Harnessing Institutional Agility for a More Effective and Efficient
Government Organization
SAMAH BAYOMEI1, FATEN DEROUEZ2, MUJTABA RAMADAN2,
ABDALLAH MOHAMMEDZAIN2, ELTAHIR SALIM2, YASSER SOLIMAN3,
MAHMAOD ALRAWAD2,4
1Business Administration Department,
King Faisal University,
KINGDOM OF SAUDI ARABIA
2Quantitative Method Department,
King Faisal University,
KINGDOM OF SAUDI ARABIA
3Applied College,
King Faisal University,
KINGDOM OF SAUDI ARABIA
4College of Business Administration and Economics,
Al-Hussein Bin Talal University,
JORDAN
Abstract: - Every business relies on its employees, and their attitude toward their job and the results they
achieve directly impact the organization's stability and performance. To ensure that the organizational
effectiveness process runs smoothly, motivating employees to participate actively is crucial. Without their
cooperation and assistance, considerable energy may be wasted. In a competitive global environment, employee
productivity is linked to several issues that can hinder an organization's success. Therefore, this study aims to
investigate the factors that influence employees' productivity, determine if there is a connection between
productivity elements and employee work, and evaluate how incentives affect employees at work and their
productivity. The study involved selecting a sample of 116 individuals from different Saudi government
agencies, including administrative personnel and managers. The data was gathered using survey questions and
analyzed using several statistical techniques. The study results indicate that out of the five tested factors, four of
them significantly influence productivity. These factors are health issues, stress, workplace environment, and
personality traits. On the other hand, sleep deprivation was found to have no impact on productivity.
Accordingly, employees in government organizations acknowledge that addressing health issues, reducing
stress levels, improving the work environment, and developing positive personality traits are all critical aspects
of enhancing the organization's productivity and achieving its objectives.
Key-Words: - Organizational effectiveness, Global Environment, Productivity, Efficiency& effectiveness,
Personality traits, Stress Work environment
Received: May 11, 2023. Revised: August 2, 2023. Accepted: August 25, 2023. Published: September 4, 2023.
1 Introduction
Higher levels of employee productivity provide
various advantages to an organization, [1]. For
example, higher productivity seeks to better social
progress, appropriate economic growth, and great
profitability, [2], [3]. In addition, the employees can
be more productive can have preferable working
conditions, better wages/ salaries, and favorable
employment opportunities. Further, more
productivity seeks to expand organizational
competitive advantage by reducing the cost and
improving the high output quality. All of these
benefits made employee productivity worthy of
attention, [3], [4], [5]. Employee productivity, also
known as workforce productivity, refers to the
assessment of an individual employee's or a group
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of employees' efficiency, [6]. It is commonly
measured by evaluating the output of work during
specific periods. Generally, an employee's
productivity is assessed based on the average
performance of other workers who perform similar
tasks. The productivity of the entire workforce is
crucial for the success of any organization, and
therefore, businesses place great significance on
enhancing employee productivity.
Employee productivity, sometimes mentions to
as workforce productivity, is an evaluation of the
effectiveness of an employee or group of
employees. Productivity maybe evaluates the output
of a worker in each period, [7], [8], [9]. Assessment
of an individual worker's productivity is commonly
based on the average performance of other workers
who perform similar tasks. The efficiency of a
workforce is critical to the success of any
organization, making employee productivity a
critical factor for businesses to consider, [10].
Assessing employee productivity is a crucial aspect
of human resource management, and both
governments and firms invest significant resources
into this process, [11]. Improving employee
productivity is one of the foremost objectives for
various organizations. This is because a high level
of employee productivity brings numerous benefits
to both the employees and the organization. For
instance, increased productivity leads to greater
profitability and economic as well as social
progress, [4], [12], [13], [14]. These strategies can
enable responses to problems that are partial and
provisional, allowing for shared understandings
about their nature and how to address them.
In addition, an employee who provides more
productivity can gain appropriate employment
opportunities, perfect work conditions, and perfect
salaries. Further, higher productivity leads to a
raised competitive advantage for the organization by
reducing costs and improving the quality of output,
[1], [4], [15]. A decrease in productivity is so
concerning and can be a signal of a serious issue
with employees, equipment, office environment, or
the organization. Examining the reason behind
productivity issues promptly is crucial to prevent
potential damage to the department's reputation and
revenue loss. To initiate the process, it is advisable
to focus on common issues that could potentially
impact productivity, [16], [17]. The smallest of
things can cause lower levels of productivity in the
workplace. Take note and improve on the little
aspects of your work habits. Productivity in the
workplace is something that does not come
overnight. The development process into a culture
of doing things, [18].
