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Employing the “Job demands-resources (JD-R)” framework, this study examines the impact of co-occurring social supports (supervisor, coworker, and family support) on the telework environment and employee engagement.

The study uses a multimethod approach. Data from 294 employees belonging to Indian technology organizations were collected and analyzed using the partial least squares (PLS)-based structure equation modeling software SmartPLS4. Following this, necessary condition analysis (NCA) was carried out using the NCA package for R.

Telework environment was found to mediate the relationship between social support and work engagement. Supervisor support and instrumental family support were identified as predictors as well as necessary conditions for telework environment. Coworker support was identified both as a predictor and necessary condition for telework environment. Although emotional family support was found to be a predictor of telework environment, it was not identified as a necessary condition.

The findings indicate that coworker support and family instrumental support are as important for telework success as supervisor support. Moreover, our findings suggest that varying levels of telework environments (low, moderate, and high) may necessitate distinct social support configurations. Consequently, organizations should match their social support configuration to match their overall teleworking strategy.

A basic premise of the JD-R framework is that resources exist in caravans (bundles). However, previous research (in telework) has concentrated on only one or two kinds of social support, that too in varying situational contexts, limiting generalizability of the findings. This has also produced inconsistent conclusions concerning the role of support providers such as coworkers and family. Recent developments in JD-R also suggest that the role of resources may vary in terms of their importance (necessity) for work engagement. By augmenting standard regression-based techniques with NCA, the authors explore these issues to provide a more thorough understanding of the influence of social supports on work engagement in telework situations.

Although the physical environment provides an important context for employees' work, there remain divergent findings regarding how different spatial settings, such as more open or more closed workspaces, impact employees. Employing research on the functions of the physical work environment, we contribute to a growing body of research on employees' interactions with their workspace by developing and measuring the notion of person–space fit (P-S fit). This construct affords examination of the multi-dimensional nature of employees' interactions with their workspaces, to understand how their perceived fit with the key functions of their workspace impacts their experiences and social network activity at work.

We first develop a new P-S fit scale and test its factorial, convergent, discriminant, and incremental validity over other person–environment fit concepts (N = 155). Next, in a naturally-occurring, quasi-field experiment of a workspace change intervention moving employees from predominantly closed workspace to more open workspace (N = 47 pre-move; N = 37 post-move), we examine how changes in both workspace layout and P-S fit impact workers' experiences of their workspaces (needs for task privacy and spaciousness) and collaborative behaviors (social network activity).

Our P-S fit scale consists of theoretically and empirically validated dimensions representing fit with four workspace functions: aesthetic fit; identity fit; instrumental fit; and collaboration fit. Instrumental fit is positively associated with experiences of task privacy, whereas aesthetic fit and identity fit positively associated with experiences of spaciousness, but no forms of fit were related to social network activity. However, the findings show that work-related social network ties tended to decrease, and new ones were less likely to form, in open office spaces.

Contributing to a growing body of research linking person–environment fit literature to workspace design, this study offers a new scale assessing P-S fit and provides some empirical evidence of its importance for understanding the complexity of the employee-work environment interaction.

The purpose of this paper is to determine the effect of the work environment, leadership style and organizational culture on job satisfaction and its implication toward the performance of the employees.

The research population was the whole 642 employees of Parador Hotels and Resorts, Indonesia. The amount of the samples was determined with the formula of Slovin, and the Structural Equation Modelling (SEM) sample consideration was equal to 200 employees. As many as 179 questionnaires were returned and sent for analysis. Proportionate stratified sampling was used for the sampling technique, and sample elements were determined by accidental sampling method. The analytical method used in this study was descriptive statistics and SEM–Partial Least Square with IBM Statistical Package for the Social Sciences (IBM SPSS) Statistics 22.0 software and WarpPLS 3.0 program.

The results show that work environment, leadership style and organizational culture have a positive and significant impact on job satisfaction, but only the leadership style has a positive and significant effect on the employee performance. Job satisfaction does not give a significant and positive effect on employee performance and it is not a mediating variable.

