CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

The word secretary is derived from the Latin Word “Secretus” which liberally means

secret. According to John Harrison a secretary is an executive assistance or anyone who acts

as a personal assistant to a senior executive. Oxford Dictionary defines as secretary as an

employee in an office who deals with correspondence. Keeps records make arrangements and

opportunities for a particular member of the staff.

A developing or developed organization required an excellent secretary. Secretaries

are the first point of contact in any organization. The set goals of the organization now

depend on the management and efficient handling of information and service. A secretary is

responsible for the smooth operation of the day- to-day business of the company; a good

secretary makes it possible for other people to function efficiently. Secretaries are in high

demand in every organization (private or public) even during the period of economy

depression or recession such as we are experience in Nigeria today. Moreover, an executive

that wishes to be efficient and effective on his or her job, needs the assistance of the secretary

because he or she alone cannot possesses the qualities needed to maintain good human and

public relationships without the assistance of secretary. Secretary is the alter ego of the

executive, she is also seen as the life wire of the organization.

For the secretaries to be able to accomplish the overall tasks of assisting the executive

in achieving the set goals and objectives of the organization they must be able to interpret

correctly and consistently the function they were excepted to perform in the office,

identifying what the tasks are and understand how they fit into the objectives of the

organization. They must also be diligent in performing all duties assigned to them. They must

be loyal to their supervisors, possesses the ability to communicate effectively, have good

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judgment to every situation and ability to interact effectively with others, must be good

organizers, confidants, counselors, well-educated and cultured.

Secretary is an assistance to the executive who possesses mastery of office skills with

ability to assume responsibilities without direct supervisions, who displays initiative,

exercises sense of judgment and who takes decisions within the scope of assigned authority.

A secretary is a person who maintains high standard of confidentiality in an organization.

Secretaries perform the following functions or responsibilities in the organization; treating of

mails, answering of telephone calls, making travel arrangements, receiving visitors in the

office, making meeting arrangements, supervision of junior staff, keeping a desk diary both

for herself and her boss, and performing miscellaneous functions such as operation of office

machines. All these notwithstanding, there are some factors determining job performance of

secretaries in the organization either positive or negative.

Job performance can be defined as all the behaviors employees engage in while at

work. Individual job performance is a relevant outcome measure of studies in the

occupational setting; it refers to how well a secretary performs at his or her work. Aspects

such as job specific task proficiency, behavior related to core tasks of the job, the level of

commitment to core tasks, and general work behavior are becoming important factors related

to job performance.

Performance is what people actually do and it can be observed. Performance includes

all those actions that are relevant to the goals and can be measured in terms of each

individual's proficiency (Campbell, 2015).

In other words, work performance is the degree to which an individual executes his or

her role with reference to certain specified standards set by the organization (Nayyar, 2014).

As work performance is a complex phenomenon it depends upon numerous factors.

Numerous research studies have been conducted in which work performance was found to be

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associated with a number of factors. The present study is also an effort in this direction.

Based on this background, this study examines the factors determining job performance of

secretaries in an organization.

1.2 Statement of the Problem

Many businesses have collapsed due to poor performance of their secretaries. In

business organizations, training and re-training of secretaries, provision of positive or good

office environment, motivation and provision of modern office equipment among others are

very essential for effective job performance of secretaries in an organization. When

organizations make adequate provision for things that may likely enhance the job

performance of secretaries as highlighted above; secretaries may likely be effective, efficient

and more productive in the workplace, but it seems that most management of the organization

fail to provide these to their secretaries and this may likely affect their job performance

negatively.

1.3 Research Questions

The following research questions were raised to guide the study:

1. To what extent does training influence the job performance of secretaries in an orga-

nization?

2. To what extent does office environment influence the job performance of secretaries

in an organization?

3. To what extent does motivation influence the job performance of secretaries in an or-

ganization?

4. To what extent does modern office equipment influence the job performance of secre-

taries in an organization?

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1.4 Purpose of the Study

The main purpose of this study was to examine critically the factors determining job

performance of secretaries in an organization. Specifically, the study sought to:

1. Ascertain the extent to which training influence the job performance of secretaries in

an organization.

2. Determine the extent to which office environment influence the job performance of

secretaries in an organization.

3. Confirm the extent to which motivation influence the job performance of secretaries

in an organization.

4. Establish the extent to which modern office equipment influence the job performance

of secretaries in an organization.

1.5 Significant of the Study

The findings of this study is expected to be of benefits to the secretaries, Office

Technology and Management students, employers of labour and other researchers.

The findings of the study should enable secretaries to identify some of the factors that

can determine the job performance of secretaries; this would enable the secretaries to

encourage their bosses to provide positive work environment and modern office equipment,

and also request them to provide both on-the-job and off- the- job training that may serve as a

source of motivation for the secretaries in order for the secretaries to perform effectively and

efficiently on the job.

The results of the study should enable Office Technology and Management students

to identify the factors that determine the job performance of secretaries in an organization for

them to look ahead for these factors when they get to the world of work. It should also enable

Office Technology and Management students who became employers of labour to provide

such for their secretaries in order for them to be more productive at workplace.

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 The findings of the study should enable employers of labour to provide all the

variables identified in this study for their secretaries in order for them to perform maximally

and enhance the profitability of the organization.

The results of the study should be a reference source for other researchers who wish

to conduct study on similar topic.

1.6 Scope of the Study

This study was restricted in scope to the factors that determining job performance of

secretaries in an organization. This study was delimited to the secretaries in Federal

polytechnic, Ede, Osun State.

1.7 Definition of Terms

Secretary: The secretary is an important officer in an establishment whose contribution and

effectiveness can cither enhance or diminish the efficiency of an organization.

Organization: This means any establishment or corporate entity, public, private or charitable

that is purposely set up to produce goods or services.

Job Performance: This means the duties, which a secretary carried out in office or any

business organization.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter concerns careful exploration of relevant works of authors in connection to

problems under study. Literature related to the study was reviewed and presented under the

following sub-headings:

 Conceptual Review

 Conceptual Framework

 Empirical Review

 Theoretical Review

 Theoretical Framework

2.1 Conceptual Review

2.1.1 Concept of secretary

The term is derived from the Latin word secernere, “to distinguish” or set apart,” the

passive participle (Secretum) meaning “having been set apart”, with the eventual connotation

6
of something private or confidential. A secretary is a person overseeing business

confidentially. Adewale (2013) opined that a secretary is an assistant to an executive,

possessing mastery of office skills and ability to assume responsibility without direct

supervision, who displays initiative, exercise judgment and makes decisions within the scope

of her authority. The word secretary, according to Azuka (2017) is derives from a Latin word

called seretarus meaning `something to know only to one or few and kept secret or hidden

from the view and knowledge of others’. This means a secretary is a keeper of secrets.

Otoba (2012) posited that secretary is very relevant in the business world. There is no

gainsaying that he/she is an indispensable figure in every aspect of an organization. Otoba

(2012) further stated that the work of a professional secretary has changed from the

traditional office routine of handling mails manually to the application of modern office

techniques and the use of sophisticated office equipment in the processing of information.

The word `secretary’, itself could be used either in general or in restrictive term. In general

term, it usually refers to an executive assistant who works with a manager or an executive in

an organization.

Oyeyiola (2013) viewed a secretary as someone who has a sound general education

and has passed through a prescribed programme of training with appropriate skills, attitudes

and competencies required for assuming roles in an office. Oyeyiola (2013) pointed out that a

secretary, in general term, is an indispensable office worker whose services are essential to

the success of a manager or a chief executive officer’s job. The job description may be both

primary and secondary in nature. The primary aspect has to do with the general secretarial

duties while the secondary aspect is usually to delegate functions and differ within the same

job description or even for different job portfolios.

The secretary is, however, being variously referred to as an executive assistant, who

possesses a mastering of office skills, who demonstrates the ability to assume responsibility

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without direct supervision, who exercises initiative and judgment, who makes decisions

within the scope of assigned responsibility. Aderemi (2017) asserted that a professional

secretary keeps an office running smoothly. Secretary has a wide range of duties, depending

on the office he/she works for, but as a general rule, he/she is extremely efficient and well

organized. Secretary is a person, whose work consists of supporting management, including

executives, using a variety of management, communication and organizational skills. These

functions may be entirely carried out to assist one employee or may be for the benefit of more

than one. In other situations, a secretary is an officer of a society or organization who deals

with correspondence, admits new members and organizes official meetings and events. A

secretary has many administrative duties to perform. Secretary is someone who transcribes

dictation from notes or voice recording machine, schedules and maintain appointment,

arrange business itineraries and coordinates travel arrangement, composes written

communication from oral and longhand instructions, sorts, reads and annotates incoming

mails, arranges and coordinate conferences and meetings, organizes and type reports,

electronically file document and supervises other employees. From the said definitions of

secretary, it can be seen that a secretary also performs the functions of management as

organizing, coordinating, supervising, directing etc.

Qualities of Secretary

The attributes of a secretary can be classified into two namely:

i. Personal Attributes of a Secretary

ii. Business Attributes of a Secretary

Personal Attributes of a Secretary

Adewale (2013) listed some of the following as the personal attributes of a secretary:

 Adaptability: A secretary should be able to adapt him or herself to work in any organ-

ization and in any condition or situation.

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 Level Headedness: He should learn to be confident and objective. He should think lo-

gically. Be calm and poise always.

 A Good Observer: Be a good observer of people and things.

 Intuitiveness: Ability to develop one’s mind to visualize and sense things. This re-

quires immediate recognition of and sharp insight into things. A secretary should be

able to detect errors in his/her work and point them out to your boss.

 Flexibility: To be able to adjust to new situation, similar to adaptability, not to be

static.

 Tact: A secretary needs to be tactful in whatever he/she does or says, i.e. to be diplo-

matic.

 Friendliness: In order to show this, a secretary should be able to observe all the ethics

of the office courtesy like “Good Morning| “Good Day”, “Please”, “thank you”.

 Accuracy: - Accuracy means freedom from mistakes or errors. This is an important

asset of a secretary in order to produce mailable document.

 Thoroughness: - To pay attention to details. This requires concentration and careful-

ness.

 Fore-thoughtfulness: - This means to plan ahead of some future events and to be able

to take necessary prior action to forestall its happening.

 Initiative: - This means to take some actions independently without waiting on the

boss. Always think of improving him or herself.

 Self Confidence: - This is to control our emotions, because fear causes tension and af-

fects our emotional stability negatively or positively as well as our self-confidence.

 Good Listener: - This requires conscious efforts to hear what is being said. In order

be good listener, you pay attention to the speaker, concentrate on the speaker and do

not cause distraction.