As per Markos and Sridevi's suggestion, [13],
employers should consider investing in labor force
participation. Recent research has demonstrated a
positive correlation between labor participation and
performance outcomes such as retention and
productivity, [19], [20], [21], [22], [23], [24]. Some
academics argue that employees who participate or
engage in their work are more productive because
they are motivated to complete their tasks
irrespective of personal concerns, [1], [3], [25], [26],
[27], [28]. In addition, those who are connected tend
to be more focused than their unconnected
counterparts. It is also anticipated that the majority
of working individuals will participate in such
activities. Employee productivity is a widely
discussed subject in management that has garnered
significant attention from scholars and is regarded
as a critical strategy for achieving organizational
success.
This study aims to address the following
research inquiries: How does sleep deprivation
impact employee productivity? What is the
relationship between employee health and work
productivity? To what extent does stress influence
employee productivity? What is the effect of the
work environment on employee productivity? The
main goal of this study is to test factors that can
influence or affect employee productivity in the
education sector. Particularly, the study tries to: 1)
Define how productivity can affect the employee. 2)
Find any relation between productivity and Sleep
Deprivation. 3) Determine how health problems can
affect productivity at work. 4) Examine how stress
impact to employee productivity. 5)Test how the
work environment effect employee productivity.
5)Evaluate the effectiveness of personality traits on
productivity.
The paper is structured as follows: Section 1
outlines the current research context, research
questions, and objectives. In Section 2, a brief
literature review, research model, and hypotheses
are presented. Section 3 delineates the research
method implemented, the development of research
measurement, and the data collection procedures in
greater detail. Section 4 showcases the data analysis
and hypothesis testing processes. Subsequently,
Section 5 deliberates on the findings of this study,
draws conclusions, identifies research limitations,
practical implications, and theoretical contributions,
and suggests directions for further research.
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2 Literature Review and Hypothesis
Development
A widely accepted definition of productivity is
output divided by inputs. Nonetheless, there exist
several measures that can be employed to enhance
productivity, [7], [8], [19], [22], [29]. In practice,
total productivity measurements, such as those
aggregated for a country, area, or industry, can be
highly beneficial, [30], [31], [32], [33]. Enhancing
staff productivity is a critical challenge for most
businesses. Employee productivity serves as an
indicator of individual or group workers' efficiency
and directly affects a company's profitability in
tangible terms. Productivity can be measured in
terms of staff output over a certain time period. In
particular, the worker's productivity will be
compared to the average for employees performing
the same task, [6]. They can also be assessed based
on the quantity of product or service units available.
The calculation or measurement of input and output
is known as productivity, [31], [34]. Machines,
labor, and raw materials are examples of inputs;
outputs are the services or items generated.
Employees are considered productive if their
outputs equal their inputs, [12]. If the same number
of employees start producing more goods or
services than in the previous period, productivity
will increase, "perhaps due to changing working
conditions." In [35], the definition of employee
productivity is clearly defined in the preceding
discussion. Employee productivity is cited as a
crucial predictor of company profitability and
success. Several studies have proven the importance
of employee participation in performance and
affirmative action outcomes, albeit there is little
empirical data to back up these claims. Participation
should also be considered a fundamental
organizational approach, according to the report.
2.1 Sleep Deprivation
There is a link between employee productivity and
sleep deprivation. Employee Productivity and Sleep
Deprivation, A review of the literature indicated a
discrepancy. The majority of studies show that sleep
deprivation of fewer than 5 hours per day has
detrimental consequences on behavioral, cognitive,
physiological, and emotional variables. It is based
on the knowledge that behavioral, cognitive,
physiological, and emotional factors have an impact
on productivity. As a result, it was hypothesized that
partial sleep deprivation and productivity have a
negative association. The task log productivity is
measured as a percentage of completed tasks each
day, [36], [37], [38], [39], [40]. Therefore, we can
hypothesize the following statement:
H1: There is a significant relationship between sleep
deprivation and employee productivity.