As indicated by the findings, the role of leaders in hotel industry, in this case general manager (gm), is of importance. Without a high-quality gm, job satisfaction and organizational culture will not be achieved.

The purpose of this paper is to present the importance of a healthy working environment and approaches to establish a healthy working environment of older employees and their impact on work engagement of older employees. The working environment that is not suitable and adapted for older employees presents a big challenge for Slovenian and other companies in which the work force is getting older. Hence, this paper develops a model of a healthy working environment for older employees, in which they could feel well because of its positive affect on their health.

The research method in this paper was the descriptive-correlative type. After a systematic review of literature, which relates to this topic, the authors used the compilation method. In addition to descriptive statistics, factor analysis and regression analysis were used in this paper.

Considering the demographic changes and active ageing in the workplace, age diversity of employees has to become a part of the general strategy of a company to ensure equality and diversity. Adequate working conditions, which should exist in every company, contribute to the improvement of healthy working environment for older employees and their work-engagement. This paper presents that approaches to establish a healthy working environment of older employees have a positive impact on work-engagement of older employees.

The stated findings will help companies to better understand and manage their older employees and the importance of establishing a healthy working environment for older employees with which the work-engagement of older employees can be improved. Socially responsible behavior benefits all in this way, too.

This paper is based on forming a research model for creating a healthy working environment for older employees as a part of social responsibility. The main objective of this paper is to examine the impact of establishment of a healthy working environment for older employees on the work engagement of older employees in Slovenia.

In research on new service development (NSD), the interest has mainly been on structural aspects of the service offering. Not much attention has been paid to work environment conditions forming the basis for service oriented and effective employees. Addresses this issue by focusing on work environment requirements in NSD. Regards employee work environment requirements as a key factor for success when designing and implementing new services. After studying work environment requirements in the working life science literature indentifies five general requirements. These have been used when analyzing data from an empirical study on work environment conditions and requirements in service organizations. The analysis and interpretation shows that many requirements are the same in service organizations as in manufacturing companies but also that there are distinct differences. Based on the analysis presents a sixth requirement. Examples of requirements are: the ability to control the work situation and to be involved in the decision‐making processes, a safe physical work environment and the ability to develop social relationships through the work.

Despite repeated calls for research to explore the effects of the physical work environment on employees within the servicescape literature, gaps in knowledge remain. There is a need to understand the nature, influence and impact of environmental stimuli (e.g. music, colour) on employees. Extant research remains ambiguous on whether employees perceive individual stimuli within their work environment or perceive and interact with their physical work environment as a holistic experience. This study aims to explore the influence of environmental stimuli on employees within their physical work environment and the effect on their satisfaction and loyalty.

A two-stage approach was applied, with expert interviews followed by an employee survey which was analysed using structural equation modelling.

This research validates a holistic physical work environment construct, consisting of five dimensions: Colour & Design, Cleanliness & Odour, Music, Lighting and Layout. This study provides empirical evidence of the impact of environmental work stimuli on employee satisfaction, a relationship which is mediated by pleasure.

Firstly, this study examines the neglected side of servicescape research: employees. Secondly, the findings support the view that employees do not perceive individual elements of their physical work environment as distinct and separate elements but rather perceive, and interact with, their physical work environment as an integrated whole. Evidence of how environmental stimuli at work increase employee job satisfaction is a key takeaway for retail practitioners focussed on improving service experiences for all actors.

The effects of lean on employees have been debated ever since the concept was introduced. The purpose of this paper is to review the scientific literature on the effects of lean on the working environment and employee health and well‐being.

Relevant databases were searched for studies of lean and the working environment. In total, 11 studies with quantitative effects of lean are included in this review. The methodology and results are analysed to extract information about lean and the effects on working environment.

There is strong evidence for the negative impact of lean on both the working environment and employee health and well‐being in cases of manual work with low complexity. However, since examples of positive effects were also found in the literature, it is important to move from a simple cause‐and‐effect model to a more comprehensive model that understands lean as an open and ambiguous concept, which can have both positive and negative effects depending on the actual lean practice used on the shop floor.

