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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 |
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