2.2 Employee Wellbeing
Research studies have consistently shown that there
is a strong correlation between the overall health of
employees and their productivity levels in the
workplace, [41], [42], [43], [44], [45], [46], [47],
[48], [49]. When employees suffer from health
problems as a result of work-related factors such as
stress, poor ergonomics, or exposure to harmful
substances, they are more likely to experience
absenteeism due to illness. In addition, these health
issues can also lead to decreased job satisfaction,
reduced creativity, and lower quality of work
output. Several hypotheses have been proposed to
explain this link between employee health and
productivity, [50]. One hypothesis suggests that
when employees are in poor health, they may
struggle to concentrate and perform tasks
efficiently, leading to slower work completion times
and increased errors. Another hypothesis proposes
that unwell employees may feel less motivated to
complete their work, leading to lower levels of
productivity and engagement overall. Overall, it is
clear that maintaining good employee health should
be a top priority for employers, [48]. By
implementing strategies to promote employee well-
being, such as providing ergonomic working
conditions, offering mental health support services,
and promoting healthy living habits, employers can
help ensure their workforce remains productive,
engaged, and motivated. Therefore, we can
hypothesize the following statement, [41].
H2: There is a significant relationship between
employees' health and their productivity.
2.3 Stress and Anxiety
The relationship between stress and employee
productivity is well-established, as evidenced by a
previous study that demonstrated the impact of
stress levels on production, [22], [45], [50], [51],
[52], [53], [54], [55], [56], [57], [58], [59], [60]. The
study found that when employees received support
from their supervisors and financial rewards, the
negative effects of stress on productivity were
mitigated to some extent, [53]. On the other hand,
factors such as a negative work environment or
personal issues tended to exacerbate stress levels,
leading to reduced engagement and job satisfaction.
In particular, high levels of stress can cause
employees to function passively and experience
significant dissatisfaction. This can have a
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detrimental effect on not only individual
performance but also team dynamics and overall
organizational effectiveness, [54]. Therefore,
employers must recognize the importance of
managing stress in the workplace and implementing
strategies to promote employee well-being. By
providing resources such as mental health support
services, offering flexible work arrangements, and
fostering a positive work culture, employers can
help reduce stress levels and improve employee
productivity and job satisfaction, [55].
H3: There is a significant relationship between
stress and an employee's productivity.
2.4 Working Conditions
The work environment plays a critical role in
shaping the productivity levels of employees. While
both physical and behavioral aspects of the
workplace can have an impact, research has shown
that the behavioral aspects tend to have a greater
influence on employee productivity, [61], [62], [63],
[64], [65], [66]. For example, factors such as
organizational culture, communication practices,
and leadership styles can all significantly impact the
effectiveness and efficiency of employees. A
positive work culture that values collaboration,
creativity, and open communication tends to
promote higher productivity levels among
employees, [64]. Conversely, a negative work
environment characterized by conflicts,
micromanagement, or lack of support can lead to
decreased motivation and engagement, resulting in
lower productivity levels. In addition to these
behavioral aspects, the physical layout of the office
can also have an impact on employee productivity.
Factors such as comfort, lighting, and noise levels
can all affect how comfortably and effectively
employees can work. For instance, an office with
adequate lighting, comfortable seating, and minimal
distractions is likely to promote higher levels of
concentration and productivity than one with poor
lighting, uncomfortable furniture, and high levels of
noise, [65]. Overall, it is clear that the work
environment plays a central role in shaping
employee productivity levels. By creating a
supportive, positive work culture and providing a
comfortable physical environment, employers can
help maximize the productivity levels of their
workforce, [5].
H4: There is a significant relationship between work
environment and employee productivity.
2.5 Personality Characteristics
There is a link between employee productivity and
personality attributes Many ideas exist to explain
how workerism's many traits affect their
productivity, [27], [67], [68], [69]. The concept of
workerism and its impact on productivity has been
studied extensively, with several theories put forth
as to how various traits of workers can influence
their productivity levels. One such idea is that
neuroticism and productivity have an inverse
relationship, meaning that individuals who score
high on measures of neuroticism - such as anxiety,
insecurity, and self-doubt - are likely to be less
productive in the workplace, [69]. This could be due
to factors such as increased distractibility and
difficulty focusing, as well as a tendency towards
negative thinking and self-criticism.
