An analytical study of the work environment in industrial companies: Evidence from Arab countries

Abstract This study investigated the features of the work environment in Arab industrial companies. This study was conducted by using a quantitative survey with 108 items that correspond to their views and opinions on their work environment and identify their individual stress and productivity levels based on a combination of four preexisting surveys; “Perceived Stress Scale (PSS)”, “Endicott Work Productivity Scale (EWPS)”, “Work Environment Survey (WES)” and “World Health Organisation—Workplace Health and Productivity Questionnaire (WHO-HPQ)”. A total of 434 responses were received on May 2022 from seven Arab countries (Bahrain, Egypt, Jordan, Kuwait, Oman, Qatar, and Saudi Arabia). The study found a difference in the characteristics of the work environment in Arab industrial companies, where there is a difference in the attitudes of workers in those companies towards “Perceived Stress”, “Work Productivity”, “Work Environment”, and “Workplace Health and productivity” between Arab industrial companies according to the country. The study can explain this result according to the difference in financial and technology resources between manufacturing companies in the Arab Gulf versus Egypt and Jordan. Finally, there are two evidences that can be implemented immediately. A significant percentage of unsatisfied work environments are derived from a lack of relationships between supervisors and subordinates. It is therefore advisable for companies to devise a training programme to achieve a healthy work environment on the other hand.


Introduction
Any effective and successful business understands the importance of employee productivity in the workplace. Being productive can help increase and utilise the capacity of the human resources it has. According to Bubonya et al. (2017), Huang (), and Sukandar et al. () there are ways to improve employee productivity when happy and healthy employees are the basis of a successful business.
Researchers have identified that work environment plays a major role in employees' happiness and health (Harmon et al., 2017;Jansson von Vultée, 2015;Kalliath & Kalliath, 2012;Ruiz & Coduras, 2015). Work environment was traditionally defined as the environmental condition of the location where a work task is being completed. However, the concept of work environment becomes broader as the workplace culture revolutionised. The purpose of a good working environment is to essentially provide employees with job satisfaction. According to Raziq and Maulabakhsh (), job satisfaction is the orientation of emotions felt by employees towards their performance at work and is vital for employee motivation and company productivity.
Occupational stress, deriving from job dissatisfaction and poor work environment, is the state of anxiety produced when one cannot cope with the tasks and responsibilities given at work. It was found that stressed employees are more irritable thus are more likely to create workplace conflicts either intentionally or unintentionally which can further reduce work environment quality (Paras,). At individual levels, high levels of stress can lead to a decline in health resulting to a reduced performance at work (Petreanu et al., 2013).
Employees with stress-related illness is said to be the main culprit for any decline in productivity (Huang, ; Park,). The productivity of a company is an important value that is very difficult to evaluate. By evaluating the workforce productivity, the company is able to access employees' performance, access indirect costs derived from lost in productivity and to reallocate resources accordingly if necessary (Petreanu et al., 2013). As a result, many productivity studies are utilising employees' attendance to evaluate workforce productivity by studying the amount of work loss incurred by employees through absenteeism or presenteeism (Cser, 2010;Huang, 2008;Strömberg et al., 2017).
Although there are many studies done on the impact of work environment on employee productivity, there is a lack of similar studies done on emerging economies and Arab countries (Karim, 2020). There is minimal knowledge whether companies in Arab countries are practising healthy work environment and if they are aware of its relationship with workplace productivity. The aim of this paper is to investigate relationship between Work Environment, Occupational Stress and Employee Productivity. Thus, research questions revolve around: (A) What are the stressors that employees face that are unique in Arab countries?
(B) Why are the majority of employees dissatisfied with their work? (C) How work environment can affect employee?

