success of a business. While efficiency and competitiveness are

directly impacted by productivity, employee trust and well-being are greatly enhanced

by a safe work environment. They contend that since productivity is increased by a

safe workplace and vice versa, these two objectives are not mutually exclusive.

Finding this balance requires combining productivity-boosting tactics with safety

precautions, which will eventually boost employee morale, lower attrition, and ensure

the organization's long-term success Hoboubi et al. (2017).

Second, the close relationship that exists between employees and their

workplace, emphasizing the ways in which the workplace has a substantial impact on

employees' performance, attitudes, and behavior. Physical, social, cultural, and

organizational elements are all part of the work environment and have an impact on

the experiences and results of employees. Because of this mutually reinforcing

interaction, worker behavior affects the work environment, which in turn influences

worker productivity and well-being. Organizations hoping to create a happy and

productive work environment must understand this interdependence. The work

environment can be optimized to enhance employee engagement and organizational

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performance through tactics like resolving diversity and inclusion issues, supporting

professional development, and promoting work-life balance Taiwo (2010.

Also, the importance of coworker relationships in the workplace. In order to

delegate tasks, provide direction, and foster teamwork, leader-member relationships

require both vertical (between superiors and subordinates) and horizontal (among

coworkers at the same level) interactions. The relationships between coworkers

transcend organizational boundaries and foster collaboration between teams and

departments as well as knowledge sharing and social support. In order to promote

effective communication, teamwork, and organizational cohesion all of which

eventually boost employee happiness and corporate success it is imperative to

understand these characteristics Lin and Lin (2011).

Furthermore, Coworker relationships are complex and include friendliness,

acceptance, and loyalty. These relationships have a big impact on workplace

dynamics and culture. These relationships create a good atmosphere where people feel

appreciated and inspired to work well together. Good connections boost productivity

and professional satisfaction, and acceptance encourages inclusivity and diversity.

Coworker and organizational loyalty promote commitment to common goals and

mutual support. Leaders and coworkers have a relationship based on trust, confidence,

and respect, which fosters teamwork and the success of the organization. emphasize

how crucial these connections are to fostering a positive workplace culture and

improving output. Therefore, cultivating positive relationships between employees

and executives as well as between coworkers is essential to the success of the firm

Chen (1989)

Third, achieving work-life balance entails balancing personal and professional

obligations in a way that promotes fulfillment. Achieving this balance by making time
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for leisure, hobbies, family, fitness, and personal development outside of work results

in a reduced stress level, better health, more engagement, stronger relationships, and

greater job contentment Varatharaj and Vasantha (2012).

Also, according to Krassner et al. (1963), achieving happiness may be

accomplished by obfuscating the distinction between the work and leisure realms.

They contend that the best way to optimize happiness is to incorporate elements of

fulfillment, creativity, and fun into job activities while yet maintaining productivity

during downtime. The old division between work and play, which frequently results

in the idea that labor is tedious and play is pleasurable, is challenged by this

integration. People might be more satisfied with their work if they find significance in

it and mix in some play and relaxation. It's imperative to make an effort to allocate

time between work and play in a balanced manner to avoid one area of life becoming

more important than the other.

Furthermore, according to Clark (2001), obtaining a good Work-Life Balance

(WLB) necessitates being happy in your positions as a family and employee.

Important factors include little role conflict, active engagement, effective functioning,

and satisfaction with work and family responsibilities. This means actively

participating in roles, resolving conflicts between work and family commitments,

feeling fulfilled and respected in professional responsibilities, and cultivating

meaningful relationships in personal life. It also means meeting expectations without

going overboard.

Lastly, according to Santisi et al. (2014), preserving employees' motivation at

work is essential to raising their levels of satisfaction and productivity. Organizations

may foster a pleasant and productive work environment that supports employee
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engagement, contentment, and success by putting methods into place to nurture and

sustain motivation.

Moreover, motivation shapes behavior toward needs or objectives, which

propels personal development. It is influenced by both external (social norms,

rewards) and internal (personal values, desires) elements. Conflicts between one's

own desires and outside influences can occur and affect the dynamics of motivation.

Comprehending this interaction is essential for individual development. Satisfaction

results from matching values and intrinsic motivations, and motivation for sustainable

development is increased in circumstances that are supportive Taghipour & Dejban

(2013),

Furthermore, Positive motivation, according to Sidorova (2015), is essential

for enhancing workers' abilities, especially when it comes to managing jobs that are

becoming more difficult. Positive motivation gives workers the abilities and

perspective needed to succeed in fast-paced, demanding work environments by

encouraging engagement, empowerment, innovation, and teamwork.