On the other hand, extroversion - characterized by
outgoingness, assertiveness, and sociability - has
been linked with higher productivity levels.
Individuals with these traits may be better able to
communicate effectively with colleagues and
clients, build strong relationships, and handle
workplace pressures and responsibilities with ease.
A third factor that has been found to contribute
positively to productivity is receptivity to new
experiences. This trait involves a willingness to
explore new ideas, take risks, and adapt to changing
circumstances. Workers who possess this trait may
be more creative and innovative, able to come up
with novel solutions to problems and find ways to
improve processes and workflows. Overall, these
three factors - neuroticism, extroversion, and
receptivity to new experiences - all play a role in
shaping the productivity levels of workers in
different ways, [70], [71].
H5: There is a significant relationship between
personality traits and employee productivity.
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Fig. 1: Research Framework
3 Research Methodology
This study aims to investigate the factors that
influence employees' productivity, determine if
there is a connection between productivity elements
and employee work, and evaluate how incentives
affect employees at work and their productivity.
Therefore, a conceptual model was proposed based
on prior research and tested using empirical data. A
questionnaire adapted from previous literature was
utilized to achieve this goal. Numerous statistical
techniques and procedures were employed to
validate the research hypotheses. This section
presents a comprehensive overview of the methods
employed in the current research. Our research
framework is presented in Figure 1.
3.1 Measurement Development
The questionnaire you mentioned is a tool designed
to assess various aspects of an individual's well-
being. It consists of 29 questions, which are divided
into five sections, each focusing on a different area
of concern. The questionnaire was adapted from
previous literature and refined with the help of a
group of experts, [42], [51], [53], [56], [72], [73].
The first section of the questionnaire deals with
sleep deprivation. In this section, participants are
asked about their sleep patterns and habits. The
second section focuses on health issues. This part of
the questionnaire asks about an individual's overall
health status, as well as any specific health concerns
they may have, such as chronic conditions or
illnesses. The third section deals with stress. The
fourth section examines the workplace environment.
Here, participants are asked about their job
satisfaction, relationships with coworkers and
supervisors, and general perceptions of their work
environment. Finally, the fifth section delves into
personality traits. This part of the questionnaire aims
to assess various aspects of an individual's
personality, including their level of
extroversion/introversion, their emotional stability,
and their tendency towards optimism or pessimism.
All items in this section were measured using a five-
point Likert scale ranging from 1 ("strongly
disagree") to 5 ("strongly agree").
3.2 Participants and the Process of Data
Collection
The study aimed to gather information about the
administrative personnel, managers, and all other
administrative staff members from various Saudi
government agencies. In order to collect data for the
study, a non-probability sampling technique was
utilized. The sample size for this study was 116
participants, who were selected from the
aforementioned target population using the
convenience sampling methodology.
4 Analysis
Before initiating the analysis process, the collected
data underwent a screening procedure to identify
and eliminate any outliers or non-engaged
responses. To accomplish this, a method
Health Issues
Employee's productivity
Research Framework
H1
Sleep Deprivation
Stress
Workplace environment
Personality traits
H3
H5
H4
H2
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recommended by [74], was implemented, which
entails computing and recording the standard
deviation value for each respondent. Respondents
who provided identical or near-identical responses
to most or all of the survey questions, such as
consistently selecting "strongly agree" (1) or
"strongly disagree" (5), were deemed non-engaged
and subsequently excluded from the dataset. The
empirical data was then used in testing the research
hypotheses using multiple regression analysis.
4.1 Sleep Deprivation
The sleep deprivation hypotheses suggest that there
is a significant relationship between sleep
deprivation and employee productivity. Sleep
deprivation can have a significant negative impact
on productivity. Studies have shown that people
who are sleep deprived are less productive, have
slower reaction times, and make more mistakes than
those who get enough sleep, [39], [40], [75]. Sleep
deprivation can also lead to decreased
concentration, impaired decision-making, and
difficulty with problem-solving. In addition, people
who are sleep deprived often feel tired and
unmotivated, which can further reduce their
productivity. However, as shown in Table 1, the rest
result shows that there is no relationship between
sleep deprivation and productivity. The statistical
results of the equation indicated the significance of
the estimated model. As part of the analysis, we
took the age, income, and education versus
productivity factors, and found the following result.
