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Organizational Environment and Employees Performance With Reference to Multan, Pakistan
Muhammad Arif
Bahauddin Zakariya University, Multan
Email:- arifkhokhar50@gmail.com
M.Irfan Khan
Bahauddin Zakariya University, Multan
Email:- iffibzuen@gmail.com
Faisal Saeed
Bahauddin Zakariya University, Multan
Email:-faisalsaeed364@yahoo.com
Muhammad Zain
Bahauddin Zakariya University, Multan
Email:-muhammadzain_12@hotmail.com
Seemab Zehra
Bahauddin Zakariya University, Multan
Email:-seemabzahra@rocketmail.com

ABSTRACT
This study measures the impact of organizational environment on the employees’ performance. We have conducted a general survey by well structured questionnaire through convenience sampling. Survey has been conducted across a sample of 100 employees. We have selected six various organizations of Multan as sample case including HBL, Bank Al Habib, Toyota Motors, Mehran Traders and Packages Limited and data has been collected from the employees of various department of the above mentioned organizations. We have taken five major factors (work load, satisfaction, job insecurity, creativity and counterproductive work behavior to measure the influence of organizational environment on the performance of employees. The mean analysis of employees suggests that organizational environment has a strong influence on the performance of employees. It is very interesting to know that there exists no significant difference between both male and female employees respondent. Both male and female employees suggests that creative environment enhance the performance while some male employees suggests that job satisfaction enhance the performance while some female respondents suggests that counter productive work environment decrease the employees performance.
Overall research suggests that organizational environment influence the performance of employees in various organizations of Multan.
INTRODUCTION
The purpose of this paper is to study the relationship between organizational environment (its influence on) employees performance. There are many factors of organizational environment which impact on employees performance. These factors include work load (what amount of work load the employees have to bear?) creative work environment (do the organization promote creativity?) etc. By taking all them in mind we have considered five major factors of organization’s environment like work load, satisfaction, job insecurity, creativity and counterproductive work behavior that has a significant impact on the employees performance.
In Urban areas of Pakistan major people belong to job sector. Most of the educated people are attracted towards jobs in top level organizations due to attractive packages and challenging job opportunities. We have taken the factors in this research which affect the performance of employees while working in different organizations of Multan. Some of them have a positive impact on employees performance while some have negative impact. We are basically focusing on first line employees while some middle management people are also considered.
LITERATURE REVIEW
Performance of employees is major concern for all business organizations. High performance work system is a distinguishing factor of leading organizations. In many organizations, inadequate policies at managerial level badly affect performance and don’t permit employees to produce at their full potential. It is the most dynamic factor of production. Many variables like intellectual & physical abilities of the employees, their qualification, training, experience, culture of the organization, reward systems, career progression opportunities, co-workers behavior, authority and responsibility, workload, and structure of organizations, influence the performance of employees (syed Saad et al. 2011)
Spector (1997) states that job satisfaction influences people’s attitude towards their jobs and various aspects of their jobs. Job satisfaction is affected by personal and organizational factors, which cause an emotional reaction affecting organizational commitment (Mowday, Steers & Porter 1979). The consequences of job satisfaction include better performance and a reduction in withdrawal and counterproductive behaviors (Morrison 2008). Since job satisfaction involves employees’ affect or emotions, it influences an organization’s well-being with regard to job productivity, employee turnover, absenteeism and life satisfaction (Sempane, Rieger & Roodt 2002; Spector 2008).
Providing feedback to employees is believed to be essential for maintaining and increasing employee motivation and satisfaction (Hackman & Oldham,1976; Lam, Yik, & Schaubroeck, 2002). Traditionally, the formal performance appraisal review has been considered as the ideal platform for supervisors to provide feedback to employees about how they view employee performance (Murphy & Cleveland, 1995).
In an effort to improve organizational effectiveness, or in other words improve the behavior and attitude outcomes, organizations and managers have been trying to identify what is affecting on these variables and in a way manage them effectively. In this regard some valued variables of jobs itself (Lucky, 1976; Howland, 1966), some valued changes of individuals and jobs operating staff (Jaj et al, 1997; Jaj and Bono, 2001); some has noted the entrance and authenticity of technology (Schneider, 1997) and another group has considered environmental variables (Beigi Nia, 2007; Noor Bakhsh and Mir Emadi, 2005). Among the researches on the role of organizational environment to improve individual behavioral and attitudinal outcomes, there are some researches paying attention to the relationship between organizational environment and employee attitudes or behavior. In some of these research there has been considered a general atmosphere for the organization (Liotine and Stringer, 1968; Schneider, 2000) and in other researches the atmosphere is attributed to individual perception of the employee, not the organization (Newman and Bennett, 2000; Roberson 2006 Zahr, 2000). Due to the different type of people's perception of organization, the organizational environment is not believed to be uniformed and variety of types and has been considered.
Performance has been defined as effective implementation of duties and job activities (Organ, 1998) or achievement of organizational and career goals effectively (Podsakoff, 1990). One of the basic goals of organizations is increasing performance in order to achieve greater effectiveness. Increase of performance leads to increase of organizational profitability, increase market share, increase efficiency of investment and improve the position of service organizations in the community. The research literature has listed two types of performance for human resources. In the first type performance is applied to performing job duties and activities effectively.
Organizations today are pursuing complex objectives that are often difficult to reconcile: those of becoming more competitive, more productive and more profitable. To attain these objectives, they must constantly evolve (change how they organize production and work; introduce technological innovations, new human resources management policies, and innovative forms of work organization, etc.) (De Coninck & Gollac, 2006)

