Correlation Analysis showing Association among Variables
The study conducted correlation analysis in order to ascertain the strength of
associations between Organizational Performance, ergonomics, supervisor support and
motivation of Public Universities. The findings are presented in Table 4.11.
Table Association between variables
Correlations
Organizational
Performance
Ergonomics Supervisors
Support
Motivation
Organizational
Performance
Pearson Correlation 1
Sig. (2-tailed)
N
170
Ergonomics
Pearson Correlation .751** 1
Sig. (2-tailed) .000
N
170 170
Supervisors
Support
Pearson Correlation .768** .960** 1
Sig. (2-tailed) .000 .000
N
170 170 170
Motivation
Pearson Correlation .651** .953** .951** 1
Sig. (2-tailed) .000 .000 .000
N
170 170 170 170
**. Correlation is significant at the 0.01 level (2-tailed).
Correlation is significant at the 0.05 level (2-tailed).
The results in Table 4.11 shows that there was a positive degree of associations between
Organizational Performance, ergonomics, supervisor support and motivation of Public
Universities in Kenya.
Multiple Regression Analysis
Multiple linear regression model was used to establish the relationship between
workplace environment and organizational performance in Public Universities in
Kenya. Multiple regression determined how a group of variables together predict a
given dependent variable. The regression model summary results are presented in Table
4.12.
Table 4. 12: Model Summary
Model
R
R Squared
Adjusted
R Square Std. of Error Estimate Sig.
1 0.832a0.692 0.687 0.37337 .000b
a. Predictors: (Constant), Ergonomics, Supervisor support, Motivation
Table 4.11 shows that the adjusted R Square value is 0. 692%. Therefore, it could be
concluded that 69.2% of the variation in the dependent variable is being attributed by
the 3 independent variables (ergonomics, supervisor support and motivation). Since the
regression model used contained more than one independent variable, for more accurate
results adjusted R was preferred to R squared. The F statistic was statistically significant
suggesting that Ergonomics, Supervisor support and Motivation significantly influence
organizational performance of Public Universities F statistic shows that the overall
model is significant and therefore could be used for further answering of the research
questions.
Analysis of Variance
The overall significance of the model was tested using analysis of variance by use of F
statistic at 95% confidence level. The results of regression for the total of three
independent variables toward the dependent variable which is the Organizational
Performance are shown in Table 4.11. Based on table 4.10, it turned out that the value
of F statistic is 2133.232 with a p value of 0.000 indicating the whole model was
statistically significant and therefore could be relied on for answering the research
questions stipulated in chapter one. The findings of Anova carried out on dependent and
independent variables are shown in table 4.12.
Table Anova Model
Model Sum of Squares df
Mean
Square
F Sig
Regression 52.080
3
17.360 124.531 .000b
Residual 23.141 166 0.139
Total 75.221 169
a. Dependent Variable: Organizational Performance
b. Predictors: (Constant), Motivation, Ergonomics, Supervisors Support
The findings on the analysis of variance (ANOVA) presented in Table 4.12 shows that
F- statistic value of 124.531 and P-value of 0.000. These findings imply that the
regression model was significant in predicting the relationship between workplace
environment and organizational performance of Universities in Mount Kenya Region.
A high F value of
124.531 means that there is a significant relationship between the dependent and
independent variables.
Regression Coefficient
The following multiple linear regression model was used in the study;
Y= β0 + β1X1 + β2X2 + β3X3 + ԑ...................................................................Equation 4.1
Where; Y is the organizational performance of public Universities in Kenya, β0 is the
Intercept constant, X1 is Ergonomics, X2 is Supervisor support, X3 is motivation, β1 – β3
is the corresponding Coefficients of independent variables and ԑ is the Error term. This
are the independent and dependent variables in the study.
The coefficients of the variables used in the study are presented in Table 4.13.
Table Regression Coefficientsa
Unstandardized
Coefficients
Standardized
Coefficients
Model
B
Std Error Beta
t
Sig
(Constant) 0.344 0.169 2.039 0.043
Ergonomics 0.801 0.182 0.761 4.410 0.004
Supervisor support 1.241 0.185 1.141 6.719 0.000
Motivation 1.229 0.167 1.160 7.367 0.000
a. Dependent variable: Organizational Performance
The data in the Table 4.13 indicates that the established regression equation model was
as shown in equation 4.1.
Substituting the coefficient in the model,
Y= 0.344 + 0.801X1 + 1.241X2 +1.229X3..............................................................................Equation 4.2
According to this model and in line with the results in Table 4.13, the organizational
performance of the University was 0.344 in absence of the 3 variables. The regression
coefficient for Ergonomics (0.801) was statistically significant (t=4.410, p=0.004<0.05),
which indicates that a unit increase in Ergonomics will result to an increase of 0.801
units in organizational performance. This implies that if a University improves
ergonomics, its organizational performance will improve. This finding concurs with
study findings by Garbie (2014) who found that effective use of Ergonomics in work
system design can help achieve a balance between employee characteristics and task
demands. This will in turn enhance worker productivity, provide employees safety and
physical and mental wellbeing and job satisfaction thus improved organization
performance. The findings are also in agreement with (Gutnick, 2018) on working
environment that if the working spaces are too squeezed, this can affect the ability of
employees to focus and get work done.
The regression coefficient for Supervisor’s support was 1.241 statistically
significant (t=6.719, p=0.000<0.05), which indicates that a unit increase in
supervisor’s support will result to an increase of 1.214 units in
organizational performance. This implies that if a University enhances
supervisor’s support, the organizational performance will improve. This
finding agrees with study findings by Arnold (2011) who found that the
supervisor’s personal role is important because it reassures positive relations
and increases self- confidence of the employees and in return improves
performance. The findings are also in agreement with Aaltonen (2017) who
found out that communication in an organization affects the employee
performance. The strategic communication is both oral and written and are
usually communicated to all employees to increase their efficiency in
carrying out their assigned duties.
The regression coefficient for motivation was 1.229 and it was statistically
significant (t=7.367, p=0.000<0.05), which indicates that a unit increase in
motivation will result to an increase of 0.22 units in organizational
performance. This implies that if a University increases employee
motivation, the organizational performance will improve. The findings
conform to the study findings by Rosset (2011) who found that high
organizational performance is achieved by having employees who are ready
to exercise effort in the roles they are assigned to do. They also are in
agreement with Bryson (2015) who claimed that when management fails to
come up with proper compensation structures the employees working in the
said organization usually are demotivated hence the set strategies are not
executed.