Literature review
There is an interest in intercultural relations in business and there are many related theories and models. For instance, social identity theory (Hornsey, 2008), it is a social psychological theory that explains how individuals form and maintain their identities within groups. The theory suggests that individuals strive to achieve a positive social identity within their group, which is achieved through the process of social comparison. This comparison can be either upward or downward, depending on the individual's perception of their own group's status relative to other groups. SIT has been used to explain a variety of phenomena, including intergroup conflict, prejudice, and discrimination. Intercultural Sensitivity Scale (Chen & Starosta, 2000); Intercultural Sensitivity Scale (ISS) has been used in a variety of contexts, including studies on cross-cultural communication, international business, and intercultural education. It has also been used to assess the effectiveness of intercultural training programs and to identify areas for improvement in intercultural communication skills. Overall, the Intercultural Sensitivity Scale is a reliable and valid psychometric tool for measuring an individual's level of intercultural sensitivity. It can be used in research on cross-cultural communication as well as in assessing the effectiveness of intercultural training programs. in addition to many topics like the cultural inclusion/exclusion practices (Koburtay et al., 2020). In recent years, the concept of cultural inclusion and exclusion has become increasingly important in the study of social dynamics. Cultural inclusion and exclusion practices refer to the ways in which individuals or groups are included or excluded from a particular culture. This can be done through various means, such as language, dress, customs, beliefs, and behaviors; adjustment to expatriation (Dunbar, 1994); a closed and isolated group (Freund & Band-Winterstein,), needs of migrants and ethnic minorities is a challenge for host communities (Garrido et al.,), Cultural adaptation and societal context: The role of historical heterogeneity in cultural adaptation of newcomers (Huff et al., 2021). The current study adopts a different approach to business research by addressing the characteristics of the work environment for one culture in more than one country.
For the purpose of this study, only the physical and psychological work environment will be discussed as these are the two main areas that have been widely researched. As each of the key work off one another without strong fundamentals in physical and psychological work environment, personal health resources and enterprise community cannot be successfully achieved.

Physical work environment
Physical work environment can be defined by the components that make up the workplace in terms of tangible assets and the level of comfort and safety these assets provide. These components can be divided into two sections; workplace ergonomics and indoor and outdoor environment quality (Davis et al., 2011). Ergonomics is an applied science of designing a system in a way that humans and systems can interact safely and comfortably. Office ergonomics focuses on the ergonomics of the components that make up an employees' work space. This includes work desk, office chair and the positions of the various desktop parts (Amick et al., 2003;Armstrong, 2006;Hedge & Puleio, 2014). On the other hand, industrial ergonomics focuses on the human interaction with an object during manual handling (Carrivick et al., 2005;Mital, ;Snook, 1978). Poor ergonomics can hinder employees' progress as it can restrict them from performing a task effectively and efficiently.
It can also induce physical stress onto employees' physical well-being as the system's poor design may force employees to interact with it in an unnatural manner. Extended interaction with systems with poor ergonomics may lead to serious musculoskeletal injuries (Amick et al., 2003;Carrivick et al., 2005;Hedge & Puleio, 2014;Lewis et al., ;M. M. Robertson et al., 2013;Mital, ;M. Robertson et al., 2009;Snook, 1978).
The factors of outdoor environment quality (OEQ) are similar to the factors of indoor environment quality. Unlike IEQ, whereby the side effects are only noticeable after a prolonged exposure to unapparent conditions, the side effects OEQ can be visible almost immediately due to harsh working conditions from extreme weather and the lack of PPE. Employees can potentially suffer from heat strokes and migraines from working under the hot sun for a few hours; loud and excessive noise produced by heavy machineries can quickly lead to hearing loss; and contact lungrelated illnesses from frequent exposure to smoke, dust and fumes produced as a side product from machineries. Unlike in an office environment, all six factors cannot be controlled in an outdoor environment. All potential side-effects can only be retarded and reduced in severity through the use of proper PPE when exposed to such conditions.

