Work Environment and Organizational Learning as Key Drivers of Employee Productivity: Evidence from Higher Education Sector

Abstract

Improving employee productivity is one of the main objectives for any organization. This is because high employee productivity can lead to positive organizational outcomes. This study aims to examine the effects of work environment and organizational learning on employee productivity in higher education sector. The data was collected using a survey instrument from 242 employees at public universities in northern Malaysia. The collected data was then coded and analysed using SPSS and structural equation modelling (AMOS). The findings indicated that work environment had significant positive effect on employee productivity. The findings also indicated that organizational learning had significant positive effect on employee productivity. These results provide beneficial suggestions for policy makers to formulate the relevant strategies in terms of work environment and organizational learning for the purpose of improving the productivity of employees to achieve competitive advantages and favourable organizational outcomes.

A Review Study of the Human Resource Management Practices on Job Satisfaction of Hotel Industry Employees of Malaysia

“…This will make them similarly happy with the individuals who work under typical working condition and consequently in general execution will increment. Hanaysha (2016) uncovered that there are diverse factors like workload, compensation, stress at work spot and conflict with family due to occupation drives a worker towards disappointment that further Job results in a turnover. At conclusive stage these free factors impact adversely on authoritative execution which is contrarily affected by these components.…”

“…At conclusive stage these free factors impact adversely on authoritative execution which is contrarily affected by these components. Hanaysha (2016). contend that an organization needs to focus on making a workplace that improves the capacity of employees to end up progressively gainful so as to build benefits for the organization.…”

Pengaruh Lingkungan Kerja, Pembelajaran Organisasional, Dan Perilaku Adaptif Terhadap Produktivitas Kerja Tenaga Kesehatan

“…Namun, produktivitas kerja karyawan yang buruk menjadi kendala dalam pemberian layanan (Songstad et al, 2012). Hanaysha (2016) menggambarkan produktivitas karyawan sebagai total output yang dihasilkan sebagai penggunaan input tertentu, yang dipengaruhi oleh faktor seperti: keterampilan, sikap, karakteristik, pelatihan resmi, dan kualifikasi.…”

Investigating the impact of organizational spirituality on human resources productivity in manufacturing organizations

“…In other word, productivity is the balance between inputs and outputs. Elsewhere, the notion has been regarded as the degree of collecting and using organizational resources to reach a set of definite outcomes (Hanaysha, 2016). Furthermore, productivity has been used to refer to the amount of production for the resources used (Ferreira & Du Plessis, 2009).…”

“…To survive, organizations strongly depend on their sustainable competitive advantage (Singh & Mohanty, 2012). Under such circumstances, organizations need to view their human resources (HR), even more than before, as sources of competitive advantage (Nasurdin et al, 2013), because their efficiency, productivity and profitability can enhance organizations' performance and economic outcome (Hanaysha, 2016;Sirichoti & Wall, 2013). In contrast, ignoring the productivity of HR and merely concentrating on other factors can undermine an organization's productivity and effectiveness, while leading to HR loss, retention and dissatisfaction (Rezghi & Mosavi, 2013).…”