1

ABSTRACT
The main problem of the study is the effects of working conditions on employee productivity.
These conditions may include the workplace environment which may not be conducive at times.
The researcher will undertake this topic so as to help the management to know what kind of
environment the employees prefer to work in. This study is limited as it will only be focused on
the hotel environment. The critical issues in the literature review are employee productivity,
flexible working conditions, and employee reward method. The questionnaires will be personal
administered.

CHAPTER ONE
1.0 Introduction

This chapter contains background of the study, statement of the problem, objective of the study,
research question, and significance of the study, scope of the study, limitation of the study and
the theoretical framework of the study.
1.1 Background of the study
In the 21st century a few hospitality establishments in Kenya do experiment flexible work places.
Traditional cellular offices and the open-plan offices or team-oriented bullpen spaces in which
everyone had their own fixed workplace were no longer a matter of course. Making use of
modern attention use of modern information and communication technology; the pioneers
redirected their attention towards the sharing of activity-related workplaces in an establishment.
Economic considerations e.g. low occupancy of expensive workplaces, organizational
developments, team work and fast exchange of knowledge, par time-work and external
developments globalization, and strong completion are important drivers for change. The aim is
to stimulate new days of working dynamic, less closely linked to place and time, to improve

labor productivity and to make major cost savings without reducing employee satisfaction.
Employees are a vital part of a business resources and the level of their contentment with their
work will reflect both in the increase in productivity and quality of business product or service.
Therefore it is important you ensure that the conditions of the workplace are conducive to meet
the necessary level of employee enjoyment. The conditions subjected to employees of the hotels
in Eldoret town are a critical issue in the competition era in the hospitality industry. The
conditions become a challenge to the management of the hotels due to the fluctuating turnover
for the employees on areas such as customer service. Working conditions subject to the
employees send a signal of lack for incentive by the management to maintain high productivity
by the employees. Every business margin since it determines the profit margin and the growth of
the business as whole. Fluctuating productivity becomes a challenge and the management in
most cases pose with questions of how it handles the junior employees, productivity therefore is
one of the most important areas in business that propels the business to greater heights so as to
acquire a bigger market share.
The dictionary defines productivity as the state of producing rewards or results. Productive
means fruitful, lucrative and profitable. In this context productivity is synonymous with output.
In scientific literature productivity is defined as the relationship between output and input;
between proceeds and sacrifices.

Hotels are primarily concerned with achieving a better performance at lower costs. For
employees, a very important factor is gaining pleasure from their work. With respect to employee
satisfaction, a common belief is that giving up ones personal desk conflicts with basic human
needs for privacy, territorially, and personalization and expressing ones status, but that this can
be compensated by nice architecture and interior design and high-tech gadgets. A probable
resistance to change will be counterbalanced by organizational advantages such as reduced
facility costs and increased flexibility, which make it easier to cope with growth and staff
turnover.
According to Clements-Chrome, productivity depends on four clusters of variables: personal
characteristics, such as relationships with colleagues; organizational characteristics, such as the

organizational structure or management style; and characteristics of the physical environment

such as indoor climate (temperature, lighting, and acoustics), air quality (humidity and pollution)
and workplace layout. The external environment will have an effect as well: for instance, the
employment market; rules made by governments and private concerns; and globalization
.Organizational productivity can be measured through employee meeting targets, queue
management, and number of complaints from customers.
1.2 Statement of the problem
Employee productivity in every organization is an important aspect in relation to the profit
margin of a business hence it has an influence in the achievement of objectives and goals of
business. Performance of every employee therefore has the relationship with productivity of any
business which influences the profits of the business. In situations where it is possible to obtain
commitment to objectives, it is better to explain the matter fully so that employees grasp the
purpose of an action. They will exert self-direction and control to do better work-quite possibly
by better methods-than if they had simply been carrying out an order which they did not fully
understand.
The situation where employees can be consulted is one where the individuals are emotionally
mature, and positively motivated towards their work; where the work is sufficiently responsible
to allow for flexibility and where the employee can see her or his own position in the
management hierarchy. If this conditions are present, managers will find out that the participative
approach to problem solving leads to much improved results compared with the alternative
approach of handing out authoritarian orders.
Most employees enjoy challenging work. One way the manager can provide this is by allowing
employees to participate in decision making and problem solving. An effective manager
recognizes that capable and productive employees do not require constant supervision.
Management can also provide employees with flexibility in deciding when and how some of the
tasks are to be performed. Employees can also be allowed to do whole tasks by themselves
without having to wait on the manager to assign the tasks in steps. Most employees want this
type of independence in the workplace and want to be trusted when they perform tasks.
1.3 Objectives of the study

1.3.1 Broad Objective

The general objective of the study was to access the cause of fluctuating productivity in relation
to working conditions of employees in the hotel. The objectives of the study are;
i.
ii.
iii.
iv.