Psychological work environment
A psychological work environment refers to the set of work circumstances under which employees execute their performances in organizations. A healthy psychological work environment is imperative to ensure employees' wellbeing and this alone can encourage employees to come to work and can provide sustainable motivation throughout the day. A psychologically healthy work environment can be achieved by understanding the rule of esteem. According to the rule, human beings have a psychological need to be accepted and respected, recognised to satisfy personal worth needs and praised so to feel admired.
Compliments have the ability to improve recipients' self-esteem and can positively change their behaviour as it provides them the opportunity to validate the compliment. Employees who partake in creating a positive work environment are more likely to get along better with each other. In a work context, such employees are generally friendlier, more co-operative and are able to work well with others (Silla et al.,). Nonetheless, every individual has different psychological needs. Fortunately, researchers have identified that each of the three generations of employees has different psychological needs but are similar within one generation (Balduc, 2016). Researchers have identified that the differences in psychological needs are due to their different environment influence while growing up (Kaifi et al.,). Thus, it is highly important for managers to understand the psychological needs of each generation to ensure job satisfaction.
It is essential to satisfy both physical and psychological work environment to achieve a healthy work environment. Nonetheless, for this research, the study on Arab's psychological work environment was given emphasis compared to physical work environment. This is because in order to make amends or adjustments to unergonomical equipment and machineries and/or to eliminate or reduce parameters that contribute to indoor environment quality, a significant amount of money would be required. Past researchers have found that many CEOs are reluctant to allocate the budget required to update such facilities, stating that the return in efficiency is not worth the investment (Andrews, 2015).
Furthermore, as Arab's main industry revolves around the oil and gas industry, safe working practices are generally enforced by law and it is a legal requirement that companies must ensure that all their employees are aware of the risks in their environment; resulting to a personal believe that Arab's physical work environment is satisfactory. Nonetheless, this belief will still be tested for verification. Another reason why the study on psychological work environment will be given heavier emphasis over physical work environment is because there is currently a lack of knowledge whether a healthy psychological work environment is as enforced and widely as practiced as a healthy physical work environment in Arab countries.

Study methodology
This study was conducted by using quantitative survey with 108 items which will take respondents of Arab industrial companies approximately 10-15 minutes to answer. This survey was used to generate data that corresponds to their views and opinions on their work environment and identify their individual stress and productivity level. Further, the following hypotheses were developed to be tested. The survey used in this study was a combination of four pre-existing surveys, as following in Table 1: In addition, demographic data (such as age stage and marital statuses) were taken for a more specific interpretation of the results.
The main statistical tools used to analyse the results were the t-test and correlation test. For the t-test, a two tailed two sample assuming unequal variances was used with the confidence level set at 95%. Thus, any results with p < 0.05 mean that there is no significant difference. As for the correlation test, Table 2 shows the possible values of R-values derived from the correlation test and their respective description.
A pilot study was conducted by distributing hard copy surveys to three academic lecturers and six potential respondents. Feedback was provided and amendments were made to the survey accordingly.

Study sample and data collection
The data was collected through social media platforms along with Google forms. The Google link was also sent to several groups of people via instant messaging apps, "WhatsApp" and "Telegram" with the request of forwarding the link to their other group chats, thus reaching a larger demographic of audience. At the point of data analysis, a total of 434 responses were received.
The study's limitation was the lack of diversity of participants from only seven countries (Bahrain, Egypt, Jordan, Kuwait, Oman, Qatar, and Saudi Arabia)-In the Arab industrial companies, especially in the Arabian Gulf, there are many other nationalities that speak the Arabic language from countries such as India, Pakistan and Sri Lanka-. The study justified this by relying on Arabic-language surveys. This matter caused a bias when reaching the individuals participating in the investigation. Thirty-two respondents were from Saudi (just 7.373% of participants). A total of 139 respondents were from Egypt (32.027% of participants); the rest of the responses were from Jordan, Kuwait, Bahrain, Oman, and Qatar, respectively.