The evidence remains limited with regard to the effect of lean on the working environment outside of manufacturing industry. The literature reflects, only to a limited extent, on the significance of implementation strategy and production context.

Organizations working with lean should make efforts to avoid an impaired working environment for manual employees. Involvement of employees in lean's practical application is one possible way of developing a healthy working environment.

This is the first paper to make use of the existing research evidence to examine the complex and ambiguous relations between lean and the working environment.

The purpose of the study to explain employees' “perception of change” from the socio‐psychological and behavioural point of view, and the consequences of this for the employee's ability to adopt new environments.

This study is implemented using a three phase‐longitudinal approach which was conducted over a one‐and‐a‐half‐year period in order to monitor the process of place attachment (and detachment), starting two months before the relocation and ending four months after relocation. Interpretative phenomenological analysis is used for analysis and interpretation of the qualitative data.

The relationship between physical environment and social and environmental psychology has been the central issue. In workplace change, while the attachments that no longer work for people are broken, there is a need to build new connections, which can support people through this transition.

There are pragmatic and strategic resource management implications arising from the study. Further study of affective relationships that all employees have with their workplace will aid in appropriately designing and managing facilities (services and programme).

The previous studies indicate that the existing literature lacks a unifying framework for understanding the relationship between people and places and the emotional significance of the physical environment for regulating the employees' work behaviours. Having exposed the inadequacy of workplace change management approaches in explaining and understanding the employees' resistance to change in their experience of the move process, considering place attachments in workplaces proposes a reappraisal of both employees' experience and evaluation of the move process. It provides a comprehensive framework for understanding the significance of employees' attachments to their workplace and offers guidance on managing workplace change from procurement, design to provision of workplaces.

The purpose of this paper is to identify and understand the dynamics among perceptual gap of work environment between a supervisor and subordinates; personal psychological capital; self-directed behavior in a non-Western manufacturing work context.

This study investigated 288 dyadic relationships between supervisors and subordinates from 43 technical teams that came from six different large automotive part manufacturing companies in South Korea. Sobel test technique was mainly used to examine the effects of the perceptual difference of work environment.

The results indicated that the supervisor’s perceptual gap of work environment from subordinates had a negative association with their self-directed behavior, B = 0.233, SE = 0.103, p = 0.023. On the other hand, the negative effect of supervisor’s perceptual gap showed the competitive mediation effect through an indirect path to the positive psychological capital (PsyCap), Sobel B = 0.126, SE = 0.061, p = 0.037. This finding showed that providing a high level of autonomous work environment is not sufficient to get employees to show a high level of self-directed behavior if the perceptual gap is not well managed.

Adding to the existing research that studies self-directed behavior or proactive behavior in the Western high-tech or service work context, this study extended our understanding about the impact of the perceptual gap of work environment in the hierarchical and highly standardized non-Western manufacturing context.

Knowledge regarding the importance of the psychosocial work environment for health and well-being in the workplace is extensive. However, more knowledge is needed about how the managers’ organizational conditions are related to what occupational health and safety management (OHSM) is actually conducted and how this relates to the work-related health of employees. The aim of this study is therefore to investigate if managers’ organizational conditions are associated with the conducted OHSM, and if the conducted OHSM is associated with the psychosocial work environment and well-being of the employees.

An electronic questionnaire was sent to managers and their employees working in 10 different organizations in Sweden, resulting in 1,097 valid responses. Structural equation modeling (SEM) was used to analyze the results.

The SEM analysis showed that managers’ conditions were related to employee well-being via OHSM and psychosocial work environment (job demands and job resources).

This study contributes to the existing literature in the field of OHSM by placing explicit focus on the role of organizational conditions for conducting OHSM. By studying not only the link between work environment and health, but also focus on the underlying organizational structures for OHSM, provides additional possibilities for prevention of the increasing work-related illness. As such, this paper contributes to a more holistic perspective in the field of OHSM.