Key Factors Shaping Employees’ Work Performance

Lences P. Torres and Noel N. Pit
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Lences P. Torres: Lourdes College, Inc., Cagayan de Oro City
Noel N. Pit: Lourdes College, Inc., Cagayan de Oro City

International Journal of Research and Innovation in Social Science, 2025, vol. 9, issue 14, 1337-1343

Abstract: While other employees cannot perform well in an organization, others become productive. Exploring how these employees become productive can help improve the work performance and needed support system in the organization. Although, there are plenty of studies exist concerning organizational productivity and work performance, but research on personal factors and organization culture is limited. The main objective of this descriptive correlational study is to examine the relationship of the individual factors and organizational culture in the work performance of employees in an organization. Data were collected, using adapted questionnaires, from 94 participants who were chosen using partial enumeration procedure. The data were analyzed using descriptive statistics and Canonical Correlation Analysis (CCA). Results revealed that personal factors such as well-being, motivation, innovation orientation, digital competence along with personal assets heavily associate with work performance. Furthermore, the culture of the organization based on supportive and cooperative values also made a significant association on the performance of the employees. This means that both personal and environmental factors can significantly affect the work performance of employees within the workplace supporting the theories of Herzberg’s Two-Factor Theory and the Job Demands-Resources (JD-R) Model. The findings point to the strengthening of the programs for employee well-being, motivation, innovation and digital competence, and positive organizational culture. Given these findings, it is recommended that future research consider the influence of organizational culture on work performance longitudinally, investigating also the effectiveness of certain organizational interventions, including well-being programs and professional development opportunities.

Date: 2025
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