Influence of Corporate Fitness Facility on Employees’ Performance

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Influence of Corporate Fitness Facility on Employees’ Performance

Category: Computing

Subcategory: Design

Level: University

Pages: 8

Words: 2200

Questioners consisting of the following questions were formulated and issued to the sample employees, n=20, who volunteered for 3 different organizations (Organization X, Y, Z). Organization X and Y had an active fitness facility as part of their employee welfare program. On the other hand, organization Z had no active fitness facility. The goal for choosing the mentioned organizations was to compare employee performance in Organization X and Y which had a fitness program and employee performance in organization Z which had not active fitness program in their catalog.

Influence of Corporate Fitness Facility on Employees’ Performance

As was stated in the method, our research goal was to be achieved via a combination of research methods including conducting short-term observations and issuing questioners with a goal of finding out employees’ opinion and/or attitude towards the presence or absence of had a fitness program in their respective organizations. As well, to provide insight on the ‘degree’ of agreeableness, a new element, the Likert Scale, was incorporated into the research design to accompany our questioners. Rather than asking for a “yes” or “no” response that can sometimes prove difficult to obtain, we brought in statements where the respondents were requested to give their full opinion by providing quantitative values concerning the level of agreement or disagreement.

Listed below are the key questions of interest formulated. It was important to make the question as short as possible to make sure not to consume too much of our respondents’ time. The aspect also proved key when coding the questions for analysis in that its saved the time spent analyzing the responses;
Results from Research Questions
a. Closed questions
Do you get job satisfaction from the fitness facility provided by your organization provides? {Yes or No}.
How often do you work out in the fitness facility provided by your organization? {Every time, Often, Rarely}
On the scale of one to ten, rate how much fitness facilities are an effective incentive for other employees?
Do you think a fitness program is an integral part of a company’s employee vision? {yes, No}
If your organization does have a fitness program in place, can you say its high time they invested on one?
b. Open-ended questions
What measures has your organization put in place to maintain the sustainability of the fitness program?
What is your general attitude towards the fitness program in your organization?
In general, do you think the idea of providing fitness facilities should be adopted on a wider scale in the industry? Explain.
Results from the Closed Questions
Question Yes No
Do you think a fitness program is an integral part of a company’s employee vision? {yes, No}
=84% 8/50
How often do you work out in the fitness facility provided by your organization? {Every time, Often, Rarely}
Every time and Often Rarely
92% 8%
On a scale of one to ten, rate how much fitness facilities are an effective incentive for other employees
Rating >5 Rating<5
90% 10%
Do you get job satisfaction from the fitness facility provided by your organization provides? {Yes or No}. Yes No
3/5 =60% 2/5 =40%
If your organization does have a fitness program in place, can you say its high time they invested on one? Agree Not sure
90% 10%
Average Positive responses Negative responses
83.2% 16.8%
Results from The Likert Scale
As stated, our study method entailed the use of Likert-type scales to measure attitudes about the role of fitness facilities in our respondents’ respective organizations. The table below lists the outcomes obtained where the Likert-category scale was utilized to gauge constructs as far as fitness facilities are concerned.
Response continuum Fitness facilities in my organization have a positive impact on my work motivation.
Employer Organization X Organization Y Organization Z
Strongly disagree 0 0 N/A
Disagree 1 0 N/A
Neutral 4 6 N/A
Agree 10 11 N/A
Strongly agree 5 3 N/A
To calculate the composite score for each respondent, the mean-item summed score was calculate. In short, that is through dividing respondents summed score by the number of objects making up the subscale or scale. Generating an average score -item for each respondent that stand inside the range of the figure from the response continuum. All objects making up a subscale or scale are presumed to be equivalent when computing an aggregate score, summed score or the average score item (Joshi et al., 2015, p 396).
Observation report
The purpose of conducting observations on employees in the three organizations was to make a detailed report on their daily behavior/conduct and attitudes on their natural settings. The aim was to determine whether employees in organizations X and Y where fitness facilities are present were more proactive than those from organization Z where there were no fitness facilities. The interest was to record behaviors that one would consider out of place such as reporting late to work. Observations were spread inside a one-hour time frame. Furthermore, observations took 20 minutes each, with each on its own day. The table below presents all the data that was obtained during the observation sessions.
The Number of Employees Who Reported Late for work
Organization Day One of Observation Day Two of Observation Day Three of Observation
Organization X Number Minutes late Number Minutes late Number
Minutes late frequency
1 15 mins late
2 30 mins/ 20mins respectively 1 15 mins late 1.33 cases/day
Organization Y 3 On average, one hour each. 0 N/A 0 N/A
1 case/day
Organization Z 7 On average, one hour each. 4 On average, one hour each. 5 On average, one hour each. 5.3
Evaluation and Discussed of Results
The Pie chart below shows the proportion of the positive and negative responses obtained from the questioner driven survey conducted on twenty respondents from each of the respective organizations.