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  A good Telephone Personality: - Telephone communication requires good voice,

pleasant manner and friendly attitude.

 Appearance: - The secretary should be neat. Neatness should be seen in his/her dress-

ing, hair, nails etc.

Business Attributes of a Secretary

According to Adewale (2013), the business attributes of a secretary are: secretarial

skills, organizing skills, efficiency, reliability and responsibility discretion and initiative, tact

and diplomacy, and punctuality.

 Secretarial Skills: - A secretary is required to possess good shorthand and typewriting

skills, secretarial duties and communication skills.

 Organizing Skills: - These skills are required in order to achieve organizational ob-

jectives

 Efficiency, Reliability and Responsibility: - These qualities require the secretary to

accept responsibility from his/her boss without complaint. The routine tasks should

be done efficiently.

 Discretion and Initiative: - These qualities overlap with personal qualities. They re-

quire the secretary to use his/her initiative and discretion in doing his/her job without

waiting for the boss.

 Tact and Diplomacy: - These qualities require the secretary to handle the visitors or

telephone callers with diplomacy. He/she should be able to communicate with all

people and should be able to keep the organization’s secrets secret.

 Punctuality: - A good secretary should be regular and punctual at work.

Types of Secretary

Categories of secretaries in an organisation are many (Austin, 2018):

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  Confidential Secretary

 Personal Secretary

 Educational secretary

 Bilingual Secretary

 Medical secretary

 Legal secretary

1. Confidential Secretary:

A confidential secretary is an assistant to the executive. She possesses the mastery of

office skills and ability to assume responsibilities without direct supervision. She displays

initiatives, exercises judgement and makes decisions within limits or bound of her authority.

2. Personal Secretary:

A personal secretary is a type of secretary that is usually attached to one executive,

especially the chairman of an organisation. This type of secretary reports to only his boss,

except in exceptional cases where his or her service is needed somewhere else the smooth

running of the organisation. Most of the time, he or she accompanies the boss to official

duties and at times, travel with the boss while performing his or her duties.

3. Educational Secretaries:

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 These are secretaries working for schools. They are responsible for coordinating and

executing necessary administrative functions and speaking with parents and community

members with questions, so they must know schools’ policies and schedule of events. School

secretaries also make appointments for administration, track student’s academic progress, and

schedule room for school functions.

4. Bilingual Secretaries

Bilingual secretaries must possess a mastery and sound knowledge of two or more

foreign languages in addition to the English language. Bilingual secretaries are very useful to

embassies, travel agencies, airline companies, export and import offices, modern hotels with

an international clientele, and so on. Bilingual secretarial jobs enable bilingual secretaries to

combine secretarial and language skills varies depending on the employer’s needs.

5. Medical Secretaries

These are secretaries that have specialised knowledge related to medicine or health

insurance. They work in the hospital, medical clinic and pharmaceutical stores, and so on;

they have diversity responsibilities and play significant roles which include scheduling

appointments and maintaining patient records.

6. Legal Secretaries

A legal secretary is one who works in a law firm, for attorneys or in some areas of the

legal field or government. He/she is part of the support team that is involved with and

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 takes on specific responsibilities in the legal process when an attorney represents a client.

Most of the work the legal handles is paperwork, but depending upon the type of case, he

or she understands the importance of proper legal procedures, obtaining relevant

information, documentation preparation and filing dates.

Duties of Secretary

A secretary can sometimes take on more responsibilities than merely answering

phones and taking messages. Secretaries may also rely on a diverse set of skills to help them

succeed in their jobs. The duties of a secretary according to Komolafe (2016) are discussed as

follows:

 Answering and directing phone calls: Secretaries may be responsible for answering

office phone lines and directing each call to the appropriate individual. Oftentimes,

secretaries are the individuals who handle solicitation calls, client calls and taking

messages. For instance, a legal secretary may regularly take calls from clients regard-

ing casework or other information, and they need to be able to direct each client call

to the appropriate attorney, as well as taking and distributing other messages and cor-

respondences. A secretary may also need to have expertise in differentiating between

urgent and less important communication.

 Organizing and distributing messages: Another essential task secretary may com-

monly perform is organizing and distributing memos, notes, messages and other writ-

ten communications. Additionally, secretaries may have exceptional communication

and analytical skills to take on communication tasks like these.

 Maintaining company schedules: Secretaries are also commonly in charge of main-

taining the schedules and agenda of professionals in their companies. For instance, a

secretary for a large marketing firm might organize team schedules for each of the

company's departments as well as the executives' agenda by setting appointments with

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 clients, vendors and shareholders. Secretaries may also be the individuals that keep

staff on track with reminders and alerts for upcoming conferences or meetings.

 Organizing documents and files: Keeping documents, records and files organized is

another important task that secretaries can be expected to perform. For instance, a

medical secretary may commonly take charge of maintaining a filing system for pa-

tient medical records, expense reports for medical supplies and medications, proced-

ural documentation and other important documents.

 Organizing and conducting meetings: Along with scheduling meetings and confer-

ences, secretaries may also take on the responsibility of organizing and conducting

meetings.

2.1.2 Concept of Job Performance

Performance is the contribution of an individual to the overall success of an

organization. Job performance is often conceptualized as the actual output or results of an

employee against the desired goals and objectives of an organization (Vroom, 2010). Job

performance can be measured using two distinct but related constructs, that is, the operational

and the financial performance (Johari, 2011). Operational performance refers to the firm’s

ability to efficiently and effectively provides services to the customers. On the other hand, the

financial performance refers to the monetary measure such as profitability, return on

investment, return on sales (ROS) and operating ratios, to mention but a few (Motowidlo,

2018). Growing emphasis has been given to employee’s job performance as a source of

competitive advantage to promote responsiveness in enhancing overall organizational

effectiveness. Performance is the level of an individual’s work achievement after having

exerted effort. It could also be defined as the set of workers’ behaviour that can be

monitored, measured, and assessed achievement at individual level. These behaviours are

also in agreement with the organizational goals. Job performance is a human behaviour

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which the result is an important factor for individual work effectiveness evaluation. This

view implies that organizations’ success or failure is dependent on job performance of the

individuals in that organization. Performance of a person on a job can be considered as a

function of two different variables. One of these refers to the ability or skill of the individual

to perform the job; and the second refers to his motivation to use this ability or skill in the

actual performance of the job. In this regard, performance becomes the product of

information accessed and effectively applied on the job for maximum productivity.

Various performance indicators are: quality of work, quantity, timeliness, cost

effectiveness, creativity, innovation, adherence to policy, personal appearance/grooming,

management by objectives, etcetera. Consequently, job performance has become one of the

significant indicators in measuring organizational performance in many studies. Even though

performance is oftentimes determined by financial figures, it can also be measured through

the combination of expected behaviour and task-related aspects like the use of information,

which could as well be used to measure non-academic staff job performance. The use of

information motivates and influences job performance (Kettinger, 2010). Many of the office

managers play major roles in advising students on information on other needs such as course

selection, career success, etcetera, while others make significant decisions that affect the

direction of the institution as a whole. Worker uses documents to understand a task’s related

topics and solve a specific problem. When a worker begins a task, he/she may search the

organization’s knowledge repository for information that will help solve the problem at hand

(Bradley, 2018).In an organizational setting, managers are saddled with the responsibility of

efficient allocation of resources for optimal profit or improved productivity. Another stressed

that the greatest challenges that managers often face in accomplishing this goal is how to

access and use information for optimal factors combination. In the same vein, office

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managers in their various departments is faced with complex tasks, part of which includes

processing and having access to information for optimal productivity.

Measures of job performance are core task performance, which includes in-role

performance, safety performance, and creativity, followed by citizenship performance,

categorized into both targets-specific and general organizational citizenship behaviours and

lastly, counterproductive performance that consists of general counterproductive work

behaviours, workplace aggression, substance use, tardiness, and absenteeism. Job

performance brings about innovation performance and firm performance as a whole, in such a

way that successful effort of fulfilled, inspired, and devoted human resources produce

innovative ideas for new products or services and increase quality performance, operative

performances, and client satisfaction directly (Chin, 2018).

Traditionally, job performance is limited to the core task activities that were based

solely on job analysis. The construct has, however, expanded into behavioural aspects related

directly to the core tasks and other behaviours that support the core task performance. Job

performance should be measured in terms of task performance and contextual performance in

order to fully grasp a holistic concept of the construct. This is because contextual

performance is the behaviours that support the core task performance in enhancing

organizational effectiveness In essence, task performance is concerned with behaviours that

are required to complete job tasks while contextual performance is needed to safeguard and

upgrade the organizational, social, and psychological environment in the organization. Both

aspects of performance are crucial to achieve organizational objectives in measuring job

performance. It is important to integrate items on the task as well as contextual performance

because they are strongly related and it is difficult to differentiate as behavioral aspects of job

performance are very subjective. This suggests that commitment is a function of task

performance and contextual performance. In other words, both dimensions provide unique

16
variance to the job performance domain because supervisors evaluate and combine task and

contextual items in appraising their subordinates’ overall job performance (Dizgah, 2015).

Job performance has been viewed as task proficiency and is rated by one’s immediate

supervisor in the workplace. Task proficiency should cover one’s in-role behavior, which

consists of the behaviors executed by the person in meeting his or her job responsibilities.

Individuals’ perceptions of their job requirements are substantially different from their

supervisors’ perceptions in that individuals have a narrower definition of job in-role

behaviors. The in-role behaviors are distinguished from the extra-role behaviors, which go

beyond the formal employment contract.

The multiple studies dedicated to business administration and management have made

of job performance a classical and recurrent concept, in all studies and papers discussing the

role of individuals in companies and their efficiency at work. That is why it is important to

start by explaining the meaning of performance at work, which has become a key part of

most scientific and field studies, based on the evaluation of the role of individuals and

employees, as well as the impact they have on productivity and more generally on companies

and organizations efficiency. We could define job performance as the effort made by a person

within the company he works in. The expression reflects the desire the employee has to make

this effort in order to improve the company’s efficiency and results. This concept, as a

general notion, does not include only material dimensions. In fact, the working and the

professional environment are considered to best motivate and satisfy the employee,

psychologically speaking. Some precious social values are also to take into account, like:

trust, sense of belonging and loyalty to the superiors. The fact of focusing on improving the

services quality has pushed all economic institutions in general and banks in particular to

adopt several various ways to assess their workers job performance. The latter may be

considered as an indicator to reward the most brilliant employees, and this, by constantly

17
watching the workers behavior, their outcomes and results within specific periods. Job

performance is the aggregated value to an organization of the set of behaviors that an

employee contributes both directly and indirectly to organizational goals (Yaqoob, 2017).