Where the value of the age at F =2.05 and R2=
0.004, means that about 0.4% of the changes in
sleep deprivation are due to the age level. The
positive effect of sleep deprivation level was also
shown, one to increase the variable by 0.14. Where
the value of income at F= 24.11 and R2 =0.033,
means that about 3.3% of the changes in sleep
deprivation are due to the level of income. The
positive effect of the income level also shows one to
increase the variable by 0.107. Also, the value of
education at F =126.09 and R2 =0.15 which means
that about 15% of the changes in sleep deprivation
are due to the level of education. The positive effect
of the education level was also shown to increase
the variable by 0.46. The age group from 30-40 was
the one that strongly disagreed, that there is a
relationship between sleep deprivation and
productivity. In addition, employees with an income
of more than 8000 were the highest strongly
disagreed. In addition, employees with a bachelor's
degree were the highest strongly disagreed. The
highest numbers and the highest percentage 63.79%
suggest there is no relationship between sleep
deprivation and productivity, therefore we reject
hypothesis H1.
4.2 Employee Wellbeing
The employee well-being hypotheses suggest that
there is a significant relationship between
employee’s health and their productivity, [76], [77],
[78], [79]. The relationship between health issues
and productivity is a two-way street. Poor health can
lead to decreased productivity, while increased
productivity can lead to improved health. Poor
health can lead to decreased energy levels, difficulty
concentrating, and an inability to complete tasks in a
timely manner, [80], [81], [82]. This can result in
Table 1. Test results of the relation between model variables
R2
Mean
square
Sum of
squares
Xn
Intercept
Group
Variable
0.0044
1.43
17.08
0.14
3.50
Age
Sleep Deprivation
0.033
4.91 *
22.44 **
0.107
1.85
Income
0.15
11.23 **
11.76 **
0.46
1.17
Edu
0.00003
0.16
13.38**
-0.014
2.55
Age
Health Issues
0.027
4.45*
11.97 **
0.18
1.87
Income
0.0001
-0.09
13.31 **
-0.007
2.44
Edu
0.04
0.20*
16.24 **
0.015
2.45
Age
Stress
0.004
0.05)
19.63) **
0.001
2.46
Income
0.0005
0.60
14.77 **
0.04
2.38
Edu
0.24
0.49*
14.69 **
0.038
2.37
Age
Work Environment
0.0007
0.23
17.94 **
0.008
2.40
Income
0.0007
0.72
13.46**
0.05
2.32
Edu
0.00001
0.091*
15.45 **
0.006
2.24
Age
Personality Traits
0.104
7.34**
15.66 **
0.32
2.63
Income
0.127
2.98*
11.75 **
0.19
1.18
Edu
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decreased productivity and missed deadlines. On the
other hand, increased productivity can lead to
improved physical and mental health. Working hard
and achieving goals can give people a sense of
accomplishment and satisfaction that can help
improve their overall well-being. Additionally,
increased productivity may also lead to improved
financial security, which can further improve overall
health.
After taking the mean of all responses in the
survey, the below result and relationship were found
as shown in Table 1; 62.56% of participants found
that there is a relationship between health and
productivity. 62.56% either agreed or strongly
agreed that health directly affects their productivity.
As part of the analysis, we took the age, income,
and education versus productivity factors and found
the following result.
The statistical result of the equation indicates
the significance of the estimated model. Where the
value of the age at F =0.026 - and R2 =0.00003,
which means that about 0.003% of the changes in
health issues are due to the age level. Which means
there is no effect from age to health. Where the
value of income at F =19.78 and R2= 0.027, which
means that about 2.7% of the changes in health
issues are due to the level of income. The positive
effect of the income level also shows one increase in
the variable by 0.18. Also, the value of education at
F=0.008- and R2= 0.0001, which means that about
.01% of the changes in health issues are due to the
level of education. This means there is no effect of
education on health issues. The age group 30-40
scored the highest in finding a strong relationship
between health issues and productivity. Employees
with an income of more than 8000 strongly agreed
positively with the relationship, as well as
employees who have bachelorism's degrees strongly
agreed. The graph confirms that there is a
relationship between health issues and productivity.