We also used two measurement variables of Robbins and Coulter (2002) as

dependent variable of Organizational Performance namely: internal effectiveness and

internal efficiency. With these indicators the organization will have an idea on how

they will evaluate their performance.

Organizational Performance

Collins Compact English Dictionary (1999) defines performance as “to

fulfill”. The ultimate objective of human resource procedures is to align corporate

performance and human resource practices with a view to achieve organizational

goals and objectives. Managers must be able to determine whether or not their

workers are doing an effective job, within a minimum of errors and disruptions.
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First, internal effectiveness is the accomplishment of predetermined objectives

that cover a range of factors, including financial objectives, market share expansion,

customer happiness, innovation, and social responsibility programs. This method

places a strong emphasis on a quantitative assessment of performance by contrasting

actual results with preset standards. It is believed that effectiveness is dynamic and

context-dependent, impacted by outside variables such as market dynamics and

advances in technology. Long-term success is emphasized as requiring strategic

alignment with the organization's mission and continual improvement through

iterative goal setting and review Andersen (2006).

Also, improving internal effectiveness a measure of how well an organization

accomplishes its goals depends on two critical elements: organizational performance

and decision-making procedures. Making wise decisions is essential to adjusting to

change, allocating resources effectively, and taking advantage of opportunities while

reducing risks. Kreps highlights the necessity of inclusive, transparent, and goal-

aligned decision-making procedures. Furthermore, organizational performance is a

concrete measure of internal effectiveness since it reflects how well the company

executes its plans, uses its resources, and produces value. Kreps emphasizes the

relationship between performance and decision-making, and in order to support

internal effectiveness and guarantee long-term success, he advocates for distinct

goals, strong management systems, an accountability culture, and ongoing

development Kreps (1991).

Furthermore, while group effectiveness is concerned with the performance of

teams as a whole in accomplishing goals, individual effectiveness is concerned with

members' competency and contribution to goals. The entire success of the institution

in achieving its mission and strategic goals is reflected in its organizational

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effectiveness. They emphasize how the performance of both individuals and groups

affects the results of organizations, with a dynamic and reciprocal interaction between

each level. Teams that are productive are built on the effectiveness of their members,

and individual performance is improved by the effectiveness of the group. In the end,

the effectiveness of both individuals and groups works together to determine the

organization's ultimate success Sabeherwal et al. (2003).

Lastly, internal efficiency is a key idea in economics and organizational

management. It entails assessing how well a system makes use of its resources in

order to generate desired results. Internal efficiency basically means that an

organization's input-output relationship is optimized. When compared to alternative

systems, a system is deemed more efficient if it can create equal output levels with the

same number of resources or higher levels of output with fewer resources. This idea

emphasizes how crucial productivity improvement techniques and resource allocation

are to raising organizational performance. Organizations must innovate, improve

productivity, remove waste, and streamline processes in order to achieve internal

efficiency. This will allow them to maximize resource usage while preserving or

raising output quality. Organizations can improve their competitiveness, profitability,

and sustainability in a changing business environment by concentrating on internal

efficiency Rossmiller and Geske (1976).

Moreover, according to Cohen et al. (1996), a particular kind of work structure

that produced significant increases in efficiency was one that was marked by strong

employee involvement. Organizational operations are more efficient when employees

actively participate in many elements of their work, such as goal-setting, problem-

solving, and decision-making. Enthusiastically encouraging employee involvement as

a way to increase efficiency within organizations, emphasizing its potential to drive

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organizational performance and success. By actively involving employees in the

decision-making process, organizations can tap into their diverse perspectives, skills,

and experiences, leading to creative solutions, streamlined processes, and ultimately,

enhanced efficiency.

Furthermore, internal efficiency which is introduced by Levin (1976), is

closely related to the terms "allocative efficiency" and "price efficiency." These

concepts all center around the idea of optimizing resource allocation within firms in

order to meet optimal goals. Price efficiency seeks to minimize costs and maximize

returns based on resource pricing, whereas allocation efficiency concentrates on

maximizing overall welfare by taking trade-offs between inputs and outputs into

account. These ideas emphasize how crucial strategic resource management and

decision-making are to raising output and cutting waste. In order to achieve internal

efficiency, businesses must use cutting-edge procedures and regularly review their

resource allocation plans in order to make sure they are in line with their goals and the

state of the market. This will increase their effectiveness and competitiveness.

