Explore the evidence.
Understand the reach.

The purpose of this article was to apply the job demands-resources (JD–R) theory in a public university as a lens to ascertain the extent of measures undertaken by academic supervisors to provide physical environment resources that support administrative employees and enhance their performance of the demanding duties they constantly perform. Supervisors’ understanding of their role in catering to the physical environment needs of administrative employees has been ignored in previous studies conducted in the university sector. The research design was qualitative since data collection relied on semi-structured interviews with six academic heads of departments who supervised office administrative employees in a public university context. The participants’ responses indicated a high understanding of the importance of providing resources such as updated equipment and eliminating any physical environmental factors that could enhance office employees’ performance in their demanding administrative duties. The challenges expressed were mainly with the budget that proved to constrain them.  This finding on supervisors is significant as it addresses a research gap in which the focus on physical environment factors has mainly been on employees’ perceptions and experiences in the business sector with less interest in the public sector and developing countries. The success of an organization requires a caring leadership that strives to provide enabling workplace physical environment resources that meet the work demands of employees.

Office employees dedicate a significant portion of their time within the confines of a building, where the physical surroundings have a profound impact on their overall well-being and directly influence their effectiveness and productivity. Within the professional setting, it is commonly believed that employees who find satisfaction in their physical environment are more inclined to achieve superior work outcomes and performance. Consequently, this document presents an extensive analysis of various environmental factors that have a direct or indirect influence on the performance of employees. This research is a descriptive research design using a quantitative re-search method studying the relationships between office environment facilitations and employee performance. Survey questionnaires technique was used 829 samples were analyzed. Regression analysis, correlation analysis, mediation analysis and hypothesis testing were devised to deter-mine the significance level of the hypotheses. The study also examined the direct effects of office environment on employee communication, interactions, productivity, and performance. The findings revealed significant outcomes, indicating that the office environment has an influence on these employee-based factors. Both communication and interactions, as well as employee productivity, as an indirect effect, were found to significantly mediate the connection between the office environment and employee performance. The practical implications are that these findings can be utilized by organizations to effectively evaluate the costs and benefits associated with different office concepts. By acknowledging the potential issues identified in this study regarding various office concepts, organizations can strive to create a more favorable working environment.

Office employees dedicate a significant portion of their time within the confines of a building, where the physical surroundings have a profound impact on their overall well-being and directly influence their effectiveness and productivity. Within the professional setting, it is commonly believed that employees who find satisfaction in their physical environment are more inclined to achieve superior work outcomes and performance. Consequently, this document presents an extensive analysis of various environmental factors that have a direct or indirect influence on the performance of employees. This research is a descriptive research design using a quantitative re-search method studying the relationships between office environment facilitations and employee performance. Survey questionnaires technique was used 829 samples were analyzed. Regression analysis, correlation analysis, mediation analysis and hypothesis testing were devised to deter-mine the significance level of the hypotheses. The study also examined the direct effects of office environment on employee communication, interactions, productivity, and performance. The findings revealed significant outcomes, indicating that the office environment has an influence on these employee-based factors. Both communication and interactions, as well as employee productivity, as an indirect effect, were found to significantly mediate the connection between the office environment and employee performance. The practical implications are that these findings can be utilized by organizations to effectively evaluate the costs and benefits associated with different office concepts. By acknowledging the potential issues identified in this study regarding various office concepts, organizations can strive to create a more favorable working environment.

The purpose of this article was to apply the job demands-resources (JD–R) theory in a public university as a lens to ascertain the extent of measures undertaken by academic supervisors to provide physical environment resources that support administrative employees and enhance their performance of the demanding duties they constantly perform. Supervisors’ understanding of their role in catering to the physical environment needs of administrative employees has been ignored in previous studies conducted in the university sector. The research design was qualitative since data collection relied on semi-structured interviews with six academic heads of departments who supervised office administrative employees in a public university context. The participants’ responses indicated a high understanding of the importance of providing resources such as updated equipment and eliminating any physical environmental factors that could enhance office employees’ performance in their demanding administrative duties. The challenges expressed were mainly with the budget that proved to constrain them.  This finding on supervisors is significant as it addresses a research gap in which the focus on physical environment factors has mainly been on employees’ perceptions and experiences in the business sector with less interest in the public sector and developing countries. The success of an organization requires a caring leadership that strives to provide enabling workplace physical environment resources that meet the work demands of employees.