To determine the suitable methods of improving employee working condition.

To establish the benefits of good working conditions.
To find out the effect of working condition on employee performance.
To establish the challenges facing employee state of working.

1.4 Research questions

The following research questions are formulated from the research objectives. The aim of this
study is to solve the problem in the area of study by answering these questions. They include;
i.
ii.
iii.
iv.

Which are the suitable methods of improving employee working condition?

What are the benefits of a good working condition on employee productivity?
What is the effect of working condition on employee performance?
Which is the challenges facing employee working condition?
1.5 Significance of the study
Performance is the outcome of the work done and is affected by the conditions subjected to
employees, it has been established that poor productivity by employees is a result of working
conditions subjected to employees. In the past, policies developed have worked in accordance
with law and has been producing good results over considerable period of time but due to
various challenges of the economic system the conditions of working to employees impacts on
their productivity. Improved conditions may increase the productivity since will be employee the
satisfaction and reduced employee turnover. The research study is set to benefit category of
people and different organization.
The hotel will benefit in formulations of strategies to reduce the rate of employee turnover, and
the same time retains qualified and experienced employees who are efficient in the
establishment. Moreover another characteristic of achievement is that the bank will motivate its
employees upon which motivated people seem to be more concerned with personal achievement

than the rewards of success. They do not reject rewards of success. They do not reject rewards,
but the rewards are not as essential as the accomplishment itself.
The employees will benefit in that they will get the kind of environmental desire by people with
a high need of achievement to seek situations in which they get concrete feedback on how well
they are doing is closely related to this concern for personal accomplishment.
An effective manager can provide a friendly environment and provide opportunities for
employees to get to know their co-workers. Employees are prone to be more satisfied if they
their colleagues and support for one another thrives in the work.
1.6 Limitation of the study
During the study the following limitations may be encountered. The hotel staff may not be free to
give out the very sensitive information because of fear that it might be used against them. For
instance some questions in the questionnaire may not be answered by some respondents and the
researcher may manage to convince a quiet number of respondents to answer them.
1.7 Scope of the study
The study wants to find out the impact of working condition on employee productivity. The will
target employees of hotels in Eldoret town.
1.8 Theoretical frame work
The study will adopt the theory of productivity of Elton Mayo. Specifically wanted to find out
the effect of fatigue and monotony had on job productivity and how to control them through such
variables as rest breaks, work hours, temperature and humidity. This theory discusses about
employee productivity .In the process he stumbled upon on a principle of human motivation that
would help to revolutionize the theory and practice of management. Here is a direct relationship
between working conditions and productivity of employees ,working conditions includes such
factors as salaries and allowances ,housing, provision of employee health, welfare and safety
when this conditions are improved better productivity is enhanced. Productivity is hence
development in the nature and state of working conditions performance refers to attainment of
through desired results. This can be measured through performance indicators such as less

overtime duties, better relationship with managers. The research variables are therefore working
conditions being independent variable and productivity representing the dependent variable.

CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
The purpose of literature review is to examine the past studies already raised by number of
scholars as far as employee working conditions is concerned. This chapter discusses literature of
their productivity.
2.1 Review of literature
No hospitality establishment wants to be known for its high employee turnover rate. All
hospitality establishments would love to have happy employees and be able to improve
productivity. So how does a boss achieve this goal? Try this ten ideas and you are sure to have
happy employees and theyll want to improve their productivity;
1)

Offer a stress-free workplace and bring in a massage on a weekly basis to give five minutes
mini massage to relieve aches, pains and tight muscles.

2)

Have theme days and offer incentives for those who participate.

3)

Offer a perfect attendance award each month.

4) Have a brain storm-session where all employees are invited to offer the suggestions to
improve the establishment.
5) Show that you care and respect your employees by knowing them by name.
6) Walk around the workplace and visit the workspaces of your employees.