Correlations Between Measure

Again, according to Armstrong (2009), employee competencies are enhanced

through training and development, which in turn drives organizational performance.

Through these programs, individuals will be able to contribute to organizational goals

and flourish in their roles by enhancing their skills, knowledge, and capabilities.

Employees learn new skills and remain current with industry trends through focused

training programs, which promote an innovative and growing culture. In the end,

firms may optimize performance indicators like output, quality, customer happiness,

and market competitiveness by investing in staff development.

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Next, Thomas N. Garavan 1997, statement highlights the vital role of training

and development in enhancing both individual employee performance and overall

organizational success, emphasizing the importance of equipping employees with

necessary skills and fostering engagement to drive productivity and retention.

Besides, investing in training and development programs yields tangible

benefits for organizations, such as improved job performance, increased productivity,

and higher quality output. Trained employees are equipped with the necessary skills,

knowledge, and confidence to effectively carry out their job responsibilities, leading

to fewer errors, enhanced efficiency, and greater satisfaction among both employees

and their supervisors. Additionally, trained employees are often better positioned to

adapt to changing work environments and take on new challenges, thereby

contributing to the overall success and competitiveness of the organization. Therefore,

the findings underscore the importance of prioritizing training and development

initiatives as a strategic investment for fostering employee success and organizational

performance Partlow (1996).

Providing employees with training is essential for organizations to effectively

achieve their overarching objectives. This highlights the critical role of training and

development in aligning employee skills and competencies with the strategic goals of

the organization. By investing in training initiatives, organizations can enhance

employee performance, increase productivity, and improve overall operational

efficiency. Moreover, training enables employees to stay updated with industry

advancements and adapt to evolving market trends, thereby contributing to the

organization's long-term success and competitiveness. Therefore, the research

underscores the significance of prioritizing employee training as a means to optimize

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organizational performance and achieve strategic objectives Flynn et al. (1995),

Kaynak (2003), and Heras (2006).

In addition, training and development initiatives are instrumental in boosting

the overall performance of an organization. This underscores the significant impact

that investing in employee learning and skill enhancement can have on the

effectiveness and efficiency of organizational operations. By providing training

opportunities, organizations empower their workforce to acquire new knowledge,

hone existing skills, and adapt to evolving demands within their roles. Consequently,

employees become better equipped to fulfill their responsibilities, contribute

positively to team dynamics, and achieve desired outcomes, ultimately leading to

improved organizational performance. Thus, the research highlights the critical role of

training and development in driving success and competitiveness within the

organizational context Shepard et al. (2003).

Furthermore, while providing training to employees incurs initial costs but in

the long-term benefits outweigh these expenses. This implies that investing in

employee development yields a positive return on investment for organizations.

Despite the upfront financial outlay associated with training programs, organizations

stand to gain enhanced employee performance, increased productivity, and improved

overall effectiveness over time. Trained employees are better equipped to adapt to

changing industry landscapes and contribute innovatively to organizational goals,

thereby bolstering long-term success and competitiveness. While training may

initially pose financial challenges, its enduring benefits justify the investment in the

broader context of organizational growth and sustainability Flynn et al. (1995),

Kaynak (2003), and Heras (2006).

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It is imperative for organizations to continuously develop their employees in

line with the prevailing needs of the market to remain competitive against rival firms.

This underscores the importance of adapting employee development strategies to keep

pace with evolving industry trends and technological advancements. By investing in

ongoing training and skill enhancement initiatives, organizations can equip their

workforce with the necessary tools and competencies to effectively respond to

changing market dynamics and outperform competitors. Aligning employee

development efforts with the ever-shifting demands of the business environment to

ensure sustained competitiveness and success Carlos A. Primo Braga (1995).

Chandrasekar (2001) underscores the significance of the work environment in

influencing employee performance, suggesting that it can have substantial effects,

whether positive or negative. The working environment encompasses various factors

such as organizational culture, leadership styles, physical workspace, and

interpersonal dynamics, all of which can significantly impact employee motivation,

satisfaction, and productivity. A conducive work environment characterized by

supportive leadership, clear communication channels, opportunities for growth, and a

healthy work-life balance is likely to foster positive outcomes, leading to enhanced

employee performance and job satisfaction. A negative work environment marked by

factors such as poor management, lack of recognition, high levels of stress, or

inadequate resources can impede employee performance and overall organizational

success. Cultivating a positive work environment to optimize employee performance

and achieve organizational goals.