THEORITICAL FRAMEWORK
Work Load
Satisfaction Employee Job Insecurity Performance Creativity CWB
RESEARCH METHODOLOGY
We have taken sample from two banks and three well reputed firms (two manufacturing and one service concern) as these organizations having diverse group of employees. And our population mean suggests that effective and well responsive employees work in these organizations. In the research the first major factor we observe is the ‘work load’ it s the major factor which influence the employee performance. Three different variables are taken in this factor including requirement of working very fast, allocation of extra time and spending more time than specified.
Second factor under our observation is ‘job satisfaction’, it includes the variables like employees satisfaction level and top management appreciation. Third factor is ‘job insecurity’ it has following variables: future threat about job, worry about losing job and employees termination.
The forth factor under our consideration is ‘creativity’. It contains the variables like new ways to achieve goals and objectives and innovative ways of performing work tasks.
The last but not least factor we consider is the ‘counterproductive work behavior’ which contains variables like coming late and leaving early, and spending time in talking and smoking.
All of these variables are measured on likert scale ranging from 1 to 5 (strongly agree, agree, neutral, disagree, strongly disagree). Measureable response variation has been found in different organizations of Multan. A response of 30 employees was collected from various organizations of Multan mentioned above. 22/30 were male employees while 8/30 were female.
Based on literature synthesis well structures questionnaire have been formulated to know effect of organizational environment on performance.

ANALYSIS AND INTERPRETATION Statistics | | | What is your gender? | What is your age? | What is your job type? | What is your organization? | N | Valid | 30 | 30 | 30 | 30 | | Missing | 0 | 0 | 0 | 0 |

What is your gender? | | | Frequency | Percent | Valid Percent | Cumulative Percent | Valid | Male | 22 | 73.3 | 73.3 | 73.3 | | Female | 8 | 26.7 | 26.7 | 100.0 | | Total | 30 | 100.0 | 100.0 | |

What is your age? | | | Frequency | Percent | Valid Percent | Cumulative Percent | Valid | 21-30 | 12 | 40.0 | 40.0 | 40.0 | | 31-40 | 12 | 40.0 | 40.0 | 80.0 | | 41-50 | 6 | 20.0 | 20.0 | 100.0 | | Total | 30 | 100.0 | 100.0 | | What is your job type? | | | Frequency | Percent | Valid Percent | Cumulative Percent | Valid | Permanent | 18 | 60.0 | 60.0 | 60.0 | | Temporary | 12 | 40.0 | 40.0 | 100.0 | | Total | 30 | 100.0 | 100.0 | |