7) Talk to your employees; ask them if they have any problems or concerns.
8) Make one Friday a month ice-cream day and have a ice-cream truck stop by and let the
employees choose whatever they want from the truck at establishment expense.
9) Make sure that insurance and benefit plans offer good programs and fair to your employees
without them pay outrageous out-of-pocket costs (Bed man 1995).
10) Play classical music in the workplace at times and create a stress free environment.
Bed man (1995) defines performance as the outcome of work done. The oxford dictionary
defines performance as an accomplishment, execution and carries out anything ordered or
undertaken. According to Armstrong, performance is a process for measuring output in the shape
of standards and performance based on attained standards and performance indicators and it is
concerned with inputs, the knowledge, skills and competencies required to produce desired
results (Armstrong 2000).
Actual productivity; for example the number of phone calls per employee or unit of time(call
centre) or the number of completed policies per month, per employee or per division.(Armstrong
2000)
Perceived productivity; for example, by asking people to assign report to the environment
indicating the extent to which it supports their productivity or asking them to rate their
appreciation a three or five point scale. Variants include: what percentage of your time is spent
working productively?, what percentage of time of your time is spent unproductively because of
distraction?, what percentage of your time is spent searching for suitable working place?, by
what percentage would your productivity increase if working conditions were to change?
Absenteeism due to illness is a form of non-productivity.
Indirect indicators, to what extent can people concentrate properly or are they actually
distracted? How quickly can employees solve a problem or supplement a lack of knowledge
through interaction with colleagues?
Although perceived productivity probably provides a reasonable indicator of the actual
productivity and particularly of the qualitative effect (positive or negative) of the examined
variable the output of the individual, the reliability and validity of this measurement method is

questionable. On the other hand, we most probably do not measure productivity so much as
satisfaction. It is likely that people who are satisfied with a particular concept are more inclined
to view the effect on their productivity in a positive light, while dissatisfied may be inclined to
regard the effect as negative.
Personal motivation and the infrastructure of the work environment are the principles of
management that dictate how to maximize employee productivity. Where there is maximum
productivity of employees, there will likely be maximum profits for any type of establishment.
Although many people in the industry today may think the most obvious incentive for increasing
employee productivity in the work place is salary and promotions, surprisingly, this is not always
the case, (Armstrong 2000). Optimal human resource management has less to do with salary and
more to do with factors that will be discussed in this article. What motivates employees? Is it the
amount that employee gets paid? Is it possibly recognition on doing a good job? Is it the power
of praise? Is it the environment that the employee works in? Is it the ability to get goals for the
employee? How about disciplinary guidelines in the workplace? A key motivation for employees
in a work environment is that each employee is treated fairly no matter what level of input a
particular has in relation to the business process as a whole. It is essential for a manager to give
each employee a sense of playing an integral role in something that is much larger.
(Armstrong2000)
There are needs to be trusted in each and every employee to let them expand their talents by
letting them perform in bigger roles in an ongoing project. Loyalty is the key to element of
motivating workers and increasing the overall productivity of operations. Another factor in
motivating the employees in the workplace is the power of praise. While often ignored or
forgotten by managers in the workplace, giving an individual worker a sense of worth in
relation to the actual work they have done for the company, praise an recognition have been
shown to dramatically increase productivity. Motivating an employee in a workplace does not
have to always be positive. Setting disciplinary guidelines for employees to follow in the
workplace will lead to productivity as well. Productivity has been known to increase if workers
are not faced with consequences with poor performance. Setting guidelines in the workplace
leads to a more structured environment for everyone. Employees will understand the limits and
standards that they are required to follow, which in turn will promulgate respect for the manager

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as well as more functional, productive department. Managers need to be very creative when it
comes to penalize workers who bring down productivity. By establishing consequences and the
value of behaviors the manager can focus his or her employees on positive reinforcement (Arm
strong 2000)
Setting goals is another motivating tool to increase productivity in the workplace. Setting
realistic objectives of the actual work to be completed to ensure the timeliness and work quality
of the particular project will allow the worker to feel ready to take on the next project with more
confidence once the current one has been completed. This will allow workers to perform a
thorough job as well as increase productivity. (Felgen Baum 1954)
The office environment is also another tool for motivating a worker. Just think about going to
work every day, being in an environment where there is no or limited communication between
team members and managers; where there is a negative attitude in the workplace; where there are
no company functions, no team building exercises and where the workspace is
unaccommodating for the work that needs to get done. These conditions would not allow any
worker to be motivated .If no motivations exist, productivity will decrease, and so will profits.
Communication is a must in workplace (Felgen Baum 1954)
Good communication skills are imperative for outstanding performance and career management.
The actual physical layout of the work place is also extremely important when it comes to
maximizing productivity. Managers need to make sure that quality employees are given
workspace that they can call their own.
These are just a few tips on motivating employees in the work place. Recognition, loyalty,
guidelines and goals will each allow employees to be motivated and allow them to work more
effectively in combination.