In addition, the profound impact of indoor environments on individuals, noting

that a significant portion of people's lives is spent within such settings. These indoor
 21

environments play a crucial role in shaping individuals' mental well-being, behaviors,

capabilities, and performance levels. Considering the quality and conditions of indoor

spaces where employees work, as they can significantly influence various aspects of

their lives and work outcomes. The organization needs to prioritize creating

supportive and conducive indoor environments to promote employee well-being and

optimize performance as an organization Dorgan (1994).

Moreover, conducive workplace environment plays a pivotal role in mitigating

absenteeism rates, consequently enhancing organizational performance and

productivity. The authors emphasize the interconnectedness between the quality of the

work environment and employee attendance, highlighting that favorable working

conditions can effectively reduce the instances of absenteeism among staff members.

By fostering a positive and supportive workplace atmosphere, organizations can

create an environment where employees feel valued, motivated, and engaged, thereby

promoting greater attendance and commitment to their roles. Ultimately, this leads to

improved organizational performance as employees are more present, productive, and

focused on achieving their objectives. Investing in creating a conducive work

environment as a means to drive overall organizational success Boles et al. (2004).

Furthermore, a good workplace environment plays a pivotal role in mitigating

absenteeism rates, consequently enhancing organizational performance and

productivity. The authors emphasize the interconnectedness between the quality of the

work environment and employee attendance, highlighting that favorable working

conditions can effectively reduce the instances of absenteeism among staff members.

By fostering a positive and supportive workplace atmosphere, organizations can

create an environment where employees feel valued, motivated, and engaged, thereby
 22

promoting greater attendance and commitment to their roles. Ultimately, this leads to

improved organizational performance as employees are more present, productive, and

focused on achieving their objectives. Thus, the research underscores the importance

of investing in creating a conducive work environment as a means to drive overall

organizational success Boles et al. (2004).

Abowd et al. (1999) highlight the detrimental consequences of an inadequate

working environment, suggesting that it not only results in subpar employee

performance but also has psychological implications that can lead to feelings of

demotivation and restlessness among workers. The authors underscore the

interconnectedness between the quality of the work environment and employee well-

being, emphasizing that negative workplace conditions can adversely affect

employees' mental state and overall satisfaction. This, in turn, can have a cascading

effect on organizational success, as demotivated and restless employees are less likely

to be engaged and productive in their roles. Creating a supportive and conducive work

environment to foster employee motivation, satisfaction, and ultimately,

organizational success.

Conditions within the workplace significantly influence both the quality of

work produced and the overall performance of organizations. The working

environment serves as a critical factor in shaping employees' ability to perform

effectively and contribute to organizational success. This implies that factors such as

physical workspace, organizational culture, and interpersonal dynamics play pivotal

roles in determining the level of productivity and achievement within a workplace. In

essence, the importance of cultivating a supportive and conducive work environment

can optimize both individual and organizational performance Genzorová (2017).

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Awan (2015) advocates for a meticulous focus on various aspects of the

working environment, including office location, design, and organizational policies

and procedures, with the aim of fostering employee motivation and determination to

achieve target objectives. The author suggests that by creating a conducive and

supportive work environment, companies can empower employees to perform at their

best, leading to increased productivity and optimized organizational performance.

This underscores the critical role of the workplace environment in influencing

employee attitudes, behaviors, and ultimately, the success of the organization. In

essence, Awan's research highlights the importance of strategic attention to the

working environment as a means to drive employee engagement, performance, and

overall organizational effectiveness.

Theoretical Framework

This study is anchored on the proposition of Shepard et al. (2003) whom they

stated that training and development initiatives are instrumental in enhancing the

overall performance of an organization. Investing in programs aimed at improving the

skills and knowledge of employees contributes positively to the organization's

effectiveness and success. By providing training opportunities, organizations enable

their workforce to acquire new competencies, refine existing skills, and adapt to

changing demands, ultimately leading to improved performance outcomes. In essence,

Shepard and colleagues' research underscores the importance of prioritizing training

and development efforts as strategic investments to drive organizational performance

and competitiveness.

This study supported by the proposition of Carlos A. Primo Braga (1995)

asserts that it is imperative for organizations to continuously enhance the skills and
 24

capabilities of their employees in alignment with the current demands of the market to

remain competitive against rival companies. This emphasizes the necessity for

adapting employee development strategies to match the prevailing industry trends and

technological advancements. By investing in ongoing training and skill enhancement

initiatives, organizations ensure that their workforce is equipped with the necessary

tools and competencies to effectively respond to evolving market dynamics and

outperform competitors. Thus, Primo Braga's perspective underscores the strategic

importance of aligning employee development efforts with the evolving needs of the

business environment to ensure sustained competitiveness and success.