Moreover, a researcher distinguished between hard criteria and soft criteria. While the

hard criteria were the organizational information, the soft criteria were the subjective

evaluation. Organizational information were classified into direct measures and indirect

measures based on the production and personal data. Direct measures of production data

included the number of units produced, quality of products in terms of scrap material

produced and so forth. Such organizational records are considered more ‘Objective’

evaluation. Indirect measures depend on human judgment. Individual job performances are

considered ‘Subjective’ evaluation that can be either ratings or rankings such as tenure,

tardiness, lateness, accidents, filling grievances, promotion rates and absence etc. a study

described characteristics that can predict future job performance to include: Past performance

of related jobs, Job knowledge, Psychomotor skills, Cognitive abilities, Social skills and Job

related attitudes such as Need for enthusiasm, Stress and control, Achievement(Wayne,

2010).

Generally, job performance data were categorized into two groups including

judgmental and nonjudgmental measures. Although judgmental methods are more widely

used, objective performance indices (for example: production output, scrap rates and time to

complete a task) have been useful measures of performance for routine, manual jobs and

these measures have received renewed attention. Further, other non-judgmental measures that

do not directly measure performance but would provide information on the general health of

the organization (for example: grievances, accidents, absenteeism and turnover were

considered). Moreover, the following discussion is based on dimensions of job performance

which have been used by previous researchers for their studies and few of them are

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summarized in chronological order. Pro-social organizational behaviour and the most pro-

active behaviours include personal initiatives. Consequently, employees show personal

initiatives when their behaviours fit an organization mission, when their goals have a long-

term focus, and when they are capable of finding a solution for the challenging situation. The

easy way to identify the forms of pro-social behaviour is observing the acts of members such

as helping, sharing, donating, and volunteering. According to them, “pro-social

organizational behaviour is: performed by a member of an organization, directed towards an

individual, group or organization with whom he or she interacts while carrying out his or her

organizational role, and performed with the intention of promoting the welfare of the

individual, group or organization towards which it is directed (Huang, 2012).

The concept of performance is multi-dimensional and involves many subjective

criteria and judgments. Evaluation can be done by implementing performance rating which is

filled by colleagues or supervisors and it is said to be the most utilized technique to measure

performance. Performance can be described in many terms like productivity of an employee,

motivation and retention of an employee, knowledge and skill of an employee, creativity and

innovative level of an employee, responsiveness to business and technological advancement,

attendance and absenteeism of an employee, customer attraction and retention of the

company, and also the optimization of the company's total occupancy cost. The definition of

performance is very flexible; hence it is used according to the concept or nature of work that

gives the best outcome of the word. However, performance generally means the best outcome

of an activity done by an organization over a period of time (Ahmad, 2017).

Furthermore, performance can be explained as the combination of employees and

other supporting equipment being available, competent, productive, responsive and effective.

Performance is not judged by the action alone but it includes evaluation of actions with a

measurable scale. The measurement of performance is a process to quantify the efficiency

19
and effectiveness of an action. The result provided by the measurement shows how well an

organization is managed and if the organization could achieve the target and values generated

as promised to their stakeholders. Furthermore, organizational performance measurement as a

set of metrics used to quantify efficiency and effectiveness of actions and it also covers

planning and budgeting as well. However, the management personnel will actually look at his

subordinates and evaluate their performance based on their attitude at worksite or office, their

efficiency in preparing reports and submitting within the timeline, their attendance as well as

their cooperativeness at the workplace. Accordingly, employee performance is based on the

amount of time that an employee is physically present at his/ her job, besides the extent to

which he/ she is “mentally present” or efficiently working during the presence at the job.

Furthermore, studies have indicated that employees’ job performance can be evaluated in

terms of effectiveness of an employee in executing the job he or she was hired to do, in order

to produce the desired outcomes expected from an employee’s job description (Shahzad,

2016).

2.1.3 Factors Determining Job Performance of Secretaries in an Organisation

1 Training.

2 Office Environment.

3 Motivation.

4 Modern Office Equipment.

2.1.3.1 Training

Concept of Training

Training has been defined differently by different authors. It is a systematic

acquisition and development of the knowledge, skills, and attitudes required by employees to

20
adequately perform a task or job or to improve performance in the job environment

(Tharenou, Saks & Moore, 2017). Another concept opines that training primarily focuses on

teaching organizational members on how to perform their current jobs and helping them

acquire the knowledge and skills they need to be effective performers (Jones, George & Hill,

2012). Dale (2012) defined training as the organized procedure by which people learn

knowledge and skills for a definite purpose. According to Badeian (2013) training is the

process of developing individual’s skills, knowledge and attitude so as to improve present

and future performances.

Ejiogu (2013) saw training as a process of causing a person or even an animal to

respond to discipline and instruction, a process of making someone to respond to discipline

and instruction, a process of making someone to become more proficient. Encyclopedia of

professional management (2002) defined employee training as a programme designed to

provide the knowledge, attitude or job skills that will help employees to perform their present

role. Stone (2012) defined training as the teaching of technical skills to non-managerial staff.

Other scholars view training as a planned process to modify attitude, knowledge or

skill behaviour through learning experience to achieve effective performance in any activity

or range of activities (Beardwell & Holden, 2013). Its purpose is to develop the abilities of

the individual and to satisfy the current and future needs of the organization. These

definitions did not consider the dynamic and changing nature of the environment in which

organizations operate (Okanya, 2018). It also implies that training automatically translate to

organizational performance. Skills needed by employees are continuously changing; besides,

the ever changing improvement on information and technology makes knowledge and skills

obsolete in a short while. This implies that employees should align their needs to that of the

organization’s requirements and their own long-term development and the Human Resources

Department should consider the current and future needs of the organization when planning

21
for employee training (Holden, 2013).These divergent views notwithstanding, all the scholars

seem to point to one fact that the training aims at improving organizational performance.

Types of Training

The type of employee training which is best suited to a particular organization

depends on a number of considerations. The skill gap to be filled, the job description, the

employee present qualification and the challenges faced by the employee in performing

his/her job. The approaches that can be used in implementing training fall broadly into two

categories namely: on-the job and off-the job techniques, notwithstanding that some of the

training techniques cut across (Kempton, 2015).

On-the-Job training: Adamu (2013) asserted that on-the-job training is designed to

impart knowledge of job by working under an experienced worker. The trainer or the

experienced worker teaches and advices the trainee on specific methods and techniques of

doing the job. In some cases, the trainee is expected to learn by watching the master. The

trainee is learning and at the same time working, although the trainee’s output will not be

much. The procedure is usually unsystematic and most times, it is by trial and error. Baum

and Devine (2017) opined that it is better for the organizations to give their employees on the

job training because it is cost effective and time saving. Besides, it helps their employees to

learn in a practical way.

Off-the-Job training: Off-the job training is a process of acquiring skill and

knowledge at a location different from the employee office. It includes group discussion,

individual tutorials, lectures, reading, training courses and workshops (Kempton, 2015). It

permits individuals to leave their primary place of work for a different location. Its advantage

includes, the trainee’s ability to concentrate, analyse past behaviours and reflect on what has

been successful and what has not (Okanya, 2018). This kind of training offers an opportunity

22
to impart knowledge and skills that can be learnt or practiced in a safe and conducive

atmosphere.

Kempton (2015) opined that if training is conducted in an organized and systematic

way it should be able to develop new attitudes and experiences that contribute to the success

of the organization, improve employee morale which would translate to better performance

and greater productivity and create a psychological climate which orients the activities of

each employee towards achieving the goals of the organization.

Benefits of Training

The purpose of training is mainly to improve knowledge and skills, and to change

attitudes or behaviour. It is one of the most important potential motivators which can lead to

many possible benefits for both individuals and the organization. According to Cole (2012)

training can achieve:

i High Morale: Training not only improves the basic skill and knowledge of employees

but also moulds their attitudes towards organization's activities and generates greater

loyalty.

ii Higher Productivity: Training provides opportunities for employees to learn different

skills, knowledge and technical know-how. This enables them for better performance

in the actual work place thereby leading to increase quantity and quality of output.

iii Quick Learning: A well planned and systematic training program provides opportu-

nity for trainee for quick learning because, it reduces the time and costs involved in

training.

iv Better Management: A manager can make the use of training programs for better

management of organizational activities. It facilitates overall management functions

by providing efficient and capable human resource.

Importance of Training

23
 Katcher and Snyder (2013) identified important of training as follow:

i. Capital improvement: Employees are asset to the organization but employers are more

concerned about reaching deadlines and profit maximization rather than employees

skills development, without which employee performance could be hampered. Although

the organization still achieves productivity, the focus should also be on the dedication,

commitment and loyalty of employees. If employees do not receive ongoing training,

up to-date equipment will not be used optimally.

ii. Morale improvement: Employees who continuously upgrade their job skills will also

improve their productivity. Developing employee skills not only plays a role in the

workplace, but in the external world as well. It contributes to the full personal develop-

ment of each employee and the socio-economic development of the nation at large;

therefore, happy employees may be productive, but more productive employees are

happier.

iii. Ability to adapt to change: The more skilled the workforce is, the easier it will be for

the entire organization to adapt to changes that may arise in the domestic and global

market place in the demand of its products and services.

2.1.3.2 Office Environment

Concept of Office Environment

Workplace environment is the sum of the interrelationships that exists within the em-

ployees and the environment in which they work (Kohun, 2012). According to Heath (2009),

this environment involves the physical location as well as the immediate surroundings, be-

havioral procedures, policies, rules, culture, resources, working relationships, work location,

all of which influence the ways employees perform their work. The quality of the workplace

environment impacts on employees’ performance and subsequently influences the organiza-

tion competiveness.

24
 Humphries (2011) argued that an effective workplace environment management en-

tails making work environment attractive, comfortable, satisfactory and motivating to em-

ployees so as to give employees a sense of pride and purpose in what they do. Employees will

and are always contented when they feel their immediate environment; both physical sensa-

tions and emotional states are in tandem with their obligations (Farh, 2012) and how well em-

ployees connect with their organization’s immediate workplace environment, influences to a

great extent their error rate levels, efficiency and innovativeness, collaboration with other em-

ployees, absenteeism and, ultimately their retention (Leblebici, 2012).

According to Chandrasekhar (2011), the type of workplace environment in which em-

ployees operate determines whether or not such organization will prosper. Physical work-

place environment contextualizes the office layout and design while psychosocial factors in-

clude working condition, role congruity and social support from supervisors. Policies encom-

pass employment conditions of employees derived from industrial instruments and agree-

ments negotiated with employees and unions, along with human resources policies. Employ-

ees spend fifty percent of their lives within indoor environments, which greatly influence

their performance capabilities (Sundstrom&Sundstrom2010). Better physical workplace envi-

ronment will boosts employees’ performance and ultimately improve their productivity.