2.1.1 Productivity
The dictionary defines productivity as the state of producing rewards or results. Productive

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means fruitful, lucrative and profitable. In this context is synonymous with output. In scientific
literature productivity is defined as the relationship between output and input; between result or
proceeds and sacrifices. When it concerns the ratio between the total output and the total input all
labour and capital, economists refers to it as total factor productivity. If it involves the ratio
between output and a specific part of the input, this is referred to as partial productivity. For
example labour productivity expressed as the amount of production for each labour unit or the
number of labour hours for each product unit. Output involves the number of products, the
quality of the products and the operating result expressed as for example, net profit or market
share. Input involves all establishment resources that are used, i.e. labour (number of employees,
number of full time equivalents), capital, technology, information (training, education), facilities
and services. There are three ways to increase productivity;
Increase output with the same input (improved effectiveness).
Achieve the same output with less input(improved efficiency)
Achieve a relatively stronger rate of increase in output compared with the increase in input(both
more effective and more efficient)
2.1.2 Employee satisfaction
Employee satisfaction means the degree to which the working environment meets the needs and
wishes of the employees. It can relate to the work itself content, complexity, required knowledge
and skills, degree of independence, the social working environment, colleagues, management
style, conditions of employees such as salaries, leave arrangement and career prospects; the
physical working environment workplace, lighting, daylight view etc, and interactions between
these aspects.
There are a number of issues raised by this literature. First as most studies have relied on small
sample sizes from single occupations, there is a clear need of an examination of stress
productivity that uses a large sample drawn from a large sectors. Research attending to this
issues will be unique and the results more significantly generalizable. Another important
consideration is the need for research to use a more general psychological well-being measure
rather than focusing on the limited construct of burnout. This would provide an indication of
mental health beyond exhaustion and depression, addressing what might be thought of as
arousals well as depressed, exhausted aspects of psychological well-being. This study aims to

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address the needs first by using a large and varied sample and second through the use of such
psychological factors as constant irritability, having difficulty in concentrating and feeling or
becoming angry with others in the measure of psychological well-being. If we find that these
associations do not exist, this will provide support for the hypothesis that stressors do not impact
on productivity.
2.1.3 Planning and allocations of flexible workplaces
A poor relationship between the number of employees and the number of workplaces is viewed
in an extremely negative light. Flexible working is superfluous if there are too many workplaces
but a shortage causes irritation and forces personnel to use locations that are less suitable. In
some hospitality establishments concentration cells are either never or rarely used for the
intended purpose. Personnels whose jobs have very little in common are sometimes located
together, this is particularly unpleasant when jobs that involve high and low degree of
concentration or communication are grouped together.
2.1.4 Psychological effects of flexible working
A typical feature of flexible work solutions is that personal work done here and there irrespective
of time and place provides someone with a positive feeling of freedom, while others find the
constant need to switch to a burden.
2.1.5 The perception of working in a positive environment
Working in an open environment is also perceived in different ways; an open environment offers
more opportunities for communications and social interaction, but also generates many
complaints about reduced privacy both, visual (seeing and being seen), and acoustic (hearing and
being heard). In open workplaces there are considerably more visual and acoustic stimuli than in
enclosed. In an open workplace there is most likely to be noise pollution since every one can just
get in and interact with the employees hence causing lack of concentration to others who are in
the same place. In most hospitality establishments there tend to be corridors joining two or more
places for instance the kitchen and the restaurant, and these corridors tend to be a source of
irritation because people using them are mostly noisy hence causing lack of concentration to the
employees. is easier while working in an open place because one does not have to move from

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one place to another.