Therefore, we accept hypothesis two. 57.61% of
responses agree or strongly agree that stress affects
their productivity. Since the percentage is higher
than 50%, which states that the relationship exists, it
might not be as strong as the other productivity
factor. However, 57.61% is strong enough to
suggest the relationship exists.
4.3 Stress and Anxiety
The Stress and Anxiety hypotheses suggest that
there is a significant relationship between stress and
an employee's productivity. The relationship
between stress and productivity is complex. In
general, high levels of stress can lead to decreased
productivity due to fatigue, distraction, and
difficulty concentrating. However, some people can
use stress as a motivator and can increase their
productivity when under pressure, [22], [45], [50],
[51], [52], [53], [54], [55], [56], [57], [58].
Ultimately, individuals need to find the right
balance between stress and productivity to
maximize their performance.
After taking the mean of all responses in the
survey, the below result and relationship were found
as shown in Table 1. As part of the analysis, we
took the age, income, and education versus
productivity factors and found the following result.
The statistical results of the equation indicate
the significance of the estimated model. Where the
value of the age at F=0.00005 and R2 =0.04 means
that about 4% of the changes in stress are due to the
age level. The positive effect of stress level was also
shown to increase the variable by 0.015. Where the
value of income is at F=0.002- and R2 =0.004,
which means there is no effect from income to the
stress. Also, the value of education at F=0.36-and
R2=0.0005, which means there is no effect from
education to stress.
4.4 Working Conditions
The work environment hypotheses suggest that there
is a significant relationship between work
environment and employee productivity. After
taking the mean of all responses in the survey, the
below result and relationship were found as shown
in Table 1; 61.78%of participants found a
relationship between work environment and
productivity. However, the percentage is strong
enough to positively state the relationship between
the work environment and productivity. As part of
the analysis, we took the age, income, and education
versus productivity factors and found the following
result:
The statistical result of the equation indicates
the significance of the estimated model. Where the
value of the age at F =0.0003 and R2= 0.24 means
that about 24% of the changes in the work
environment are due to the age level. The positive
effect of the work environment level is also shown
to increase the variable by 0.038. Where the value
of income at F =0.054- and R2 =0.0007, which
means there is no effect from income to the stress.
Also, the value of education at F =0.52-and
R2=0.0007, which means there is no effect from
income to stress.
4.5 Personality Characteristics
The personality traits hypotheses suggest that there
is a significant relationship between personality
traits and employee productivity. The relationship
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between work environment and productivity is a
complex one. A positive work environment can lead
to increased productivity, while a negative work
environment can lead to decreased productivity.
Factors that can influence the relationship between
work environment and productivity include job
satisfaction, job security, physical comfort, and the
availability of resources. A positive work
environment that provides employees with job
satisfaction, job security, physical comfort, and
access to resources can lead to increased motivation
and higher levels of productivity [27], [67], [68],
[69]. Conversely, a negative work environment that
lacks these factors can lead to decreased motivation
and lower levels of productivity.
After taking the mean of responses that agreed
or strongly agreed, we found that there is a
relationship between personality traits and
productivity; it found 63.22% of participants
strongly agreed or just agreed that there is a
relationship between personality traits and
productivity. As part of the analysis, we took the
age, income, and education versus productivity
factors and found the following result in Table 1.
Where the value of the age at F =0.0084 and
R2= 0.00001 means that about 0.001% of the
changes in personality traits are due to the age level.
The positive effect of personality traits levels also
showed one to increase the variable by 0.006.
Where the value of income at F =53.94 and R2=
0.104, which means that about 10.4% of the changes
in personality traits are due to the level of income.
The positive effect of the income level also shows
one increase in the variable by 0.32. Also, the value
of education at F =18.93 and R2= 0.127, which
means that about 12.7% of the changes in
personality traits are due to the level of education.
The positive effect of the education level was also
shown to increase the variable by 0.19.
Personality traits can have a significant impact
on productivity. People with certain personality
traits, such as conscientiousness, are more likely to
be productive than those without these traits.
Conscientious people tend to be organized, goal-
oriented, and self-disciplined, which can help them
stay focused and motivated to complete tasks. Other
personality traits that can influence productivity
include extroversion, agreeableness, openness to
experience, and emotional stability. Extroverted
people may be more likely to collaborate with others
and take initiative in their work. Agreeable people
may be better at working with others and resolving
conflicts. Openness to experience can lead to
creative problem-solving and new ideas. Finally,
emotionally stable people may be better able to
handle stress and remain productive under pressure.
