VOlUME 05 ISSUE 01 JANUARY 2026
1Isada Mahmutović, 2Adisa Delić
1Department of Management, Faculty of Economics, University of Tuzla, Tuzla, Bosnia and Herzegovina
2Department of Management, Faculty of Economics, University of Tuzla, Tuzla, Bosnia and Herzegovina
DOI : https://doi.org/10.58806/ijsshmr.2026.v5i1n28Google Scholar Download Pdf
ABSTRACT
This study aims to examine how the design of the work environment and its key dimensions—job design, employee involvement in goal setting and decision-making, as well as teamwork practices and open communication—affect productivity, organizational identification, and workforce stability in organizations in Bosnia and Herzegovina. Using a quantitative research approach and linear regression analysis on a sample of employees from the industrial sector, the results indicate that the work environment exerts a statistically significant and consistent effect on all observed outcomes. Among the analyzed components, employee involvement in decision-making proved to be the most significant factor, indicating that a sense of appreciation and the ability to influence one's own work have a strong effect on employees' motivation, loyalty, and willingness to stay in the organization. The results show that the impact of work environment design on employee performance is largely realized through strengthening employees’ connection to the organization. When the work environment is designed to ensure pleasant working conditions in which employees are actively involved in work processes, it becomes a powerful source of employee motivation and engagement. Therefore, a policy of adequately designing the work environment does not represent merely a short-term solution, but rather a realistic and sustainable approach to strengthening organizational stability and long-term success.
KEYWORDS:employee participation, job design, organizational identification, teamwork, productivity, work environment, workforce stability
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Cite this Article:Mahmutović, I., & Delić, A. (2026). Work Environment Design and Key Indicators of Organizational Effectiveness. INTERNATIONAL JOURNAL OF SOCIAL SCIENCE HUMANITY & MANAGEMENT RESEARCHS, 5(1), 232-243. https://doi.org/10.58806/ijsshmr.2026.v5i1n28