What is your organization? | | | Frequency | Percent | Valid Percent | Cumulative Percent | Valid | Bank Al Habib | 6 | 20.0 | 20.0 | 20.0 | | Packages limited | 6 | 20.0 | 20.0 | 40.0 | | HBL | 6 | 20.0 | 20.0 | 60.0 | | Mehran traders | 6 | 20.0 | 20.0 | 80.0 | | Toyota Motors | 6 | 20.0 | 20.0 | 100.0 | | Total | 30 | 100.0 | 100.0 | |

DESCRIPTIVES
The primary aim of this study was to measure those factors regarding organizational environment that are affecting the performance of employees of Multan. The five factors that applied were work load, satisfaction, job insecurity, creativity and counterproductive work behavior. Mean value of different variables affecting organizational environment influencing Performance are: Work load (mean value of male and female are 6.60 and 8.08 respectively). Satisfaction (means value of male and female are 2.84 and 3.06 respectively). Insecurity (means value of male and female are 7.81 and 6.70 respectively). Creativity (means value of male and female are 2.68 and 2.75 respectively). Counterproductive Behavior (means value of male and female are 6.55 and 6.68 respectively).
RELIABILITY TEST

Scale: ALL VARIABLES

Case Processing Summary | | | N | % | Cases | Valid | 30 | 100 | | Excludeda | 0 | 1.0 | | Total | 100 | 100.0 | a. Listwise deletion based on all variables in the procedure. |

Reliability Statistics | Cronbach's Alpha | N of Items | .715 | 12 |

Cronbach’s Alpha is greater than 0.65 so our data is reliable.

HYPOTHESIS
Both Male and female students are agree that organizational environment influence the job performance of employees. With respect to Work Load male and female are agree that work load factor affects students education. With respect to Satisfaction both male and female students are totally agree that impact of organizational environment depends upon its employee’s satisfaction. With respect to Job Insecurity both male and female employees agree that employee performance have been affected by job insecure environment. Further with respect to Creativity results shows that both male and female are agree that creative organizational environment has provided high performance level. Finally, with respect to privacy both male and female totally agree that CWB leads to loss of performance therefore employees have to spend no time in it.

Hypothesis 1: There is a significant difference among gender with respect to workload. Group Statistics | | What is your gender? | N | Mean | Std. Deviation | Std. Error Mean | WorkLoad1 | Male | 22 | 6.6061 | 1.90137 | .40537 | | Female | 8 | 8.0833 | 1.08012 | .38188 |

Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | WorkLoad1 | Equal variances assumed | 2.849 | .103 | -2.065 | 28 | | Equal variances not assumed | | | -2.653 | 22.247 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | WorkLoad1 | Equal variances assumed | .048 | -1.47727 | .71546 | | Equal variances not assumed | .014 | -1.47727 | .55692 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | WorkLoad1 | Equal variances assumed | -2.94283 | -.01171 | | Equal variances not assumed | -2.63151 | -.32303 |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between male and female regarding work load.

Hypothesis 2: There is a significant difference among gender with respect to Satisfaction. Group Statistics | | What is your gender? | N | Mean | Std. Deviation | Std. Error Mean | Satisfaction1 | Male | 22 | 2.8409 | 1.18910 | .25352 | | Female | 8 | 3.0625 | 1.59099 | .56250 | Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | Satisfaction1 | Equal variances assumed | 1.376 | .251 | -.412 | 28 | | Equal variances not assumed | | | -.359 | 9.995 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | Satisfaction1 | Equal variances assumed | .683 | -.22159 | .53724 | | Equal variances not assumed | .727 | -.22159 | .61699 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | Satisfaction1 | Equal variances assumed | -1.32208 | .87890 | | Equal variances not assumed | -1.59642 | 1.15324 |

Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between male and female regarding Satisfaction.

Hypothesis 3: There is a significant difference among gender with respect to job insecurity.

Group Statistics | | What is your gender? | N | Mean | Std. Deviation | Std. Error Mean | jobinsecurity1 | Male | 22 | 7.8182 | 2.32249 | .49516 | | Female | 8 | 6.7083 | 2.48448 | .87839 |

Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | jobinsecurity1 | Equal variances assumed | .221 | .642 | 1.137 | 28 | | Equal variances not assumed | | | 1.101 | 11.760 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | jobinsecurity1 | Equal variances assumed | .265 | 1.10985 | .97601 | | Equal variances not assumed | .293 | 1.10985 | 1.00834 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | jobinsecurity1 | Equal variances assumed | -.88943 | 3.10912 | | Equal variances not assumed | -1.09213 | 3.31183 |

Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between male and female regarding job security.