Based on the information above we can conclude that employees from the selected organizations agreed that fitness facilities played a part in boosting their work motivation and hence performance. Indeed, a significant 83% of the respondents agreed that fitness programs offered by their respective plays a critical role in helping them concentrate on their work. From the uncorded open-ended questioners, a majority of the respondents said that the fitness programs/facilities in their respective organizations were critical in enhancing teamwork among the employees involved. Participants further indicated that fitness programs/facilities helped in reducing stress.
On the other hand, after evaluating the observation report, the team came up with the graph below. The graph shows the frequency of late-coming cases across organization X, Y and Z. As it can be seen from the graph, organization Z had the most cases of the late coming of 5.3 times per day compared to organization X and Y which 1.3 times per day and 2 times per day respectively. From this, we can argue that the defining factor for late coming was the availability of fitness facilities in organization X and Y.

Theoretical and the Conceptual Framework
The force behind employee performance is employee motivation. Therefore, when looking the theoretical and the conceptual frameworks of employee performance, the paper will primarily lean on motivation theories. Indeed, a crucial point of consideration in analyzing of motivation is acknowledging the causes of motivation since the causes are what motivate and move people towards a certain target. Therefore, this topic is fundamental to know and visualize in the administration of human resources of each organization. It is significant in capturing what is needed to be done to better motivate the staff or employees and ultimately achieve greater productivity (Mohammad, 2018, p 66). The different motivational theories in the extensive literature of sociology and economics can help shed more light on this issue.
Herzberg’s Two-Factor Theory
For Herzberg, the incentive to work is subject to on two theoretical influences: Hygienic motivate and Motivational motivate. Hygienic factors define the environmental and physical situations that surround employees at work. For example, things concerning work such as the wage, welfares, company strategies, level supervision, the relation between employees and management, employee leave and so on (Mohammad, 2018, p 66). The hygienic factors have limited capacity to influence in a powerful in the behavior of employees. The expression “hygiene” reflects precisely preventive nature and indicates that they are only intended to avoid sources of dissatisfaction with the environment or potential threats to balance. Additionally, these factors only held in avoiding employee dissatisfaction, since their influence on the behavior is usually insignificant. Be that as it my; they play a crucial role in employee performance since they directly impact motivation (Alshmemri et al., 2017, p2).
In essence, offering corporate fitness facilities is a form of hygiene factor. Organization X and Y understand that the comfort, health, and happiness of their employees affect their commitment, their performance and the results of the company they work for. That is, with a fitness program in place employees tend to be more proactive and engaged in their work. As was seen from the observation report, because of high motivation, employees from organization X and Y had few cases of workers reporting rate to work as compared to organization Z which had no fitness program in place.
On the other hand, motivational influences denote the level of satisfaction the employee has with his/her position in an organization. If a given employee is assigned to a position that can be categorized as ‘draining’ the organization has a responsibility of putting in place incentives such as free tea breaks and evening fitness sessions. For instance, these programs have the ability to offer the employee the much-needed mental break from work so that they can recharge and come back again with full gear. As such, it is only common sense that employee performance will be improved without a doubt.
Vroom’s Theory of Motivation
Vroom’s theory of motivation argues that conduct emerges from conscious decisions made from a list of choices with the goal of minimizing pain and maximizing pleasure (Skolt, 2012, p 23). As such, Vroom identified that the performance of employees is determined by factors such as skills, personality, experience, etc. specific to each person (Lazaroiu, 2015, p.66). In an employment context the following factors that determine motivation:
Personal aims: personal objectives or aims denote all the prospects one has of achieving within a certain period. An employee will be inclined to work hard if he/she knows and trust that what he/she is doing will get him/her wants to be to achieve their objectives (Lazaroiu, 2015, p.66).
Relationships between achieving high productivity and goals: If an employee has as a goal of securing a raise of salary in a job that pays based on individual output, that employee will then have great motivation to attain high productivity. The converse also holds (Lazaroiu, 2015, p.66).
Perception of their ability to influence their productivity: in short, this means that if the employee believes that even if he makes a great effort in his work, there will be no effect on productivity, he will tend not to try harder (Lazaroiu, 2015, p.66).
Now, the question that remains is what Vroom’s theory of motivation has to do with providing cooperate fitness facilities. The answer to this is that cooperate fitness programs have holistic benefits for both the employee and the employer (Robinson, 2014, p 23). First offering cooperate fitness facilities will encourage good healthy choices and employees will want to stay in shape more. As such an employee will gainer more confidence from engaging in the fitness. The confidence will push him/her towards achieving things that he or she thought were farfetched. It follows that (Skolt, 2012, p 23). Hence, this only leads to more motivation and hence improved employee performance. Hence, this will be a plus to both the employer.
Theory of labor adjustment
Moreover, this theory states that the motivation and job satisfaction of employees depends on the adjustment between their needs and qualities and the characteristics of the job and the organization. From such adjustment arise two implications. Firstly, that the design of the job can cause an employee to be motivated and challenged But not get the same effects on another worker (Dix-Carneiro, 2016, p 2). Secondly, not all employees want to be involved in decision making and that, therefore, the design of the jobs must consider these particularities (Dix-Carneiro, 2016, p 2). Using our case at hand, it might happen that several employees within the body of staff place body fitness and health on a higher footing. Thus, it would do them justice if their organization had a fitness program in place that encouraged healthy lifestyles (Hill, and Brierley, 2017, p 14).
Last but not least, by putting in place a fitness program, it will give an impression to the employees that their organization cares about their well-being. Therefore, this will not only have an impact on employee motivation and performance but also will increase employee loyalty (Robinson, 2014, p 23). Besides, since employees will be keeping fit within the organization premise, it will save them time and money that would otherwise be used for possible enrolment to non-company-based fitness programs (Hill, and Brierley, 2017, p 14). In short, this means that employees cases of lateness will be reduced because time will be saved, motivation will be high, teamwork will be improved since employees will be training and exercise together more often, etc.
References Alshmemri, M., Shahwan-Akl, L. and Maude, P., (2017). Herzberg’s two-factor theory. LifeScience Journal. Accessed on 19th April 2018. Retrieved from:
Dix-Carneiro Rafael. (2016). The Dynamics of Labor Market Adjustment to Trade Liberalization. Accessed on 19th April 2018. Retrieved from:
Hill, N. and Brierley, J., (2017). How to measure customer satisfaction. Routledge.
Joshi, A., Kale, S., Channel, S. and Pal, D.K., (2015). Likert scale: Explored and explained BritishJournal of Applied Science & Technology, 7(4), p.396. Accessed on 19th April 2018. Retrieved from:
Kumar, R.(2014). Research Methodology: A Step-by-step Guide for Beginner, 4th Ed.
London, Sage. ISBN: 141291194X
Lazaroiu, G.,(2015). Employee Motivation and Job Performance. Linguistic and Philosophical Investigations,  7(2), p.66.Mohammad Datuk. (2018). Impact of Employee Motivation on Work Performance. Retrieved from:, O.C., (2014). Sampling in interview-based qualitative research: A theoretical and practical guide. Qualitative Research in Psychology, 11(1), pp.25-41.
Skolt, M. (2012). Population-based cohort studies. Epidemiologic reviews, 20(1), 81-90.

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