The effect of ergonomic designs on The Norfolk workers’ performance at the Fairmont in Nairobi

Abstract

Many companies have utilized performance reviews for years. Performance appraisal systems are essential to organizational functioning, despite debate regarding their efficacy. However, companies rarely invest in ergonomics to improve employee performance and efficiency. Thus, the study's objectives were to examine work module techniques and work design processes and how they affect work performance; analyze ergonomics-related organizational practices and their effects on improved quality of work and performance; and assess the impact of ergonomic designs on employee performance. The research explored Taylor and the Gilbreths theory of ‘motion Study’ by exploring Taylor’s principles of motion economy as key ergonomic aspect in design of equipment, workplaces and systems of work. Study reviewed Gilbreths philosophy of using ergonomic artifacts for safety and comfort towards efficient productivity through right selection of people and tools. To achieve the objectives, the researcher adopted an explanatory research design, at Fairmont The Norfolk Nairobi. The research targeted a population of 405 employees. Stratified sampling method was used to stratify the sample into 8 departments. Krejcie & Morgan table of sample determination was used to draw a sample size of 196 employees. The population was sampled from the stratified proportional to the number of employees per department. Primary Data collection was conducted using a 5 point Likert scale questionnaires, of both open ended and close ended questions, where the response rate was 86.7%. Pearson’s Correlation was used to determine the relationship between the variables, therefore, the relationship between the variables and results showed: a positive correlation and a significant relationship of (β= 0.13; ρ<0.05, r=0.793) between work module techniques and work design processes on productivity, which means that the design and implementation of effective work system enhances productivity; additionally, a positive correlation and a significant relationship of (β= 0.235; ρ<0.05, r=0.623) between organizational practices and improved quality of work and performance, which means organizational practices, have direct impact on organizational performance; however a significant relationship and correlation of (β= 0.067; ρ<0.05, r=-0.981) on the impact of ergonomic designs on employee’s health and safety, which means improved ergonomics determine health and safety of employees and vice versa, thus both factors are not strongly correlated with employee performance, but increase or decrease in the both factors may relate to employee performance. Hence, there is a significant relationship between workstations arrangement and organizational performance. Therefore, study recommended designing jobs to match the worker instead of matching the worker to the job and integrating employee/human elements into ergonomics design with focus on improving employee performance and productivit