Kohun (2012) asserted that a healthy workplace environment makes good business

sense and is characterized by respect that supports employee engagement and creates a high

performance culture that encourages innovation and creativity. Cunnen (2013) explained that

organizations deemed as a positive place to work will more likely have a competitive edge

since they are in a better position to attract and retain highly skilled employees. This is a sig-

nificant consideration in the current tight labour market. O’Neill (2007) added that a positive

workplace environment is likely to result in less employee turnover, fewer cases of fraud, bet-

25
ter safety practices, easier to attract and retain qualified employees and improved employees’

wellbeing.

McGuire (2014) posited that to understand the critical importance of workplace envi-

ronment in the organization is to recognize that the human factor and the organization are

synonymous. Changing environments provide institutions with opportunities as well as a

myriad of challenges. One aspect of the competitive challenges faced by institution lies in the

management and integration of physical and psychosocial environments (Altman, 2000). By

incorporating a balanced workplace environment, the organization is optimizing profitability

and improving the company’s popularity as a workplace; projecting a modern corporate en-

tity, which in turn can help attract highly qualified employees.

Work environment can be divided into two components namely physical and behav-

ioral components (Stallworth & Kleiner, 2012). The physical environment consists of ele-

ments that relate to the office occupiers’ ability to physically connect with their office envi-

ronment. The behavioral environment consists of components that relate to how well the of-

fice occupiers connect with each other, and the impact the office environment can have on the

behavior of the individual. According to Haynes (2011), the physical environment with the

productivity of its occupants falls into two main categories office layout (open-plan verses

cellular offices) and office comfort (matching the office environment to the work

processes),and the behavioral environment represents the two main components namely inter-

action and distraction.

Shrestha and Shruti (2014) asserted that the benefits of creating and maintaining a

positive working environment are huge and include among other; greater productivity, hap-

pier people, employee stability, business advantage, higher profits, greater security, and better

health. Improving working environment results in decrease in the number of error rates, com-

plaints, absenteeism and hence increases performance. Govindarajulu and Bonnie (2013) also

26
highlighted that in this twenty-first century, businesses are moving towards more strategic ap-

proach of environmental management to enhance their performance through improving and

managing performance level of employees. Therefore, the modern physical environment is

distinguished by technology, computers, machines, general furniture and furnishings which

continually affect the brain and health of employees. Stoessel (2011) argued that organiza-

tions must ensure that the physical layout is covering all need of employees such as commu-

nication and privacy, formality and informality, functionality and cross-disciplinarily.

Gensler (2016) stated that despite the potential of workplace environment, many orga-

nizations still do not pay the required attention. His findings highlighted that 40% of the em-

ployees believe that their companies want to keep their costs low that is why their workplaces

have bad designs and 46% of employees think that the priority list of their company does not

have workplace design on top. When data was summarized, almost one out of every five em-

ployees rated their workplace environment from, ‘fair to poor’. 90%admitted that their atti-

tude about work is adversely affected by the quality of their workplace environment while,

89% employees blamed their working environment for their job dissatisfaction.

Type of work Environment

There are two types of environments; internal and external. The internal environment

is the one within the control of an organization while the external environment is beyond the

control of the organization. The external environmental factors play a great role in affecting

job performance.

Environmental factors that influence employee job performance

The workplace environment comprises of various factors that are imperative determi-

nants of employee performance (Lambert, 2001). These factors may positively or negatively

contribute to achieving maximum employee performance.

1. Physical Workplace Environmental Factors:

27
 Ismail et al. (2010) opined that the conditions of physical workplace environment in-

fluence the employees’ functions and it will determine the well-being of organizations. They

add that the physical work environment includes the internal and external office layout, tem-

perature, comfort zone and also the work setting or arrangement. The physical workplace en-

vironment 8 factors also include lighting (both artificial and natural), noise, furniture and spa-

tial layouts in workplaces (Vischer, 2007). The physical workplace environment includes

comfort level, ventilation and heating, lighting. These features assist on functional and aes-

thetic side, the decor and design of the workplace environment that ultimately help improve

the employees’ experience and necessitate better performance.

The comfort level and temperature also substantially influence health of employees.

Niemela (2002) found out that there is decrement in work performance when temperatures

are high, and low temperature has relation to performance of manual tasks. Office design en-

courages employees to work in a certain way by the way their work stations are built. Spatial

layouts contribute a lot towards how the employees perform their tasks (Al- Anzi, 2009).

Closed office floor plan, which may consist of each employee having a separate office of

their own or a few people in each office, allows employees a greater amount of privacy than

open plan office layout. It allows employees to work in peace and quiet, keeping them fo-

cused on their tasks without a lot of distraction. It also offers employees a thinking frame and

creativity without much distraction. According to McCoy and Evans (2005) the elements of

physical work environment need to be proper so that the employees would not be stressed

while doing their job. Physical elements play an important role in developing the network and

relationships at work. All in all, the physical work environment should support the desired

performance. Vischer (2008) stressed that conducive workplace environment should be prior-

itized as it provides support to the employees in carrying out their jobs. It should be con-

ducive enough to enable performance of tasks by employees.

28
2. Workplace Reward

Rewards can be financial and non-financial (Luthans, 2000) and they can be utilized

positively to enhance performance of employees. Rewards can also be intrinsic or extrinsic.

Intrinsic rewards are inherent in the job itself along with what the employee enjoys as a result

of successfully completing a task or attaining his projects. Extrinsic rewards on the other

hand are external to the task of the job, like pay, work condition, fringe benefits, security, and

contract of service.

A reward package can influence employee performance; it can help to increase em-

ployee performance by enhancing employee skills, knowledge and abilities in order to

achieve organizational objectives (Ajila and Abiola, 2004). Studies have revealed that if an

organization fails to reward employees, it will decrease employee performance and that an ef-

ficient reward system can be a good motivator but inefficient reward system can lead to de-

motivation of employees in terms of low performance, internal conflicts, absenteeism, high

turnover, lack of commitment and loyalty and lateness (Heng, 2012). Organizations therefore

need to set up efficient reward systems that enhance employee performance leading to attain-

ing organizational goals.

3. Management / Leadership Style

The developments and changes made by individuals and group are associated with the

presence of a leader. Every manager uses a particular leadership style which has a significant

impact on employee morale. Consequently, the employee morale will affect their perfor-

mance. Storey (2004) asserts that transformational leadership style which is composed of

ideals, influence, inspirational motivation, intellectual stimulation and individualized consid-

29
eration is one of the most effective leadership styles. These components of transformational

leadership provide high performance and impact highly on employee satisfaction.

There is also pragmatic oriented leadership which emphasizes on leadership of equal-

ity between the leaders and subordinates. All members of the organization have equal and

same law, information and perspective and the role of the leader is facilitating the formation

of the organization (Duckett and Macfarlane, 2003). This kind of leadership is most success-

ful. Successful leadership is therefore very vital for the effectiveness of any organization and

employee performance. Leadership style affects a range of factors such as job satisfaction,

performance turnover intention and stress and so contributes to organizational success. Man-

agers need therefore to adopt appropriate leadership behavior in order to improve employee

performance.

4. Training and Development

Armstrong (2006) states that development is an unfolding process that enables people

to progress from a present state of understanding and capability to a future state in which

higher level skills, knowledge and competencies are required. It takes the form of learning ac-

tivities that prepare people to exercise wider or increased responsibilities. Tzafrir (2005) as-

serts that training is an important element in producing the human capital. It provides em-

ployees with the skills, abilities and knowledge required by the post. The objective of training

is to achieve a change in the behaviour of those trained. This means that the trainees shall ac -

quire new 10 manipulative skills, technical knowledge and skills on the job in such a way as

to aid in the achievement of organizational goals.

Training helps to reconcile the gap between what should happen and what is happen-

ing between desired targets or standards and actual levels of work performance (Armstrong,

2006). Training need is any shortfall in employee performance, or potential performance

which can be remediated by appropriate training. There are many ways of overcoming defi-

30
ciencies in human performance at work, and training is one of them. Employee performance

may be seen as the result of congruence between training and development and organiza-

tional goal.

5. Work Life Balance

Work life balance may refer to one of the following: organizational support for dependent

care, flexible work options and family or personal leave (Estes and Michael, 2005). Work life

balance employment practices are concerned with providing scope for employees to balance

what they do at work with the responsibilities and interests they have outside work (Arm-

strong, 2006). By so doing, they reconcile the competing claims of work and home by their

own needs as well as those of employers. Work life balance policies can lower absence and

help tackle the low morale and high degrees of stress that can lead to underperformance since

the employees get tired of juggling work and life responsibilities.

Many researchers have agreed on important role of work life balance as it is related with

employees’ psychological well-being and overall sense of harmony in life (Clark, 2000). Bal-

anced work-life is associated with increased job satisfaction and organizational commitment.

Employees’ work life experiences deepen their role-related engagement which is related to

organizational performance improvement.

Effect of Work Environment on Job Performance of Secretaries

The environment has many effects and opined by the following theorists, Gnaft

(1964) comments on the effect of work environment, in his write up he stated that environ-

mental factors contributes to employees productivity, quality output, level of wastage and rate

of turnover. He further postulated that unhealthy depressing and unsafe work environment

leads to job dissatisfaction and eventually low productivity. He went further to mention that

31
when an office is grossly deficient in stimulation, the resultant effects are absenteeism, late-

ness, wastage of resources, disobedience and many other negative attitudes.

From the different ideas gotten about the effect of work environment on the produc-

tivity of employees, it was observed that on the other whole, the physical work environment

has a far reaching effect on the morale of employees. The literature also revealed that shabby,

depressing and dejected work environment reduces employees’ morale and promote absen-

teeism, lateness, low labour turnover, waste of resources and other negative attitude among

employees, while the provision of good working environment generates interest and increases

productivity. These incentives are highlighted in Edo City Transport Service which revealed

the management reposition of the company by providing an environment that is conducive,

pleasant and comfortable working habit in achieving the company’s overall objective. From

the literature, we noted that each of the various conditional factors of work environment is

important in enhancing the employees “morale” which is the capacity of group of people to

work together persistently towards the pursuit of a common purpose that can be encouraged

by making the place of work an ideal home to enhance employees job satisfaction and work

motivation.