Inferential analysis and hypothesis testing
On the basis of the data obtained from the survey, the Cronbach's alpha coefficient of the received questionnaires was 0.7986, and the standardized-item alpha was 0.8102. Thus, the study found indicators of stability in the statistical tests' results. There are seven null hypotheses. Only by testing these hypotheses can the assumptions be verified, and thus the study questions can finally be answered as well.

First hypothesis H 1 : There is no relationship between occupational stress, employee productivity and work environment in Arab countries
A correlation test was used to test null hypothesis H 1 . Past researchers have already identified that a poor work environment can negatively affect occupational stress and employee productivity. Consequently, this test is to identify whether this correlation applies to Arab countries as well Table 3 shows the results of the correlation test between perceived stress score, productivity level and work environment satisfaction. The correlation coefficient between perceived stress and productivity level was calculated to be −0.56 which corresponds to a strong negative correlation. This indicates that the higher the perceived stress, the lower the productivity level. A similar result was seen as the correlation coefficient of −0.54 between perceived stress and work environment satisfaction. Likewise, this indicates that the lower work environment satisfaction, the higher the perceived stress score and vice versa. On the other hand, the correlation coefficient between productivity level and work environment was calculated to be 0.48 which corresponds to a strong positive correlation. This indicates that the higher the work environment satisfaction, which stimulates employee obligation and employees have a tendency to be loyal to their organizations (Zhenjing et al.,).
With this, null hypothesis H1 stating that there is no relationship between occupational stress, employee productivity and work environment in Arab countries is rejected. Similarly, that agree with Dollard and Bakker (2010) that a poor work environment can affect occupational stress and employee productivity is proven valid and true.

Second hypothesis H 2 : There is no difference in employee productivity based on marital status in Arab countries
A t-test was used to identify whether there is a difference in employee productivity based on marital status. This hypothesis was derived with the assumption that married employees have lower productivity levels as they are more likely to have more family commitments than single employees. Especially with Arab's countries' lack of public transport, parents are required to leave the office to ferry their children to and from school. Table 4 shows the t-test results for the productivity level between employees of different marital statuses. Employees that are divorced or widowed have been categorised as single. According to the results, there is no difference of productivity level based on marital status, therefore null hypothesis H 2 is accepted.
It is notable that using marital status to evaluate a possible decline in productivity due to family commitments may not be the best representation as this was simply based on the assumption that these married employees have children that are still highly dependable on them. Nonetheless, the issue of parents frequently leaving the office to ferry their children around is inevitably a problem faced by many Arab countries parents and the question whether it causes them to be less productive compared to other employees with no children is still at large. However, as discussed in the previous section, it was identified that employees with family commitments are apparently slightly more productive than employees that do not have family commitments. Due to the conflicting results, more data is necessary to reevaluate this issue. The t-test was used to identify whether there is a difference of work environment satisfaction based on the difference of generation of employees. This hypothesis was derived from the assumption that Arab's current work environment is old-fashioned and is accustomed to older generations and has yet to make changes to accommodate the work environment preference of the younger generations as depicted in the literature review that different generation of employees have different preferences in management.

Third hypothesis H 3 : There is no difference in work environment satisfaction based on the difference of generation of employees in Arab countries
Literature review-like Andert (2011); Enam and Konduri (2018); Kim and Park (2020)-have categorised Baby Boomers, Generation X and Millennials according to their birth years, thus employees that are considered Baby Boomers, Xers and Millennials should be between 54-74 years old, 38-53 years old and 18-37 years old, respectively, as of this year of 2018. However, the age categories depicted in the demographic part of the survey do not exactly match the age groups of the different generations. Nevertheless, the difference is not significant. Consequently, the age groups 18-25 years old and 26-35 years old were categorised as Millennials and age groups 36-45 years old, 46-60 years old and above 60 years old was categorised as Baby Boomers/Xers. It was decided to combine Baby Boomers with Xers because the percentage of Baby Boomers was difficult to tell from the age groups and it was also assumed to have a small percentage as there was only a 6 years gap before reaching the normal retirement age of 60 years old. Table 5 shows the t-test results for work environment satisfaction based on the difference of generation of employees. According to the results, there is no difference of work environment satisfaction based on generational difference thus accepting null hypothesis H 3 . A correlation test was also conducted to identify whether there is any relationship between the different generation of employees and each of the 108 items in the survey. All correlation coefficient calculated was between ±0.01-0.19 which corresponds to a non-existent or negligible correlation. But, these results does not disprove that different generation of employees prefer different management styles. This just indicates that it is probable that Arab countries companies are able to cater to the different management styles of the different generation of employees thus ensuring work environment satisfaction for all employees. An ANOVA test was used to identify whether there is a difference of Perceived Stress between Arab industrial companies based on the country;