Managers can increase employee satisfaction and productivity by controlling certain factors,
these factors are: challenging work, equitable rewards, supportive working conditions and
supportive colleagues.
2.1.6 Challenging work
Most employees enjoy challenging work. One way the manager can provide this by allowing
employees to participate in decision making and problem solving. An effective recognizes that
capable and productive employees do not require constant supervision even when they have been
given a challenging work. Employees can also be allowed to do whole tasks by themselves
without having to wait for the manager to assign the tasks in steps and this makes the employees
to have a sense of belonging to the establishment. Most employees want this kind of
independence in performing their tasks in the workplace and want to be trusted even when
performing a challenging task.
2.1.7 Equitable rewards
Employees will be more productive and likely to perform beyond their normal assigned work if
they are treated fairly. The manager can do this by awarding an employee who performs his/her
tasks effectively; this will make other employees to be more serious with their work so that they
can also be awarded. By praising an employee for good performance is also a way of rewarding
them too.
2.1.8 Supportive working conditions
Supportive working conditions should be provided to prevent some of the dissatisfactions in the
workplace. Because employees spend most of their time in the workplace they need safe and
comfortable work areas. An effective manager will provide a well lit, well ventilated and clean
areas to help increase productivity.
2.1.9 Supportive colleagues
An effective manager can provide a friendly environment by allowing employees to know each
other these opportunities can be; coffee and lunch breaks, meeting, training programs, and even

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informal office gatherings. Employees are prone to be more satisfied if they know their coworkers and support for one another thrives in the work environment. When the employees know
each other they are always free to interact and even solve problems that may arise in a good
manner.
2.2 Critical review
Performance is an outcome of work done, but in workplace performance is an accomplishment,
execution and carries out anything ordered or undertaken. (Bed man 1995)
Tilburg reveals that autonomy at work and informal contacts have increased while cooperation
has improved. Yet opportunities for formal contact have hardly changed due to poor relationship
between employees and employers.
Felgen Baum 1954 says that a good management may carry conditions and rent less emphasis on
the quality through personal leadership in mobilizing the knowledge, skills and positive attitudes
of everyone in the building to maintain a dear customer research connected process.
Forte and lord 2000, the allocation of responsibilities, grouping of functions, decision-making,
co-ordination, control and reward are fundamental requirements for the continent operation of an
organization. But the quality of an organization will not affect how all these requirements are.
2.3 Summary
This literature is significant to the study as it discusses the effects of working conditions on
employee performance. Most of the literature concentrates on the performance management as a
process for measuring output in the shape of standards and performance based on attained
standards and performance indicators and it is also concerned with the inputs, the knowledge,
skills and competencies required to produce desired results. Moreover supportive working
conditions can be provided and can prevent some of the dissatisfaction in the workplace because
employees spend many hours in the workplace they need safe and comfortable work areas.

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CHAPTER THREE
3.0 Research Design and Methodology
3.1 Introduction
This chapter shows the research design, target population, sampling procedures, data collection
methods, validity and reliability of research data analysis that will be used in the study.
3.2 Research design
The research design to be used in the study is the correlational study of hotel and restaurants in
Eldoret town. The hotel and restaurants are selected in assumption that they have similar
challenges as all the other establishments in the country but the only difference is in handling the
challenges.
3.3 Target population
The target population refers to the group of people or the study subjects who are similar in one or
more ways and which forms subjects to the study. This is the number of people that the
researcher will target.

Table 3.1 Target population

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Employees

Target population

Managers

Assistant managers

Supervisors

Department heads

Cashiers

Subordinates

12

Total

42

3.4 Sampling design and sample size

Sampling is the procedure of selecting a part of the population which research is to be conducted.
It ensures that conclusions from the study can be generalized to the entire population. Simple
random will be used so that all members of the target population will get a chance of being
selected. According to Olive .M. Mugenda and Abel G .Mugenda (1999) the target population
should not be less than 30% of the target population. The researcher should have a big sample
size as possible because with larger sample size he or she is confident that if another sample size
were to be selected samples of the findings of the same two samples would be similar at a high
degree. The danger with the small sample sizes is that they do not reproduce the salient
characteristics of the accessible population to an acceptable degree.

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Table 3.2 Sample size

Title

Target population

Sample size

Managers

Assistant managers

Supervisors

Department heads

Cashiers

Subordinates

12

Total

42

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3.5 Data collection instrument

The research will adopt use of questionnaires as a data collection tool. The questionnaires will
contain both open pay ended and close ended questions. Questionnaires will be used to gain the
general pictures of effects to effect on employee performance. The questionnaire will contain
questions derived from the objectives of the study. All questions to be adopted will be related to
the study. The questionnaires will be structured and semi-structured to ensure that all information
needed shall be captured. The semi-structured questions will be designed to analyzed
respondents views on pay effect on employee performance. It will be used to verify and
understand the data to be collected from the field.
3.6 Data collection procedure
The questionnaires will be personal administered. The procedure will ensure they are received at
the right time and are clarified. The establishments will be informed earlier before the data
collection takes place to make the respondents aware of the research to take place in their
establishment.