2.1.3.3 Motivation

Concept of Motivation

Dessler (2001) defines motivation as the intensity of a person’s desire to engage in

some activity. Motivation can be intrinsic or extrinsic. Extrinsic motivation refers to the ex-

ternal factors which can be measured in monetary terms e.g. salary and benefits, promotion

and 11 disciplinary. Extrinsic motivation has immediate and powerful effect but does not last

32
long. Intrinsic motivation refers to external factors e.g. responsibility, freedom to act, scope

to use and develop skills and abilities and challenging work and opportunities for develop-

ment. Intrinsic motivation lasts longer since they are concerned with quality of working life.

Nel et al. (2001) assert that a motivated person has the awareness of specific goals that must

be achieved in specific ways; therefore his efforts are directed at achieving such goals.

According to Mullins (2006) motivation is a key ingredient in employee performance

and productivity. Though people might have clear work objectives, the right skills and sup-

portive work environment, they will not get the work done without sufficient motivation to

achieve those work objectives. He added that motivated employees are willing to exert a par-

ticular level of effort, for a certain amount of time, toward a particular goal. Motivation repre-

sents the complex forces and needs which provide the energy for an individual to perform a

particular task. A motivated employee is always conscious of the goal to be achieved and di-

rects his efforts towards attaining it.

Type of Motivation

The two types of motivation are intrinsic motivation and extrinsic motivation.

Intrinsic motivation

Intrinsic motivation can arise from the self-generated factors that influence people’s

behavior. It is not created by external incentives. It can take the form of motivation by the

work itself when individuals feel that their work is important, interesting and challenging and

provides them with a reasonable degree of autonomy (freedom to act), opportunities to

achieve and advance, and scope to use and develop their skills and abilities. Deci and Ryan

(2001) suggested that intrinsic motivation is based on the needs to be competent and self-de-

termining (that is, to have a choice).

Intrinsic motivation can be enhanced by job or role design. According to an early

writer on the significance of the motivational impact of job design (Katz, 2002): ‘The job it-

33
self must provide sufficient variety, sufficient complexity, sufficient challenge and sufficient

skill to engage the abilities of the worker.’ In their job characteristics model, Hackman and

Oldham (2001) emphasized the importance of the core job dimensions as motivators, namely

skill variety, task identity, task significance, autonomy and feedback.

Extrinsic motivation

Arnold et al (2002) stated that extrinsic motivation occurs when things are done to or

for people to motivate them. These include rewards, such as incentives, increased pay, praise,

or promotion; and punishments, such as disciplinary action, withholding pay, or criticism.

Extrinsic motivators can have an immediate and powerful effect, but will not necessarily last

long. The intrinsic motivators, which are concerned with the ‘quality of working life’ (a

phrase and movement that emerged from this concept), are likely to have a deeper and

longer-term effect because they are inherent in individuals and their work and not imposed

from outside in such forms as incentive pay.

Important of Motivation

Latham and Locke (2005) stated Goal setting motivational technique that Organizations

are in deep need of motivated employees as it is being understood that motivation helps to

achieve the following organization objectives.

 Unified direction of the group/Teams

 Higher level of effective and efficiency

 Elevated organization commitment

 Optimum use of resources

 Building a performance oriented environment (creative and innovative)

 Increase organization to face uncertain business challenge

 Employee retention and attraction for stable and continuous man power suply

Benefit of Motivation

34
 William (2005) listed some benefits of motivation as follow:

 Reduced rate of labor turnover; lack of motivation can cause labor turnover in the

organization and this means employees flowing out of the organization and leaving the orga-

nization completely and this will have big impact to the organization because the organiza-

tion has to look for another employees to replace the disappeared once and in the process it

will incur a lot of expense and cost such as cost of recruitment, selection, training, separation

and exit interviews and also the organization might lose competent employees who were ex-

perienced and skillful and a lot of time will be wasted as well. So lack of motivation can

cause labour turnover and disappearance.

 Reduced rat of absenteeism; lack of motivation can lead to employees absenting

themselves from the work, employees may reduce the rate of attending the job and in

that .way their contribution to the organization will be very minimal. When employees are

not attending the job and there is nobody who can replace them and perform the work in their

absence, it will be a great disadvantage to the organization because many work will be left

hanging or undone, so lack or undone, so lack of motivation can lead to absenteeism of em-

ployees.

 Improves relationship between management and employees; when employees are

motivated they will have good relationship with the management of which such relationship

will lead to improved performance of the work force. According to William (2005), sug-

gested that the higher the relationship between the employees and the employers, the higher

the contribution of the employees towards the organization. So relationship is one of the most

important things that lead to organization survival.

 Motivation leads to commitment of employees to their work; when the employees

are motivated they will be highly committed to their work and too much commitment will

lead a greater output. Employees will leave everything else and they .will be focused towards

35
their work so that they produce better result. So commitment employees improve their perfor-

mance.

 Enhance job performance and productivity of the employees; employees will be

producing much more than they used to produce when they were not motivated and they will

perform their duties with a lot of encouragement and interest. When employees are motivated

they will be focused and perform to the best of their level and they will work hard and con-

tribute more to the organization, so that the organization develop and compete with other or-

ganizations outside.

Influence or effects of motivation on job performance of employees

Work incentive for increasing employee performance is often thought to be based on

salary and promotion (Sekar, 2011). In addition, a motivating work environment must be the

one in which employees are treated fairly. No matter what level of input a particular worker

has in relation to the business processes as a whole, it is essential for a manager to give each

employee a sense of playing a dynamic, integral role in something much larger. Indeed, en-

gendering loyalty is a key element of motivating workers and thereby increasing the overall

productivity and employee performance (Taiwo, 2014).

Condly and Sekar (2013) studied revealed that the overall average effect of incentive

programs in all work settings and on all work tasks were 22% gain in performance. Milne

(2007) found that reward and recognition programs had positive effects on motivation, per-

formance and interest within an organization. Weibel and Condly (2014) study demonstrated

(a) that motivation was the key influence on the effect of performance related pay on perfor-

mance, and (b) that pay for performance was generally more costly as it appeared to have

hidden costs of rewards.

Nawab and Bhatti (2011) conducted research on influence of employee compensation

on organizational commitment and job. In their research attention was drawn on the role of

36
each component of financial and non-financial reward towards organizational commitment,

which they can implement and increase their practices to maximize the employees contribu-

tion and production. They also revealed in their study that organizational setups normally fo-

cus on increasing the productivity without paying attention toward compensation and its sig-

nificance. After highlighting the drawback they suggested to concentrate on different com-

pensation plans to increase or decrease the size of both financial and non-financial rewards to

achieve the desired result from work force.

Hameed and Condly. (2013) conducted their research on impact of motivators on em-

ployees’ performance. They developed a model explaining the association between incentive

motivators, organization-based self-esteem and employee performance in private banking

sector of Pakistan. The outcomes revealed positive and significant impact of incentive moti-

vators and organization based self-esteem on employees’ performance.

Khan and Bhatti. (2013) investigated different factors determining intrinsic and ex-

trinsic rewards in the light of Herzberg’s two factor theory and their impact on banking em-

ployees’ job satisfaction and job performance and endeavors to influence overall performance

of the commercial banks of Pakistan. The study revealed that both intrinsic and extrinsic re-

wards had significant impact on employees’ performance.

Hameed (2014) studied the impact of compensation on employee performance in pri-

vate banking sector of Pakistan. It was revealed in the study’s results that compensation had

progressive impact on employee performance. It was proved from correlation analysis that in-

direct compensations (non-monetary) had weak relationship to performance whereas mone-

tary compensations had significant and positive impact on employee performance.

Gichuru (2015) paper showed relationship between motivational incentives and em-

ployee performance. The study highlighted that motivation improved level of efficiency of

employees where the level of a subordinate or an employee did not only depend upon his

37
qualifications and abilities. The findings further suggested that motivational incentives af-

fected employee’s performance in an organization in various ways as increased output, boost-

ing employee’s morale, improved participation and improved employee’s relations.

2.1.3.4 Modern office equipment

Overview of Modern Office Equipment

According to Ku, Moharana and Ratidevsamal (2017) mechanization is the process of

changing from working largely or exclusively by hand or with animals to doing that work

with machinery (modern office equipment). Equipment and machines have become an

essential part of a modern office. A large number of appliances and machines are used for

speedy, accurate and efficient performance of office activities. With fast technological

development, there is mechanization in office operations resulting in increase of efficiency.

The rapid increase in the industrial activities has increased office work to the highest level.

The machines were invented to reduce monotony and increase the efficiency of works done.

They help to save time and labor. In modern offices, business completely depends upon the

office machine and equipment. It increases the level of operation, improves the performances,

safeguards the files, and increases the accuracy. Purchase, repair and maintenance of office

machines require big investment. It is the duty of office manager to select the right type of

machine. If they don’t select it properly then the office work won’t be efficient and effective.

Types of Modern Office Equipment

There are many varieties of equipment, which are used in offices. These equipment

have their own importance as their use differs from each other. According to Das and

Pattanayak (2017) the different equipment in an office are:

1. Photocopying machines

Photocopying machine, also called Photocopier, any device for producing copies of

text or graphic material by the use of light, heat, chemicals, or electrostatic charges. The need

38
for a process other than wet photographic reproduction for copying documents stimulated the

invention of various techniques, notably the diffusion-transfer and dyeline processes.

Advantages for photocopiers include making copies of pages quickly, relatively cheaply and

easy correlation of pages, while disadvantages include the need for maintenance, annual

servicing and the high cost to purchase.

2. Accounting machines

Accounting machines are later developments of simple adding machines. These

machines are used for dealing with cash book, journals, ledgers, costing abstracts, payroll

making, billing, etc. as well as writing cheques, receipts, pay-in slips, etc. Practically a huge

variety of manual clerical jobs can be done by such machines. They have great impact on

general office administration because of greater speed and accuracy in work, checking fraud

and ensuring control. Broadly speaking accounting machines are of two types: Key-operated

and punched card. The latter type is meant for more of statistical work and data-processing.

Accounting machines are now common equipment in large officers. Loose-leaves and cards

are nowadays used increasingly in accounting instead of books and use of loose leaves and

cards with proper control are accepted by tax and other authorities.

3. Addressing and mailing machines

Addressing machine is generally used to print the address on envelopes, labels, wrappers

etc. In big concerns frequently letters have to be sent to the same customers. For example,

electric company, Gas Company, insurance company etc., has to send bills, premium notices,

etc., monthly to their customers. In such cases, it is a tedious job to write or type out

thousands of addresses. The addressing machine overcomes this difficulty. It is a great time

saver. The addresses are stenciled or embossed on metal plates. When addresses are to be

written, these stencils, or plates are placed on the machine and allowed to pass through the

39
machine with the help of a lever, envelopes are fed one by one and the required addresses are

printed. The speed of the operation and the printing of correct address are remarkable.

