The Relationship between Work Environment Factors and Organizational Effectiveness among Executives and Managers in an Automotive Industry

Abstract

The government initiatives to develop human capital have attracted private organisations to strengthen their human capital through various training courses, especially in problem-solving to increase performance and competencies of their employees. However, only 20% of training inputs have been really transferred into the actual job. Thus, this study was aimed to identify the relationship of work environment factors and organisational effectiveness among executives and managers at an automotive industry. A total of 170 completed questionnaires returned have yielded 80% of response rate. Various types of inferential statistical analysis such as t-test, Pearson correlation and multiple regressions were employed to analyse the data. Only two constructs of the work environments, namely “peer support” and “opportunity to use” have been identified at high level. The other constructs were only reported at moderate level. Overall, the levels of work environment factors were rated at moderate level. The relationship between work environment factors and organisational effectiveness was also identified at a moderate, positive and significant level. These findings indicated that the inputs from problem-solving training were only moderately transferred to the actual job among the executives and managers. Generally, the findings provide some useful information to senior management team members of an automotive industry to further improve and innovate the quality of training course for human resource development.