Fourth hypothesis H 4 : There is no difference in perceived stress between Arab industrial companies according to the country
The previous statistical results show F value was 2086.535; it is significant at 95% confidence level. Table 6 shows significant difference in perceived stress between Arab industrial companies according to country.

Fifth hypothesis H 5 : There is no difference in work productivity between Arab industrial companies according to the country
An ANOVA test was used to identify whether there is a difference of work productivity between Arab industrial companies based on the country; The previous statistical results show F value was 792.125; it is significant at 95% confidence level. Table 7 shows significant difference in work productivity between Arab industrial companies based on country.

Sixth hypothesis H 6 : There is no difference in work environment between Arab industrial companies according to the country
The ANOVA test was used to identify whether there is a difference of work productivity between Arab industrial companies based on the country.
The previous statistical results show F value was 613.7879; it is significant at 95% confidence level. Table 8 shows significant difference in work environment between Arab industrial companies according to country.

Seventh hypothesis H 7 : There is no difference in workplace health and productivity between Arab industrial companies according to the country
The ANOVA test was used to identify whether there is a difference in workplace health and productivity between Arab industrial companies based on the country; The previous statistical results show F value was 394.9; it is significant at 95% confidence level. Table 9 shows significant differences in workplace health and productivity between Arab industrial companies based on country.

Analysis and discussions
In this section, findings were analysed according to following research questions.

Why are majority of Arab's employees dissatisfied with their work?
There are several reasons as depicted previously why Arab employees are dissatisfied with their work. However, the reasons will be narrowed down by using the correlation results as shown in Table 3 in the previous section. It was understood through all the correlations, employees are generally dissatisfied with their work because while they are given so much deliverables to the point that they feel nervous, stressed and unable to control or cope, they are also very hard on themselves as they were not able to be as productive and efficient as they would like to be because they are not able to concentrate at work either because they are sick, exhausted or because they are simply not interested in their work but are pressured to deliver well.
On the other hand, employees also may feel like they are not respected enough as a person by their supervisors and by their company. Not only are they unsatisfied with the quality of supervision they receive, they also often feel unsupported and unmotivated to excel in their work from the lack of recognition and inspiration. The level of satisfaction employees have regarding their work is clearly shown in the last section of the WES section under overall satisfaction with the company.

What are the stressors that Arab's employees face that is unique in Arab countries?
The main stressor that Arab's employees face that is uniquely Arab countries-Special: Gulf Cooperation Council-is the unpredictability in the oil and gas prices. As mentioned previously, Arab's economy is highly dependent on its oil and gas industry and the several consequences if the oil prices were to significantly drop. A decline in oil prices will lead to budget cuts, retrenched employees, increased in responsibility and pressure which ultimately results to stress. Budget cuts can also lead to employees receiving insufficient training, have their benefits revoked, while potentially working longer hours with minimal compensation and then disrupting their work-life balance which also leads to stress. Even if the oil prices are good, the stress is still there because of its known erratic nature, employees are fighting for their job security.
In addition to the above; the study can expect to many reasons like Language barriers (Many Arab countries have multiple languages spoken, which can create communication issues and misunderstandings), cultural differences (Working in an Arab country can be a challenge for those who are not familiar with the culture, customs, and values of the region), political instability (Political unrest and violence in some Arab countries can create a stressful work environment for employees), gender roles (Traditional gender roles in some Arab countries can lead to unequal treatment of women in the workplace, creating an additional stressor for female employees.), and Religious differences (Different religious beliefs among employees can lead to tension and conflict in the workplace if not managed properly).
Finally, according to Table 3 their correlation between perceived stress score, productivity level and work environment satisfaction.