4. Stenographic machines

The common practice is that shorthand typist takes dictation in his note-book and

transcribes it in letters. The officer sits along with his stenographer and dictates the letters;

the latter after taking them down types in letter pads, making the letters ready for signature.

The new invention of dictation machines has come into use. These types of machines make it

possible for the officers to dictate letters at their convenience. Then the recorded tape is sent

to the typist, who fixes the recorded tape on a reproducing machine and types it by hearing

the recorded dictation. The speed of the playback can be adjusted to the speed of the typist

through controls. There are many methods of making outward correspondence ready. They

are (a) giving dictation to a stenographer (b) dictating directly to a typist, who types out at the

same time (c) dictation to a stenographic machine (d) recording a dictation in a dictation

machine. Dictating machines have become very popular nowadays. Replies to

correspondence can be made through the machines. The officer gives the dictation through a

mouthpiece, which is connected to the machine, and the message is impressed, on a cylinder

or disc. The disc or cylinder is placed on another machine; and through an earphone the

dictated portion is reproduced; and the typist types out the letter. The dictated message can be

erased and the disc can be reused. The speed can also be regulated according to the speed of

the typist.

Importance of modern office equipment

Das and Pattanayak (2017), listed important of modern office equipment as follow.

(i) To save labor: properly designed office machine saves labour. It helps in saving

labor cost. Machines work faster than men. Total wage bill can be reduced.

40
 (ii) To save time: machines work faster than men. The office machine helps to save

time. The speed of official work is increased with the help of machine. It helps in

completion of work in a faster way. It increases efficiency and effectiveness of

work.

(iii) To provide accuracy: office machines works accurately. It increases in accuracy in

all types of works. It reduces the error, fatigue and helps in supervision

(iv) To reduce chance of fraud: there may be barratry inside the organization. Ma-

chines help to check for the accuracy and correct method of works done t also

keeps systematic records of all employees. Thus, it helps in reducing the fraud

(v) To retrieve monotony of work: some jobs are routine in nature. They are repetitive

in nature. Repetitive works are monotonous. Office machine s help in retrieving

the monotony of the employees

(vi) To improve quality of work: office machines help to maintain the neatness, accu-

racy and quality of work done.

(vii) To increase goodwill: when there is saving of labor and time and increment of ac-

curacy of works done, then there is less chances of errors and fraud which im-

proves the quality of work done and helps in satisfaction of customer and the em-

ployees. This helps in increasing the goodwill of the office.

(viii) To lower operating cost: office machines reduce the operational cost. It helps to

reduce the wage bill. It also helps in reducing the excessive filing cost.

Benefits of Modern Office Equipment

According to Denyer (2017), Mechanization has become an important part of modern

office administrative process. It offers many advantages, chief of which are as follows:

1. It is an accepted fact that the office work performed through labour-saving devices is done

at a greater speed than the same work done by clerks.

41
 2. It is also seen that not only speedy work is possible, but also greater accuracy with more

economy.

3. The initial cost to introduce machines may be high, but in the long run the machine work

will prove to be cheaper.

4. Standardization, simplification and uniformity of work can be maintained.

5. The machine information is clear, complete, concise and correct. Mechanization ensures

accuracy of work.

6. Only few persons are required, if the office is mechanized; hence the labour cost is reduced

and space is also saved.

7. When the office is mechanized, a greater amount of overtime is also reduced.

8. When the office expenses are reduced, the amount thus saved can be utilized for greater

production.

9. From the management point of view, greater control is possible and much more

information is available.

10. By dealing with the customers correctly and punctually, the firm earns their goodwill.

11. To a certain extent, fraud can be reduced.

12. Mechanization reduces the monotony of carrying out repetitive process which are boring

and time consuming.

2.2 Conceptual Framework

Moderate variable
Secretaries

Independent variable Dependent Variable

- Training
- Office environment Job performance
- Motivation
- Modern office equipment

42
Fig.1: Conceptual Framework of the study (developed by the researcher)

Job performance depends on a variety of factors such as training, motivation

leadership style, office environment and modern office equipment. All these factors have

both positive and negative influence on employees’ job performance in an organization. This

study shall be limited to factors such as training, office environment, motivation and modern

office equipment.

Training, office environment, motivation and modern office equipment are some

factors determining job performance of secretaries. Encyclopedia of professional

management (2002) defined employee training as a programme designed to provide the

knowledge, attitude or job skills that will help employees to perform their present role. Stone

(2012) defined training as the teaching of technical skills to non-managerial staff. Training

play important role on secretaries job performance, it enables secretary to develop new skills,

to improve organization productivity.

Humphries (2011) argued that an effective workplace environment management

entails making work environment attractive, comfortable, satisfactory and motivating to

employees so as to give employees a sense of pride and purpose in what they do.

Positive work environment boost secretary morale and increase productivity.

Dessler (2001) defined motivation as the intensity of a person’s desire to engage in

some activity. Motivation can be intrinsic or extrinsic. Extrinsic motivation refers to the

external factors which can be measured in monetary terms e.g. salary and benefits, promotion

and 11 disciplinary. Motivation enhances job performance of secretaries greatly. Also reduce

labour turnover.

According to Ku, Moharana and Ratidevsamal (2017) defined modern office

equipment as the process of changing from working largely or exclusively by hand or with

43
animals to doing that work with machinery. Equipment and machines have become an

essential part of a modern office, which help in the efficient production and increase

productivity of secretary towards attainment of organization goals.

2.3 Empirical Review

Maah (2009) conducted a study to ascertain the impact of motivation on employee

performance in an organisation. The research was basically carried out to determine the level

of effect motivation has on employee performance. The main purpose of the study was to

establish the relationship between employees' motivation and their performance towards the

organization. The research used quantitative and qualitative to obtain data. The population for

this study was700 employees in its human resource department, financial department, and

procurement over the country of Kenya Red Cross society. In this study systematic random

sampling was used to select the sample. Questionnaire was used to gather data. The data

obtained were analysed using frequency and percentage tables. The findings for this study

indicate that employee's performance has been hindered by factors like poor payment, poor

communication, poor working condition, lack of effective supervision, failure to provide

training service to employees and lack of performance appraisal among others. The research

concluded that the employees should be given the factors that motivate them highly. It has

been recommended that the researcher has to come up with various suggestions and

recommendations to policy makers and future researchers to combat the issues. This study is

related to the previous study in that, the previous study examined the impact of motivation on

employees performance in an organisation while, the current study examined factors

determining job performance of secretaries in an organization. The two studies differ in

method of data collection. The previous study used both quantitative and qualitative methods

while, the current study used only quantitative method of data collection. Also, the previous

44
study used systematic random sampling technique while, the present study did not carry out

sampling technique.

Collier (2012) conducted a study to ascertain the impact of training and development

on secretaries’ job productivity. The purpose of this research is to find out the impact of

training and development on secretaries job performance. The data obtained were analysed

using arithmetic mean method and standard deviation. Three research questions were raised

in the study. The population for the study was 73 which comprised the secretaries working in

Federal Polytechnic Ede, Osun State. No sample size was drawn. Findings from the study

indicated that training and development has been proved to be beneficial to the secretaries in

the organization as it enhances their job productivity. Also, training and development have

greatly influenced secretaries’ performance and productivity in the organisation. It was

recommended among others that organization should map out programme for provision of

on-the-job training so as to increase performance and promoting the image of the

organisation, also, management should implement a system regarding training and

development for all secretaries so as to ensure their career development. This study is related

to the previous study in that, the previous study studied secretaries’ while, current study also

studied secretaries. The study differ in the sense that, the previous study studied examined

training and development of secretaries while, training is just a variable in the present study.

Kishiwa (2017) conducted a study on work environment and employee’s

performance. The purpose of this study was to establish the effect of work environment on

employees’ performance in Tanzania Wildlife Protection Fund. The problem of study was

poor employee performance. The study adopted a descriptive survey design using

questionnaires as the main research instrument. The targeted sample size was 168

respondents; however, 141 were able to participate in the study. Data was analyzed using

frequency and percentage tables; mean and standard deviations; and regression analysis. The

45
study made the following recommendations: training of supervisors on proper management

and leadership skills; designing a performance feedback that provides daily results; and

designing good employee incentives schemes to include a mix of both financial and non-

financial incentives. The new knowledge added is that work environment dimensions (i.e.

supervisor support, performance feedback, and work incentives) significantly affect

employee performance in the service sector. This study is related to the previous study in

that, the previous study examine work environment and employees performance while,

current study examine factors determining job performance of secretaries in an organization.

The two studies differ due to the fact that the former study studied employees in Tanzania

while, the current study studied secretaries in Osun State, Nigeria. Also, the previous study

used mean, standard deviation and regression analysis as method of data analysis while, the

current study used only mean and standard deviation.

2.4 Theoretical Review

Waiyaki (2017) conducted a study ascertain the effect of motivation on employee

performance. The main purpose of this study was to examine the effect of motivation on the

performance of employees using the case of Pam Golding Properties, Nairobi. Motivation

plays an integral role in all organizations, whether private or public. This study was guided

by three research questions. A descriptive research design was adopted with Pam Golding

Properties being the focus organization. The population of this study comprised of all the

employees of Pam Golding Properties in Nairobi. The study populace and sampling frame

comprised of a list of all representatives that worked at Pam Golding Properties in Nairobi

and was gotten from the Human Resources department. The sample size of the study was 50.

The research was analyzed using Statistical Package for Social Scientists (SPSS) version 24.

The study showed that there was a lack of regular training and development for the

employees to improve their key skills and knowledge and this is an area that should be

46
addressed. The study also revealed that there was no mentorship programme for employees

either during on-boarding or to achieve their goals and this would be greatly beneficial to

them. The study concluded that money was a highly motivating factor for the employees and

management should look into increasing the monetary and benefits package they give. The

study concluded that money was a highly motivating factor for the employees and

management should look into increasing the monetary and benefits package they give. The

two studies differ in method of data collection. The previous study used descriptive methods

while, the current study used quantitative method of data collection. Also, the previous study

used census technique while, the present study did not carry out sampling technique.