Hypothesis 4: There is a significant difference among gender with respect to Creativity.

Group Statistics | | What is your gender? | N | Mean | Std. Deviation | Std. Error Mean | creativity1 | Male | 22 | 2.6818 | .94548 | .20158 | | Female | 8 | 2.7500 | .53452 | .18898 |

Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | creativity1 | Equal variances assumed | .770 | .388 | -.192 | 28 | | Equal variances not assumed | | | -.247 | 22.347 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | creativity1 | Equal variances assumed | .849 | -.06818 | .35561 | | Equal variances not assumed | .807 | -.06818 | .27631 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | creativity1 | Equal variances assumed | -.79661 | .66025 | | Equal variances not assumed | -.64070 | .50434 |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between male and female regarding Creativity.

Hypothesis 5: There is a significant difference among gender with respect to Counter Productive Work Behavior. Group Statistics | | What is your gender? | N | Mean | Std. Deviation | Std. Error Mean | counterproductivebehaviour1 | Male | 22 | 6.5682 | 1.16798 | .24901 | | Female | 8 | 6.6875 | .53033 | .18750 |

Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | T | counterproductivebehaviour1 | Equal variances assumed | 1.618 | .214 | -.276 | | Equal variances not assumed | | | -.383 | Independent Samples Test | | | t-test for Equality of Means | | | | | | Df | Sig. (2-tailed) | Mean Difference | counterproductivebehaviour1 | Equal variances assumed | 28 | .784 | -.11932 | | Equal variances not assumed | 26.249 | .705 | -.11932 |

Independent Samples Test | | | t-test for Equality of Means | | | | 95% Confidence Interval of the Difference | | | Std. Error Difference | Lower | Upper | counterproductivebehaviour1 | Equal variances assumed | .43172 | -1.00366 | .76502 | | Equal variances not assumed | .31171 | -.75975 | .52112 |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between male and female regarding Counter productive work behavior.

Hypothesis 6: There is a significant difference among age group with respect to work load. ANOVA | What is your age? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 6.000 | 10 | .600 | 1.056 | .439 | Within Groups | 10.800 | 19 | .568 | | | Total | 16.800 | 29 | | | |

Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between age group regarding work load.

Hypothesis 7: There is a significant difference among age group with respect to Satisfaction. ANOVA | What is your age? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 3.023 | 6 | .504 | .841 | .551 | Within Groups | 13.777 | 23 | .599 | | | Total | 16.800 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between age group and satisfaction.

Hypothesis 8: There is a significant difference among age group with respect to Job Insecurity. ANOVA | What is your age? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 10.167 | 13 | .782 | 1.886 | .115 | Within Groups | 6.633 | 16 | .415 | | | Total | 16.800 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means no difference exists between age group and job insecurity.

Hypothesis 9: There is a significant difference among age group with respect to Job Insecurity. ANOVA | What is your age? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 8.725 | 5 | 1.745 | 5.186 | .002 | Within Groups | 8.075 | 24 | .336 | | | Total | 16.800 | 29 | | | |
Interpretation: Hypothesis is accepted as P value is less than 0.1, it means there is a significant difference exists between age group and job insecurity.

Hypothesis 10: There is a significant difference among age group with respect to Counter Productive Work Behavior. ANOVA | What is your age? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 8.255 | 6 | 1.376 | 3.703 | .011 | Within Groups | 8.545 | 23 | .372 | | | Total | 16.800 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between age group and Counter Productive Work Behavior.

Hypothesis 11: There is a significant difference among type of job with respect to work load. Group Statistics | | What is your job type? | N | Mean | Std. Deviation | Std. Error Mean | WorkLoad1 | Permanent | 18 | 6.2963 | 1.82534 | .43024 | | Temporary | 12 | 8.0556 | 1.27789 | .36889 | Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | Df | WorkLoad1 | Equal variances assumed | 2.141 | .155 | -2.892 | 28 | | Equal variances not assumed | | | -3.104 | 27.889 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | WorkLoad1 | Equal variances assumed | .007 | -1.75926 | .60833 | | Equal variances not assumed | .004 | -1.75926 | .56673 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | WorkLoad1 | Equal variances assumed | -3.00536 | -.51315 | | Equal variances not assumed | -2.92037 | -.59815 |

Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of job and work load.