Moreover, Cooper and Dewe (2004) emphasize that fostering a positive

working environment within the workplace is essential for facilitating organizational

success. This suggests that creating conditions conducive to employee well-being and

productivity directly contributes to the overall performance of the organization. A

supportive and healthy work environment can enhance employee morale, motivation,

and job satisfaction, ultimately leading to improved organizational effectiveness and

achievement of goals. In essence, Cooper and Dewe's research underscores the critical

importance of cultivating a positive workplace atmosphere to optimize organizational

performance.

In addition, McCoy and Evans (2005) argue that the components of the

workplace environment must be appropriately managed to prevent stress within the

organization during task execution. This implies that maintaining favorable conditions

within the work environment is crucial to mitigate stress levels among employees,

thereby facilitating smooth and efficient job performance. The authors suggest that

factors such as organizational culture, physical workspace, and interpersonal

 25

dynamics should be carefully structured and managed to create a supportive and

conducive environment for employees to carry out their tasks effectively. In essence,

McCoy and Evans emphasize the importance of ensuring that the working

environment is conducive to productivity and devoid of unnecessary stressors.

Conceptual Framework

Presented in Figure 1 is the conceptual framework of the study. The first

independent variable is training and development which have 5 indicators namely;

mentoring, job delegation, employee empowerment, job rotation, and employee

commitment. In this study mentoring can be defined as the act or process of helping

and giving advice to a younger or less experienced person. Second, job delegation is

referring to the transfer of responsibility for specific tasks from one person to another.

Third, employee empowerment is a management philosophy that focuses on allowing

an organization's employees to make independent decisions and to feel empowered to

take action as they see fit. Fourth, job rotation is a practice of regularly transitioning

all employees between different jobs to ensure they gain exposure to various

departments of the company while learning and improving their skill sets. Fifth,

employee commitment is an emotional attachment to and involvement with an

organization.

Moreover, Figure 2 the second independent variable is work environment

which also have 4 indicators namely; safety, relationship w/ co-workers, work life-

balance and motivation. In this study safety is the state of being safe; freedom from

the occurrence or risk of injury, danger, or loss. Second, relationship w/ co-workers

refer to the professional interactions and connections employees have with each other
 26

in a workplace setting. Third, work life-balance is maintaining a harmonious

relationship between your work and personal life. Fourth, motivation is the desire to

act in service of a goal

On the other hand, the dependent variable is organizational performance

which has 2 indicators namely; internal effectiveness and internal efficiency. In this

study internal effectiveness can be defined as the degree to which something is

successful in producing a desired result. Second, internal efficiency is the ability to

accomplish something with the least amount of wasted time, money, and effort or

competency in performance.
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Independent Variable Dependent Variable

Training and Development

 Mentoring

 job delegation

 employee

empowerment

 job rotation

 employee

commitment Organizational Performance

 internal effectiveness
Work Environment
 internal efficiency

 Safety

 relationship w/ co-

workers

 work life-balance

 motivation.
 28

Figure 1. Conceptual Framework of the Study

Significance of the Study

The purpose of this study is to provide information and determine whether

there is a significant relationship between the training and development and work

environment on organizational performance evaluation. This study will provide

significance to the following:

Barangay Health Workers and City Health Office Employees in Tagum City.

This will provide additional information to build a more productive people or workers

in this office in order to have the good camaraderie among the organization.

Employees this study will serve as their primary journal so that they will have a self-

review and it will help them to be aware in such things that they should improve to be

satisfied in their job. This will lead to have a good approach and live in a harmonious

life from the administration, down to employee. Lastly, for future Researchers this

will provide additional information in the upcoming generations who will be

conducting the same field of research.

Definition of terms

The following terms are defined in order to gain a better understanding of the

study.
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Training and Development. Gordon (1992) training and development is a

kind of activity that is structured and organized and leads to a higher level of skill,

knowledge and skills required to perform the job effectively and smoothly.

Work Environment. Kohun (1992), defines working environment as an

entirely which comprises the totality of forces, actions and other influential factors

that are currently and, or potentially contending with the employee’s activities and

performance. Working environment is the sum of the interrelationship that exists

within the employees and the environment in which the employees work.

Organizational Performance. is an indicator which measures how well an

enterprise or company achieves their objectives (Hamon, 2003).