Olatunji & Fadairo, (2021) conducted a study ascertain the impact of training and

development on secretaries’ job productivity. The purpose of this research is to find out the

impact of training and development on secretaries job performance. Three research questions

were raised in the study. The population for the study was 73 which comprised the secretaries

working in Federal Polytechnic Ede, Osun State. No sample size was drawn. The data

obtained were analyzed using arithmetic mean method and standard deviation. The reliability

was determined by using Spearman Rank Order Correlation Coefficient which yielded a

result of 0.84. Findings from the study indicated that Training and development has proved to

be beneficial to the secretaries in the organization as it enhances their job productivity. Also,

Training and development have greatly influenced secretaries’ performance and productivity

in the organization. It was recommended among others that organization should map out

programme for provision of on-the-job training so as to increase performance and promoting

the image of the organisation, also, management should implement a system regarding

training and development for all secretaries so as to ensure their career development. This

study is related to the previous study in that, the previous study examine impact of training

and development on secretaries’ while, current study examine factors determining job

47
performance of secretaries in an organization. The study differ in the sense that, the previous

study studied impact of training and development while, training is just a variable in the

present study.

2.5 Theoretical Framework

Human Capital Theory

The human capital theory was propounded by Gary Becker in 1965. According to Luo

(2012), the human capital theory regards training as investment in human capital. Thus,

training is provided only when the benefit from productivity gains is greater than the cost of

training. Thus, training is provided because it satisfies the functional needs of an organization

and equally contributes to human capital accumulation or skill formation. These approaches

however, to a large extent overlooked the content of employee training, which could be a

resultant effect of training design and training delivery style.

In the 1960s, economists Gary Becker and Theodore Schultz pointed out that educa-

tion and training were investments that could add to productivity (Becker, 1975). As the

world accumulated more and more physical capital, the opportunity cost of going to school

declined. Education became an increasingly important component of the workforce. The term

was also adopted by corporate finance and became part of intellectual capital, and more

broadly as human capital.

Intellectual and human capitals are treated as renewable sources of productivity. Or-

ganizations try to cultivate these sources, hoping for added innovation or creativity. Some-

times, a business problem requires more than just new machines or more money. The possi-

ble downside of relying too heavily on human capital is that it is portable. Human capital is

always owned by the employee, never the employer. Unlike structural capital equipment, a

human employee can leave an organization. Most organizations take steps to support their

most useful employees to prevent them from leaving for other firms.

48
Expectancy Theory

According to expectancy theory of motivation propounded by Victor H. Vroom in the

1960, one of the first researchers to study motivation, posts that motivation is high when

workers believe that high level of effort lead to high performance and high performance leads

to the attainment of desired outcomes. Expectancy theory is one of the most popular theories

of work motivation because it focuses on all three parts of the motivation equation: inputs,

performance and outcomes.

Graffin (2002) contended that people are motivated to seek social equity in the

rewards they receive for performance. People will be motivated when they see that they are

treated fairly and equally. Equity is an individual's belief that the treatment he or she receives

is far relative to the treatment received by others. According to equity theory, outcomes from

a job include pay, recognition, promotions, social relationships and intrinsic rewards. To get

these rewards, the individual gives inputs to the job, such as time, experience, effort,

education and loyalty. The theory suggests that people view their outcomes and inputs as a

ratio and then compare it to the ratio of someone else. People who feel under rewarded try to

reduce the inequity. Such individuals might decrease their inputs by exerting less efforts,

increasing their outcomes by asking for raise, distorting the original ratios by rationalizing,

trying to get the other person to change her or his outcomes or inputs leaving the situation or

changing the object of comparison. An individual may also feel over warded relative to

another person.

The study was based on the goal-setting theory by Locke and Latham (1990) since it

relates working environment to employee performance. The theory posits that the individual

goals established by an employee play an important role in motivating him/her for superior

performance.

49
 Theory of human capital is relevant to this study in the sense that it lays much

emphasis on training of employees in order to enhance human capital. Therefore, when

secretaries are trained in the organisation, their job performance will be enhanced as well as

the growth of the organisation.

Also, training of secretaries enables them to develop new skills. Therefore, when

secretaries are trained in how to use modern office equipment in the organisation, it will

enable them to develop skills to improve the productivity and job performance of secretaries

in the organisation.

On the other hand, expectancy theory is relevant to this study in the sense that it

emphasis on motivation of employees. When employees are motivated in the workplace, they

will perform beyond expectations. Therefore, when secretaries are motivated and provided

with positive office environment, they will be motivated to work. Positive office environment

boost the morale secretaries. Provisions of motivation incentives to secretaries enhance their

job performance. Conclusively, if secretaries are motivated with provision of modern office

equipment, positive office environment and training their job performance will be enhanced

and they will produce at optimum level.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter describes the procedure that was adopted in carrying out the study under the

following sub-headings:

 Area of the study

50
  Research Design

 Population, Sample Size and Sampling Techniques

 Sources of Data and Data Collection Method

 Research instruments

 Reliability of Instruments

 Validity of Instrument

 Method of Data Analysis

 Decision Rule

3.1 Area of the Study

The area covered by this study is Federal Polytechnic Ede, Osun State.

Federal Polytechnic Ede is located in Ede town in the south-western zone of Nigeria and it is

predominantly Muslim town. Ede has two local governments; that is Ede North and Ede

South. Federal Polytechnic Ede is a technological institution engaged in education, research,

and training targeted at sustainable development of the nation. The institution came into

existence in February 1992 via Decree No.33 of 25th July, 1979 as amended by Decree 5 of

1993. The institution was established as a tertiary education for the provision of courses of

instruction, training and research in areas of science, technology, management and other

fields of applied learning relevant to the human resource needs of the nation.

3.2 Research Design

Descriptive survey research was used for this study. The survey research design was

deemed appropriate for this study because it focuses on the vital facts about people, their

beliefs, opinions, attitudes, motivations and behaviours.

3.3 Population, Sample Size and Sampling Techniques

51
 The population of the study was made up of the fifty one (51) secretaries in the

Federal Polytechnic Ede, Osun State. The researcher made use of the entire population

because of the limited number of the subject; therefore, no sampling was carried out.

3.4 Source of Data and Data Collection Method

The study employed primary source of date collection. Primary data were collected

from the secretaries in Federal Polytechnic Ede. This was used to gather information on

factors determining job performance of secretaries in an organization. Copies of the

questionnaire were administered to the respondents and later collected by the researcher.

3.5 Research Instruments

The instrument used for date collection in this study was questionnaire titled “Factors

Determining Job Performance of Secretaries in an Organization Questionnaire’’ (FDJPSOQ);

the copies of the questionnaire were self-administered. The questionnaire was structured in

line with research objectives. For the purpose of this study, the questionnaire was based on

close-ended questions aimed at generating brief and specifics answers from the participants.

The questionnaire was divided into two sections A and B:

Section A: Captured the bio-data of the respondents such as sex.

Section B: This section was used to elicit information on the independent variable

of the study:

Sub-section B1: This section was used to elicit information on the extent to which

training influence the job performance of secretaries in an

organization.

Sub-section B2: This section was used to elicit information on the extent to which

office environment influence the job performance of secretaries in an

organization.

52
Sub-section B3: This section was used to elicit information on the extent to which

motivation influence the job performance of secretaries in an

organization.

Sub-section B4: This section was used to elicit information on the extent to which

modern office equipment influence the job performance of secretaries

in an organization.

3.6 Reliability of the Instrument

The reliability of the instrument was determined by using split-half method. The

instrument was administered to 20 confidential secretaries who were not part of the

population of the study.

3.7 Validation of the Instrument

The instrument for data collection was subjected to face validity by the researcher’s

supervisor. Validity of the instrument was carried out to ensure that the items addressed the

relevant research questions as well as the purpose of the study before administering it to the

respondents. After vetting, the corrections were effected and incorporated into the final

instrument.

3.8 Method of Data Analysis

Personal data was analysed with simple percentage. Arithmetic mean and standard

deviation were used to answer research questions 1 to 4.

3.9 Decision Rule

Any item with a mean of 2.50 and over was accepted while; any item with a mean of

below 2.50 was rejected.

53
 CHAPTER FOUR

DATA PRESENTATION ANALYSIS AND DISCUSSION OF FINDINGS

4.1 Introduction

This chapter dealt with data presentation, analysis and discussion of findings.

4.2 Presentation of Results

54
 The data collected for the research questions were analyzed using SPSS. Mean and

standard deviation were used to answer the research questions.

Distribution of Questionnaire

Table 1: Analysis of Questionnaire Administered

Questionnaire Administered Number Distributed Number Returned Percentage (%)

Copies of Questionnaire 51 51 100
Total 51 51 100
Field Survey, 2022
Total number of 51 copies of questionnaire were administered to the confidential
secretaries in the Federal Polytechnic Ede, Osun State. All the 51 copies of the questionnaire
administered were retrieved representing 100% returned rate.
SECTION A: PERSONAL DATA
Table 2: Sex
Sex Number of Respondents Percentage (%)
Male 16 31
Female 35 69
Total 51 100
Field Survey, 2022
Figure 1: Sex

The table above showed that male confidential secretaries were 16 (31%) while;
Female confidential secretaries were 35 (69%).

Research Question 1: To what extent does training influence the job performance of
secretaries in an organization?

Table 3: Mean ratings and standard deviations of respondents on influence of training on job
performance of secretaries in an organization.
RESPONSES
S/N ITEMS Q REMARKS
X S.D
1 Training lower maintenance costs by reducing equipment breakdown. 3.86 .348 Accept
2 Training reduces staff turnover. 3.33 .758 Accept
3 Training improves better performance of secretaries. 3.55 .597 Accept
4 Training builds capabilities of secretaries. 3.34 .690 Accept

55
 5 It helps secretaries to acquire new skills. 3.62 .524 Accept
6 It improve secretary work attitude. 3.41 .640 Accept
7 Training improves the job performance of secretaries greatly. 3.26 .715 Accept
Source: Field Survey, 2022

The data presented in Table 3 revealed that the mean ratings of the items ranged from

3.26 to 3.86. All the items had their means above the cut-off points of 2.50, which indicated

that the respondents agreed that all the items were the influence of training on job

performance of secretaries in an organization. The standard deviation of the items ranged

from .348 to .758. The relatively low standard deviation values confirmed that the

respondents were close in the opinions.

Research Question 2: To what extent does office environment influence job performance of
secretaries in an organization?

Table 4: Means ratings and standard deviation of respondents on influences of office

environment on job performance of secretaries.
RESPONSES
S/N ITEMS REMARKS
X S.D
8 Conducive workplace environment improves secretary’s 3.24 .733 Accept
mental capabilities in the office.
9 An unfavorable workplace environment leads to work stress. 3.29 .726 Accept
10 Positive workplace environment boost secretary’s morale. 3.14 .847 Accept
11 Conducive workplace environment enhances secretary’s 3.19 .760 Accept

56
 efficiency.
12 Conducive workplace physical environment lead to 3.50 .570 Accept
secretary’s job satisfaction.
13 Unpleasant office environment influence secretary’s job 3.19 .712 Accept
performance negatively.
14 Positive workplace environment increase secretary’s 3.36 .667 Accept
productivity.
Source: Field Survey, 2022

The data presented in Table 4 revealed that the mean ratings of the items ranged from

3.14 to 3.50. All the items had their means above the cut-off points of 2.50, which indicated

that the respondents agreed that all the items were the influences of office environment on job

performance of secretaries in an organization. The standard deviation of the items ranged

from, .667 to .847. The relatively low standard deviation values confirmed that the

respondents were close in their opinions.