Hypothesis 12: There is a significant difference among type of job with respect to Satisfaction. Group Statistics | | What is your job type? | N | Mean | Std. Deviation | Std. Error Mean | Satisfaction1 | Permanent | 18 | 2.4722 | .69604 | .16406 | | Temporary | 12 | 3.5417 | 1.68494 | .48640 | Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | Satisfaction1 | Equal variances assumed | 12.282 | .002 | -2.417 | 28 | | Equal variances not assumed | | | -2.083 | 13.532 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | Satisfaction1 | Equal variances assumed | .022 | -1.06944 | .44245 | | Equal variances not assumed | .057 | -1.06944 | .51332 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | Satisfaction1 | Equal variances assumed | -1.97576 | -.16313 | | Equal variances not assumed | -2.17400 | .03511 |

Interpretation: Hypothesis is accepted as P value is less than 0.1, it means there is a significant difference exists between type of job and satisfaction.

Hypothesis 13: There is a significant difference among type of job with respect to job insecurity. Group Statistics | | What is your job type? | N | Mean | Std. Deviation | Std. Error Mean | jobinsecurity1 | Permanent | 18 | 8.2963 | 2.08602 | .49168 | | Temporary | 12 | 6.3611 | 2.38877 | .68958 |

Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | jobinsecurity1 | Equal variances assumed | .484 | .492 | 2.350 | 28 | | Equal variances not assumed | | | 2.285 | 21.442 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | jobinsecurity1 | Equal variances assumed | .026 | 1.93519 | .82359 | | Equal variances not assumed | .033 | 1.93519 | .84692 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | jobinsecurity1 | Equal variances assumed | .24815 | 3.62222 | | Equal variances not assumed | .17613 | 3.69424 |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of job and job insecurity.

Hypothesis 14: There is a significant difference among type of job with respect to creativity. Group Statistics | | What is your job type? | N | Mean | Std. Deviation | Std. Error Mean | creativity1 | Permanent | 18 | 2.4722 | .69604 | .16406 | | Temporary | 12 | 3.0417 | .96433 | .27838 | Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | df | creativity1 | Equal variances assumed | .216 | .645 | -1.882 | 28 | | Equal variances not assumed | | | -1.762 | 18.522 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | Sig. (2-tailed) | Mean Difference | Std. Error Difference | creativity1 | Equal variances assumed | .070 | -.56944 | .30264 | | Equal variances not assumed | .095 | -.56944 | .32312 |

Independent Samples Test | | | t-test for Equality of Means | | | 95% Confidence Interval of the Difference | | | Lower | Upper | creativity1 | Equal variances assumed | -1.18938 | .05049 | | Equal variances not assumed | -1.24693 | .10804 |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of job and creativity.

Hypothesis 15: There is a significant difference among type of job with respect to counterproductive work behavior. Group Statistics | | What is your job type? | N | Mean | counterproductivebehaviour1 | Permanent | 18 | 6.6944 | | Temporary | 12 | 6.4583 |

Group Statistics | | What is your job type? | Std. Deviation | Std. Error Mean | counterproductivebehaviour1 | Permanent | 1.09999 | .25927 | | Temporary | .94046 | .27149 |

Independent Samples Test | | | Levene's Test for Equality of Variances | t-test for Equality of Means | | | | | | | F | Sig. | t | counterproductivebehaviour1 | Equal variances assumed | .327 | .572 | .609 | | Equal variances not assumed | | | .629 |

Independent Samples Test | | | t-test for Equality of Means | | | | | | df | Sig. (2-tailed) | Mean Difference | counterproductivebehaviour1 | Equal variances assumed | 28 | .547 | .23611 | | Equal variances not assumed | 26.143 | .535 | .23611 | Independent Samples Test | | | t-test for Equality of Means | | | | 95% Confidence Interval of the Difference | | | Std. Error Difference | Lower | Upper | counterproductivebehaviour1 | Equal variances assumed | .38767 | -.55800 | 1.03022 | | Equal variances not assumed | .37540 | -.53533 | 1.00755 |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of job and counterproductive work behavior.