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3.7 Validity and reliability

Validity is the extent to which differences found with a measuring tool reflect true differences
among respondents being tested. The purpose of validity is to seek relevant evidence that
confirms the answers with the measurement device is the nature of the problem. The validity of
the instrument will be ensured by the project supervisor. T he items are to be revised and
improved according to the supervisor`s advice and suggestions. On the other hand reliability is
the accuracy and precision of a measurement procedure.
3.8 Data analysis presentation
The data collected from the field for the purpose of the study will be adopted and coded for
completeness and accuracy of information at the end of every field data collection day. Data
capturing will be done through Microsoft excel. The data from the completed questionnaire will
be recorded and entered in the computer using frequency tables and percentages. Data analysis
will be done and the findings reported.

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CHAPTER FOUR
DATA ANALYSIS, INTERPRETATION AND
PRESENTATION OF FINDINGS
4.0 Introduction
This study sought to determine the effects of working conditions on employee and how it
contributes to productivity, a study of hotels in Eldoret town. This chapter provides what the
researcher found during this study. It includes quantitative analysis and findings that were
presented by the use of pie charts and bar graphs. It is at this point that the researcher matched
the results of the data collected with the objectives stated previously in the project.

4.1 Data Analysis

4.1.1 Quantitative Analysis
Out of the 200 questionnaires issued, only 180 were returned, 30 questionnaires were rejected
and 150 accepted. This is illustrated in the table below:

Table 2: number of questionnaires distributed:

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Number of questionnaires

Actual Number

Percentage (%)

200

100 %

180

90 %

30

15 %

150

75 %

issued

Number of questionnaires
returned

Number of questionnaires
rejected

valid
Sources (Author) 2012

4.1.2 Gender Respondents

Table below shows the distribution of gender respondents who participated in filling of
questionnaires, from the results, out of the 150 valid questionnaires, 70 were female and 80
were male and thus the result werent gender based.
Table 3: Distribution of gender the respondents

Frequency

Percentage (%)

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Male

80

53.3 %

70

47.7 %

150

100

Female

Total
Sources (Author), 2012

Figure 1

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Female

Male

Female

4.2 Findings and Data Presentation based on Quantitative Analysis

These findings are summarized using the tables below:

4.2.1 Effects of working conditions on employee productivity

The aim of the study was to find out how effects of working conditions on employee
productivity. The researcher found out that respondents had different opinions on how
organizational structures are analyzed in the table below:

Table 6: respondents opinion on organizational structures:

Frequency

Very Strong

50

Percentages (%)

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25%

Strong

100

50 %

Weak

35

17.5%

Very Weak

15

7.5%

Total

200

100 %

Figure 2:
From the above results out of 200 respondents 75% said working conditions affect the
productivity of employees in an organization.

CHAPTER FIVE
THE SUMMARY OF FINDINGS, CONCLUSIONS
AND RECOMMENDATIONS

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5.0 Introduction
This chapter finalizes this project by providing the summary of findings, answers to research
questions, conclusions and recommendations

5.1 The Summary of Findings

The main purpose of the study was to illustrate the relationship that exists between the working
condition of employee and how it affects their productivity. The project highlighted several
objectives that were used through out the project to demonstrate this relationship.

5.1.1 Organizational Structures

The purpose was to find out if the formal systems of an organization contribute to the
achievement of organizational goals and objectives. The research paper showed that working
conditions in an organizational structure plays a big role in determining the productivity of an
organization.

5.2 The Conclusion

The results of the study reveal that in deed a relationship exists between working conditions of
employees and productivity. The objectives discussed through out this project illustrate the
relation of the two and show how they affect an organization.

5.4 Recommendations
This study gives recommendations to hoteliers and managers to keep in check working
conditions of their employees always make sure there is no communication breakdown between
the junior staff and the senior.
Also hotels should hire people with solid professional experience who are able to pin point rot in
the organization and help maintain good working standards
Thirdly organization should also introduce incentives on employees with good work record
sheet.

5.5 Limitations of the Study

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But with the need for research and data collection comes numerous limitations and loopholes.
These include:
Financial constraint since researcher is a student where the amount required to conduct a
complete and comprehensive research is far much more than his/her capability.
Time constraint in the attempt to achieve a perfect and exhaustive research.
Few personnel which would mean an incomplete research is conducted.
Language barrier while interviewing the locals around all the branches.
Biased responses from the correspondents.
Slow implementation of recommendations offered after completion of the research

Budget
Research work

300

Printing & binding

450

Stationary

150

Total

900