5 Discussion
The purpose of this research is to examine the
factors that impact employee productivity and to
investigate whether there exists a relationship
between these factors and employees' work.
Additionally, the study aims to assess the effect of
incentives on employees' productivity at their
workplace. A sample group of 116 individuals,
including administrative personnel and managers
from various Saudi government agencies, was
selected for the study. The researchers utilized
survey questions to gather data, which was then
analyzed using multiple statistical techniques. Based
on the analysis conducted, it was found that four out
of the five factors tested have a significant impact
on productivity. The research findings largely
supported the proposed hypotheses, and several
conclusions can be drawn from these results. The
study results indicate that out of the five tested
factors, four of them significantly influence
productivity. The result of this analysis mostly
supported its proposed hypotheses, and several
findings can be drawn from these results.
Based on the analysis conducted, the factors
were ranked in order of importance in terms of their
impact on employee productivity. Personality traits
were found to be the most important factor,
followed by health issues and workplace
environment. Stress was also found to have a
significant impact on productivity, scoring 57.61%
in terms of its influence. On the other hand, sleep
deprivation was rejected as a strong determinant of
productivity, with a score of only 36.21%. Similar
to previous research, [1], [83], [84], our findings
suggest that organizations need to focus on
improving the workplace environment and creating
policies that support good health and mental well-
being. It is also clear from the research that effective
human resource management is crucial for ensuring
overall organizational effectiveness.
According to the Saudi Vision 2030, King
Salman bin Abdul-Aziz Al-Saud approved to launch
"King Salman Program for Human Resources
Development", [85], to increase human resource
productivity, develop their functional abilities, and
prepare the leaders. The goals of the program:
raising the performance quality and work
productivity of government employees, setting clear
procedures and policies to apply the HR concept,
developing the work environment, and preparing
and building a second line of leaders. In line with
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.162
Samah Bayomei, Faten Derouez,
Mujtaba Ramadan, Abdallah Mohammedzain,
Eltahir Salim, Yasser Soliman, Mahmaod Alrawad
E-ISSN: 2224-2899
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Volume 20, 2023
Saudi Vision 2030, the study was done, and it has
the expectation and expected findings. However,
Organizations should focus on health issues, stress,
work environment, and personality traits. It is an
important finding for all these four factors, as the
study confirmed their impact on productivity in
62.56% for health issues, 57.61% for stress, 61.78%
for the work environment, and 63.22% for
personality traits. Research data has confirmed
hypotheses two, three, four, and five.
In contrast to previous research that suggested a
negative impact of sleep deprivation on work
productivity, a recent study revealed that lack of
sleep has minimal effect in this regard. The study's
findings contradict earlier literature that indicated
adverse effects of sleep deprivation on productivity,
including studies, [73] and others, [40], [73], [75],
[86], [87]. In Powell and Copping's study, for
example, sleep deprivation was shown to
significantly affect the productivity of construction
workers. However, the difference in results between
these studies may be attributed to differences in
sample selection. Specifically, Powell and
Copping's research tested the impact of sleep
deprivation on productivity among physically
demanding jobs, while our study focused on
mentally stimulating or sedentary jobs, such as desk
jobs.
In addition, the present study findings support
several previous literature regarding health
problems and adverse effects on productivity at
work, [76], [77], [78], [79]. Therefore, health
problems should be considered an important risk
factor for productivity and hence the main focus of
health interventions (in the workplace).
Furthermore, there is evidence that a number of
employees have been reported to be under stress.
Employees whose job expectations are in
contradiction with each other and whose roles are
vaguely bound by frustration and tension that leads
to a lack of productivity. There should be a match
between employees and their work environment
because there are employees who have indicated the
impact of the work environment on their
productivity. The finding of personality traits is
consistent with previous survey studies and
indicates that at least part of the personality impact
has an influence on work through productivity.
6 Conclusion and Recommendations
The study covered the perceptions of employees
about the effects of sleep deprivation, health issues,
stress, work environment, and personality traits
related to productivity. More visualization details
may be revealed through studies in other areas, such
as culture, employee commitment, leadership, etc.