Hypothesis 16: There is a significant difference among type of organization with respect to work load. ANOVA | What is your organization? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 27.467 | 10 | 2.747 | 1.604 | .180 | Within Groups | 32.533 | 19 | 1.712 | | | Total | 60.000 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of organization and work load.
Hypothesis 17: There is a significant difference among type of organization with respect to satisfaction. ANOVA | What is your organization? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 20.996 | 6 | 3.499 | 2.063 | .098 | Within Groups | 39.004 | 23 | 1.696 | | | Total | 60.000 | 29 | | | |
Interpretation: Hypothesis is accepted as P value is less than 0.1, it means there is significant difference exists between type of organization and work load.

Hypothesis 18: There is a significant difference among type of organization with respect to job insecurity. ANOVA | What is your organization? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 31.050 | 13 | 2.388 | 1.320 | .296 | Within Groups | 28.950 | 16 | 1.809 | | | Total | 60.000 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of organization and job insecurity.

Hypothesis 19: There is a significant difference among type of organization with respect to creativity. ANOVA | What is your organization? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 6.196 | 5 | 1.239 | .553 | .735 | Within Groups | 53.804 | 24 | 2.242 | | | Total | 60.000 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of organization and creativity.

Hypothesis 20: There is a significant difference among type of organization with respect to counter productive work behavior. ANOVA | What is your organization? | | Sum of Squares | Df | Mean Square | F | Sig. | Between Groups | 10.288 | 6 | 1.715 | .793 | .585 | Within Groups | 49.712 | 23 | 2.161 | | | Total | 60.000 | 29 | | | |
Interpretation: Hypothesis is rejected as P value is greater than 0.1, it means there is no significant difference exists between type of organization and counterproductive work behavior.
CONCLUSION
Overall result of the above statistics show that male and female employees have an influence of every factor regarding organizational environment (workload, satisfaction, insecurity, creativity, counterproductive work behavior)
Contrary some employees of various age groups are disagreeing that job insecurity decreases employee’s performance. Further employees of various job types have a disagreement on job type influence employee’s satisfaction. So from the above statistics it is concluded that no difference among male and female exists while a significant difference between age group and job insecurity and job type and employee’s satisfaction exists.

LIMITATIONS
Our research was limited to few employees because there are thousands of employees working in various organizations of Multan but our sample size was of 30 students. Moreover we were unable to conduct survey major multinationals due to security issue and their strict rules. We got limited time to complete our project and if we got more time then we were able to survey more employees.

RECOMMENDATIONS
The Organizations should use decentralized model so that every employee has to be listened and has a right to convey his ideas. This leads him to perform well in the organization. Further employees termination and downsizing policies are clearly defined so that employees don’t worry about losing their job. The organizations must use forecasting techniques to estimate the future need of employees. By using forecasting techniques the company must be able to recruit only required number of employees and have an effective plan to cope with recession. This will eliminate the downsizing. Further employee motivation has to be focused, the higher the motivations will the greater will be the performance.
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Managing Organizational Creativity Motivational aspects of management control systems for creative employees by Isabella Grabner Wirtschaftsuniversität Wien Nordbergstrasse.
The effect of organizational environment on performance and job satisfaction by Azam Ekhtiary Ardakani, Dr Bahram Jowkar, Dr Alireza Mooghali.
Exploratory Study to Identify Workload Factors that have an Impact on Health and Safety by Pierre-Sébastien Fournier, Sylvie Montreuil, Jean-Pierre Brun,Caroline Bilodeau, Julie Villa.
Impact of role ambiguity and role conflict on employee creativity by Yung-Tai Tang and Chen-Hua Chang.
The Effect of Job Motivation, Work Environment and Leadership on Organizational Citizenship Behavior, Job Satisfaction and Public Service Quality in Magetan, East Java, Indonesia By Budiyanto and Hening Widi Oetomo.

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