Is there anything about Arab countries work environment that cannot be helped?
Three areas have been identified that cannot be help in Arab's work environment no matter what changes are implemented. Two of the three areas are their confidence in their senior leadership of their department and how fitting their job is with their skills and interests. The last area is essentially Arab countries culture itself. It was observed that Arab countries are less confrontational and are more likely to keep things that they are unhappy about to themselves when compared to expatriates. It is common for Arabs to complain about things that they are unhappy about but rarely have the initiative to do something about it due to the fear of rejection or reprisal. While there are some companies that encourage confrontation, it is not generally practised by the majority of companies in Arab countries. Furthermore, when compared to expatriates, Arabs are more sensitive and they care about other people's opinion about them. As a result, Arabs have the tendency to try and uphold a good reputation for themselves. Arabs can be very judgemental and have the tendency to "talk" about other people's behaviour despite knowing the intentions of the behaviour. For an example, if an employee is leaving work early due to a family emergency, surrounding employees without knowing the reason will immediately judge and label the employee as unproductive or lazy for leaving work early. It is unknown why Arabs tend to behave in this matter but it can only be assumed that it is just how Arabs are brought up and it is something that cannot be easily changed.

What can be easily implemented to immediately improve Arab's work environment and what are the requirements of it being sustainable?
There are two things that can be implemented immediately. As a significant percentage of unsatisfied work environments are derived from a lacking relationship between supervisors and sub-ordinates, as mentioned previously, companies should devise some sort of employee evaluation to assess who is fit to become a good supervisor. If done successfully, companies can keep reusing the test and so they can be confident that all supervisors that pass the test will be able to nurture growth of the employees and ultimately the health of the company very well. The other area that can be immediately improved is to better orientate attachment students simply by requesting in advance their industrial training requirements so supervisors can plan ahead. Similarly, since the event of receiving attachment students is inevitable, it is advisable for companies to devise a general program for all attachment students to follow especially since their industrial training requirements will usually be more or less the same. Sustainability can be achieved when the program is consistently being revised for improvement for every batch of attachment students especially in Egypt and Jordan.