Future research can also carry out a similar study to
this with other organizations in GCC to find out
whether similar results will obtain in terms of
determining the implication of adequate factors
affecting employees to other organizations.
The most important Harnessing Institutional Agility
for a More Effective and Efficient Government
Organization in GCC:
Establish a culture of innovation:
Establishing a culture of innovation within
the government organization is essential for
harnessing institutional agility. This can be
done by encouraging employees to think
outside the box and come up with creative
solutions to problems, as well as rewarding
innovative ideas and initiatives.
Streamline processes: Streamlining
processes within the organization can help
to reduce bureaucracy and make it easier for
employees to get things done quickly and
efficiently. This can include automating
certain processes, such as document
management, or introducing new
technologies that can help streamline
operations.
Foster collaboration: Encouraging
collaboration between departments and
teams can help to foster a more agile
environment in which ideas are shared
freely and quickly implemented. This could
involve setting up regular meetings between
teams or introducing new tools that
facilitate communication between
departments.
Embrace change: Change is inevitable in
any organization; it's important to embrace
it rather than resist it. This could involve
introducing new policies or procedures that
allow for more flexibility in how tasks are
completed or encouraging employees to
take risks and try out new ideas without fear
of failure.
Invest in training: Investing in training
programs for employees can help them stay
up to date with the latest technologies and
trends, which will enable them to work
more efficiently and effectively within the
organization. It's also important to ensure
that all staff members have access to the
same resources so they can work together
more effectively as a team.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.162
Samah Bayomei, Faten Derouez,
Mujtaba Ramadan, Abdallah Mohammedzain,
Eltahir Salim, Yasser Soliman, Mahmaod Alrawad
E-ISSN: 2224-2899
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Volume 20, 2023
6.1 Research Limitation
While the present study has certain limitations, one
of the most significant ones is its reliance on self-
reported survey questionnaires, which may be less
reliable than other methods like focus group
interviews or experimental approaches. The
limitations of the self-reporting method are well-
known and often discussed in social science and
business research, as it may not provide readily
generalizable results. Nonetheless, using self-
reported surveys allows researchers to explore
complex social phenomena like customer behavior
across a large segment of society, and these benefits
outweigh the limitations when a rigorous
methodological approach is applied, particularly
when considering cost-benefit analyses.
This study focuses on the influence of five
factors (sleep deprivation, health issues, stress,
workplace environment, and personality traits) on
employee productivity, acknowledging that there
may be other factors at play. While this approach
has its limitations, businesses need to gain a deeper
understanding of these factors and how they affect
productivity. This research represents a small step
towards broadening researchers' understanding of
productivity factors in the context of Saudi Arabia.
Future studies could expand upon these findings by
incorporating additional factors or testing them with
larger and more diverse samples, potentially
exploring how perceptions differ based on variables
such as job type, age, gender, and experience.
Acknowledgment:
This work was supported by the Deanship of
Scientific Research, Vice Presidency for Graduate
Studies and Scientific Research, King Faisal
University, Saudi Arabia, under the Annual Funding
track [Project No.3176].
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
Conceptualization: Samah Bayomei.
Data curation: Samah Bayomei
Formal analysis: Faten Derouez.
Funding acquisition: Mujtaba Ramadan
Investigation: Samah Bayomei
Methodology: Abdalla Mohammedzain, Eltahir
Salim/
Project administration: Mahmaod Alrawad
Resources: Samah Bayomei, Mahmaod Alrawad
Supervision, Mahmaod Alrawad
Software: Faten Derouez
Validation: Samah Bayomei, Faten Derouez
Visualization: Abdalla Mohammedzain
Writing original draft: Samah Bayomei, Faten
Derouez, Mahmaod Alrawad
Writing review & editing: Mahmaod Alrawad
Yasser Soliman
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
This work was supported by the Deanship of
Scientific Research, Vice Presidency for Graduate
Studies and Scientific Research, King Faisal
University, Saudi Arabia, under the Annual Funding
track. [Project No.3176]
Conflict of Interest
The authors have no conflicts of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
_US
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.162
Samah Bayomei, Faten Derouez,
Mujtaba Ramadan, Abdallah Mohammedzain,
Eltahir Salim, Yasser Soliman, Mahmaod Alrawad
E-ISSN: 2224-2899
1862
Volume 20, 2023