Research Question 3: To what extent does motivation influence the job performance of

secretaries in an organization?

Table 5: Means ratings and standard deviation of respondents on influences of motivation on

job performance of secretaries in an organization.
RESPONSES
S/N ITEMS REMARKS
X S.D

57
 15 Reduce rate of labor turnover. 3.14 .782 Accept
16 Reduce rate of absenteeism. 3.29 .701 Accept
17 Motivation boosts secretary’s morale. 3.60 .591 Accept
18 Improve relationship with stakeholder. 3.03 .898 Accept
19 Secretary becomes more committed to the organization. 3.59 .593 Accept
20 Motivation enhances job performance of secretaries greatly. 3.47 .754 Accept
Source: Field Survey, 2022
The data presented in Table 5 revealed that the mean ratings of the items ranged from

3.14 to 3.60. All the items had their means above the cut-off points of 2.50, which indicated

that the respondents agreed that all the items were influences of motivation on job

performance of secretaries in an organization. The standard deviation of the items ranged

from, .701 to .898. The relatively low standard deviation values confirmed that the

respondents were close in their opinions.

Research Question 4: To what extent does modern office equipment influence the job

performance of secretaries in an organization?

Table 6: Means ratings and standard deviation of respondents on influences of modern office
equipment on job performance of secretaries in an organization?
RESPONSES
S/N ITEMS REMARKS
X S.D
21 It enables secretary to work with minimum fatigue. 3.26 .715 Accept
22 It boosts secretary’s morale. 3.41 .640 Accept

58
23 It enables secretary to work more efficiently. 3.62 .524 Accept
24 It offers better output of tasks performed by secretary. 3.34 .690 Accept
25 It increases productivity of secretary towards attainment of 3.55 .597 Accept
organization goals.
26 It improves secretary’s job performance greatly. 3.33 .758 Accept
Source: Field Survey, 2022

The data presented in Table 6 revealed that the mean ratings of the items ranged from

3.26 to 3.62. All the items had their means above the cut-off points if 2.50, which indicated

that the respondents agreed that all the items, were the influences of modern office equipment

on job performance of secretaries in an organization. The standard deviation of the items

ranged from. .524 to .758. The relatively low standard deviation values confirmed that the

respondents were close in their opinions.

4.3 Discussion of Findings

The results of the study revealed that the following are the influence of training on job

performance of secretaries in an organization: Training lower maintenance costs by reducing

equipment breakdown, training reduces staff turnover, training improves better performance

of secretaries, training builds capabilities of secretaries, it helps secretaries to acquire new

skills, it improves secretary’s work attitude, and training improves the job performance of

secretaries greatly. This is in agreement with the study of Collier (2012) who found that

training and development has been proved to be beneficial to the secretaries in the

organization as it enhances their job productivity.

The findings of the study confirmed that the following are the influences of office

environment on job performance of secretaries in an organization: Conducive workplace

environment, improves secretary’s mental capabilities in the office, an unfavorable workplace

environment leads to work stress, positive workplace environment boost secretary’s morale,

conducive workplace environment enhances secretary’s efficiency, Conducive workplace

physical environment leads to secretary’s job satisfaction, unpleasant office environment

59
influence secretary’s job performance negatively, and positive workplace environment

increase secretary’s productivity.

The findings of the study ascertained that the following are the influences of

motivation on job performance of secretaries in an organization: It reduces rate of labor

turnover, reduces rate of absenteeism, motivation boosts secretary’s morale, improve

relationship with stakeholder, and motivation enhances job performance of secretaries

greatly. This is consistent with the study of Gichuru (2015) who found that motivational

incentives affected employee’s performance in an organization in various ways as increased

output, boosting employees’ morale and improved participation and improved employees’

relations.

The findings of this study revealed that the following are the influences of modern

office equipment on job performance of secretaries in an organization: It enables secretary to

work with minimum fatigue, it boosts secretary’s morale, it enables secretary to work more

efficiently, it offers better output of tasks performed by secretary, increases productivity of

secretary towards attainment of organization goals, and it improves secretary’s job

performance greatly.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Introduction

This chapter presented the summary, conclusion and recommendations of the study.

5.2 Summary of Findings

60
 The main purpose of this study was to investigate the factors determining job

performance of secretaries in an organization. Four research questions were raced and

answered.

The study adopted a descriptive survey research design. The population of the study

consisted of 51 confidential secretaries in Federal Polytechnic Ede, Osun State therefore, no

sampling was carried out. The instrument for data collection for this study was questionnaire

titled “Factors Determining Job Performance of Secretaries in an Organization Questionnaire

(FDJPSOQ)”. The copy of the questionnaire was self administered and was based on close-

ended questions and generating brief and specific answers from the respondents. The

instrument was subjected to face validity by the researcher’s supervisor. The questionnaire

was administered to the respondents by the researchers. Mean and standard deviation were

used to answer Research Questions 1 to 4.

The study found that training, office environment, motivation and modern office

equipment are the factors determining job performance of secretaries in an organization. The

findings of the study also confirmed that training, office environment, motivation and office

equipment influence job performance of secretaries in an organization.

5.3 Conclusion

The findings of the study showed that training, office environment, motivation and

modern office equipment greatly influenced the secretary’s productivity in an organization.

Base on the findings, it was concluded that trained secretary’s would perform better than

untrained. Conducive and Positive workplace environment enhance secretary’s efficiency.

Motivation enhances job performance of secretaries greatly. The use of modern office

equipment offer better output of tasks performed by secretary and boost secretary morale.

5.4 Recommendations

61
 Base on the findings and conclusion of the study; the following recommendations were

made:

1. Secretaries should be trained and retrained on how to use and manipulate modern of-

fice equipment in order for them to develop required skills that will make them to be

relevant on the job.

2. Organization should ensure that the workplace environment is conducive enough to

support secretary’s job in order for them to be more productive at workplace.

3. Management of the organization should develop reward systems, which will serve as

a form of motivation to the secretaries in order for them to be more effective and effi-

cient on the job.

4. Organization should procure modern office equipment for secretaries in order to en-

hance their job performance in an organization.

5.5 Contribution to Knowledge

This study investigated factors determining job performance of secretaries in an

organization.

1. This study has empirical established that training, office environment, motivation and

modern office equipment influence job performance of secretaries in an organization

positively.

2. The study also added to existing literature by providing reference guide on factors de-

termining job performance of secretary in an organization.

5.6 Limitation of the study

The researcher’s would have loved to study the entire Polytechnics in Osun State but the

researcher’s were restricted to do so because of time and financial constraints among others.

Therefore, the generalization of the findings of this study may be done with caution

62
considering the following limitations: The study involved only the confidential secretaries in

Federal Polytechnic Ede. This means that the findings may not be generalized on secretaries

in other organizations unless similar studies are carried out involving such secretaries. This

means that precautions must be taken in generating the findings on all secretaries in Nigeria.

5.7 Suggestion for Further Studies

In view of the findings of this study, the following suggestions are made:

1. Influence of training on job performance of secretary’s in an organization.

2. Influence of office environment on job performance of secretary’s in an organization.

3. Influence of motivation on job performance of secretary’s in an organization.

4. Influence of modern office equipment on job performance of secretary’s in an organi-

zation.

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APPENDICES

Department of Office Technology and Management,

School of Communication and Information Science,
Federal Polytechnic Ede,
69
 EDE,

Osun State,
13th June, 2022.

Dear Respondent,

LETTER OF INTRODUCTION

We are students of the above named Department and institution, as part of the requirements
for the award of ND in the Polytechnic; we are carrying out a research on Factors
Determining Job Performance of Secretaries in an Organization.

We hereby request you to please supply the information being sought for as stated in the
attached Questionnaire. Note that this research is just for academic purpose only and any
information collected will be used as such. We kindly request you to fill this questionnaire
honestly.

Thanks for your anticipated co-operation.

Yours faithfully.

Researchers

QUESTIONNAIRE ON FACTORS DETERMINING JOB PERFORMANCE OF

SECRETARIES IN AN ORGANISATION (FDJPSOQ)

SECTION A (PERSONAL DATA)

1. Sex: Male ( ) Female ( )

70
Section B

Instruction: please check ( ) where appropriate.

Key

Strongly Agree (SA) (4 points)

Agree (A) (3 points)

Disagree (D) (2 points)

Strongly Disagree (SD) (1 point)

Research Question 1: To what extent does training influence the job performance of
secretaries in an organization?

S/N Influence of Training on job performance of secretaries SA A D SD

1. Training lower maintenance costs by reducing equipment breakdown.
2. Training reduces staff turnover.
3. Training improves better performance of secretaries.
4. Training builds capabilities of secretaries.
5. It helps secretaries to acquire new skills.
6. It improve secretary work attitude.
7. Training improves the job performance of secretaries greatly.

Research Question 2: To what extent does office environment influence the job performance
of secretaries in an organization?

S/N Influence of Office Environment on job performance of secretaries SA A D SD

8. Conducive workplace environment improves secretary’s mental
capabilities in the office.
9. An unfavorable workplace environment leads to work stress.
10. Positive workplace environment boost secretary’s morale.
11. Conducive workplace environment enhances secretary’s efficiency.
12. Conducive workplace physical environment lead to secretary’s job
satisfaction.
13. Unpleasant office environment influence secretary’s job performance
negatively.
14. Positive workplace environment increase secretary’s productivity.

Research Question 3: To what extent does motivation influence the job performance of
secretaries in an organization?

S/N Influence of motivation on job performance of Secretaries SA A D SD

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15. Reduce rate of labor turnover.
16. Reduce rate of absenteeism.
17. Motivation boosts secretary’s morale.
18. Improve relationship with stakeholder.
19. Secretary becomes more committed to the organization.
20. Motivation enhances job performance of secretaries greatly.

Research Question 4: To what extent does modern office equipment influence the job
performance of secretaries in an organization?

S/N Influence of modern office equipment on job performance of SA A D SD

secretaries
21. It enables secretary to work with minimum fatigue.
22. It boosts secretary’s morale.
23. It enables secretary to work more efficiently.
24. It offers better output of tasks performed by secretary.
25. It increases productivity of secretary towards attainment of organization
goals.
26 It improves secretary’s job performance greatly.

72