Conclusions
The Arab world is a region of immense cultural, economic, and political diversity. It is home to some of the most advanced economies in the world, as well as some of the most impoverished. As such, it is important to understand the unique characteristics of the work environment in Arab industrial companies. This article will explore the specifics of the work environment in Arab industrial companies. The labor laws and regulations governing employment in Arab industrial companies vary from country to country. In general, however, there are certain commonalities that can be observed across countries. For example, many countries have minimum wage laws that set a floor for wages paid to workers. Additionally, there are often restrictions on working hours and overtime pay for employees. Furthermore, there are often laws that protect workers from discrimination based on gender or religion.
The labor market dynamics in Arab industrial companies vary from country to country depending on factors such as economic development level and population size/density. In general terms, however, there is a large informal sector which accounts for a significant portion of employment opportunities available in these countries; this sector is characterized by low wages and limited job security due to its lack of regulation or protection from exploitation by employers or other stakeholders within society at large. Additionally, there is a growing trend towards increased automation which has led to fewer jobs being available for manual laborers; this has been particularly pronounced within certain sectors such as manufacturing where automation has replaced many traditional roles with machines that can do them faster/cheaper than human workers could ever hope to achieve-this has had an adverse effect on employment opportunities available within these industries but also presents potential opportunities if managed correctly with regard to training/upskilling existing staff, etc., so they can take advantage of new technologies being introduced into their respective workplaces instead of being left behind due to lack thereof knowledge/experience etc.
According to the results of the first hypothesis test, Table 3 shows the results of the correlation test between perceived stress score, productivity level, and work environment satisfaction. The correlation coefficient between perceived stress and productivity level was calculated to be −0.56, which corresponds to a strong negative correlation. This indicates that the higher the perceived stress, the lower the productivity level. A similar result was seen in the −0.54 correlation coefficient between perceived stress and job satisfaction. Similarly, the higher the perceived stress score, the lower the perceived work environment satisfaction, and vice versa. On the other hand, the correlation coefficient between productivity level and work environment was calculated to be 0.48, which corresponds to a strong positive correlation, which agrees with Dollard and Bakker (2010) and Zhenjing et al. (). According to the results of the second hypothesis test according to Table 4 shows the t-test results for the productivity level between employees of different marital statuses. Employees that are divorced or widowed have been categorised as single. According to the results, there is no difference of productivity level based on marital status therefore null hypothesis is accepted.
According to the results of the third hypothesis test according to Table 5, there is no difference in work environment satisfaction based on generational differences, thus accepting null hypothesis H3. A correlation test was also conducted to identify whether there is any relationship between the different generations of employees. All correlation coefficients calculated were between ± 0.01 and 0.19, which corresponds to a non-existent or negligible correlation. However, these results do not disprove that different generations of employees prefer different management styles. This simply means that Arab country companies are likely to be able to cater to the various management styles of different generations of employees, ensuring work environment satisfaction for all employees.
According to the results of the fourth hypothesis test according to Table 6, there is a significant difference in perceived stress between Arab industrial companies according to country. However, according to the results of the fifth hypothesis test according to Table 7, there is a significant difference in work productivity between Arab industrial companies based on country. On other hand, according to the results of the sixth hypothesis test according to Table 8, there are significant differences in work environments between Arab industrial companies according to country. Finally, according to the results of the seventh hypothesis test according to Table 9, there are significant differences in workplace health and productivity between Arab industrial companies based on country.
As a conclusion, there is a difference in the characteristics of the work environment in Arab industrial companies, where there is a difference in the attitudes of workers in those companies towards "perceived stress", "work productivity", "work environment", and "workplace health and productivity" between Arab industrial companies according to the country. The study can explain this result according to the difference in financial and technology resources between manufacturing companies in the Arab Gulf versus Egypt and Jordan. Addition it is very apparent how the degree of satisfaction employees have towards their work environment can affect their stress and productivity level. It was also clear through the findings that most of employees' dissatisfaction is derived from poor psychological work environment, while the physical work environment is still manageable as it currently is despite any generational differences. Through this study, it was identified that the work environment in Arab countries is still relatively satisfactory but there are a number of specific areas that require immediate improvements which some can easily be adjusted while some may require trial and error in order to identify the best balance for the employees which will definitely be a challenge for the companies. By regularly reassessing and continuously implementing methods of improvements into the work environment, only then can companies in Arab countries be able to achieve a healthy work environment.

Recommendations
It was a constraint of the study that a qualitative approach was employed due to the absence of quantitative data and the homogeneity of participants from only seven nations. This conclusion was supported by an Arabic-language survey. This matter resulted in a bias among those who participated in the probe. Lastly, the sort of social media site utilized affected the study's findings. Therefore, the study proposes expanding future research beyond WhatsApp and Telegram to include sites such as Facebook, WeChat, QQ, TikTok, Snapchat, Twitter, and Qzone. In addition to the characteristics of the Arab work environment, some factors were not covered by the survey, such as leadership style, organizational conflict as other factors that were not tested in the current study.
It is essential to point out the role of the ethical factor in supporting a healthy work environment. In addition, adopting environmental issues helps enterprises achieve entrepreneurship if this represents direct and indirect benefits to employees that will be back to consumers too. Finally, managers of Arab companies should pay attention to creating a healthy work environment; this pattern of work environment is reflected in the performance levels of individuals, groups and the company as a whole.