Search results
1 – 10 of 427Presented is a path analysis of causal connections between several open‐plan attributes and discrete effective facilities space management aspects of commercial offices in Sydney…
Abstract
Presented is a path analysis of causal connections between several open‐plan attributes and discrete effective facilities space management aspects of commercial offices in Sydney. The aim is to use quantitative estimates to demonstrate in structural equations the effect coefficients of the complex connections between selected open‐plan and effective facilities space management variables. Over one hundred open‐plan offices in the Sydney CBD were examined. Some open‐plan attributes were found to have direct impacts on several effective facilities space management variables, while others exhibited indirect effects through management control aspects. In most cases, management control reduced the effect coefficients. This paper concludes that, with dedicated management control, the impact of open‐plan on facilities space management may be less extensive. The implication of this result is for re‐engineering of work environments to consider aspects of management that invariably moderates and/or intervenes in the relationship of space, people and work process.
Details
Keywords
B.D. Ilozor, G.J. Treloar, P.O. Olomolaiye and M.I. Okoroh
Presents analytical findings of sick building situations in Sydney’s open‐plan offices. Aims to ascertain facilities managers’ perceptions of sick building impacts on discrete…
Abstract
Presents analytical findings of sick building situations in Sydney’s open‐plan offices. Aims to ascertain facilities managers’ perceptions of sick building impacts on discrete aspects of workspace management, with a view to raising general awareness. A total of 100 open‐plan offices in the Sydney CBD were studied, and collated data analysed using partial correlation. Significant associations were found between sick building syndrome and certain aspects. However, management control played moderating roles in some of the associations. Concludes that, with management control, sick building syndrome may be perceived as critical to only a limited workspace aspect. The implication is for sick building syndrome to be largely generalised as inconsequential to many aspects of work environment in Sydney, probably following the Hawthorne management ideology.
Details
Keywords
Benedict D. Ilozor and Jacob O. Oluwoye
Presents findings from research on open‐plan measures in the determination of facilities space management. The aim of the research is to determine the impact of open‐plan measures…
Abstract
Presents findings from research on open‐plan measures in the determination of facilities space management. The aim of the research is to determine the impact of open‐plan measures on the effectiveness of facilities space management of CBD commercial office buildings ‐ the end‐view being to establish criteria for effective management and re‐engineering of open‐plan workspaces. A review of the literature reveals that this issue has not been definitively investigated. Hence, open‐plan measures remain virtually under‐exploited for the purpose of greater effectiveness of facilities space management. A sample of 102 open‐plan offices was studied, and data analysed using descriptive (such as mean, standard deviation, range) and inferential statistics (such as Spearman’s rho and partial correlations, multiple regression and path analysis). Direct and indirect associations were found between open‐plan and the effectiveness of facilities space management measures. However, some of the relationships were partly and wholly explained by management control measures. Though only multiple regression results are presented here, for reasons of brevity, this study concludes that, in many ways, certain open‐plan measures independently determine the effectiveness of facilities space management. This conclusion serves as a basis for developing criteria for effective management and re‐engineering of open‐plan workspaces.
Details
Keywords
The purpose of this paper is to demonstrate the effect coefficients of the complex connections between selected open‐plan office and effective facilities space management…
Abstract
Purpose
The purpose of this paper is to demonstrate the effect coefficients of the complex connections between selected open‐plan office and effective facilities space management variables.
Design/methodology/approach
Data on offices, management control and effective facilities space management measures were collected through questionnaires administered to 102 facilities space managers of 102 randomly selected open‐plan offices in Sydney.
Findings
Some open‐plan attributes were found to have direct impacts on several effective facilities space management variables, while others exhibited indirect effects through management control aspects. In most cases, management control considerably reduced the effect coefficients.
Research limitations/implications
While the study is limited to discrete effective facilities space management aspects of only selected open‐plan commercial offices in Sydney, the research implications though far‐reaching, may not be universally applicable. However, a better understanding of the associations provides directions to where attention would be fruitfully focused in future research replications and practice.
Practical implications
The practical implication of this result is for re‐engineering of work environments to consider aspects of management that invariably moderates and/or intervenes in the relationship of space, people and work process. This paper concludes that, with dedicated management control, the impact of open‐plan on facilities space management may be less extensive.
Originality/value
The paper's utilization of this quantitative approach is novel to understanding the connections between office attributes and effective facilities management. This approach offers a veritable alternative to examining and validating these constructs that are useful to space providers, designers, managers and users in understanding the interactions between space, people and process.
Details
Keywords
Thabelo Ramantswana, Lebogang Bridget Mmamabolo and Rianne Appel-Meulenbroek
Over the past century, office designers have adapted to changing work conditions across various industries by creating workspaces that cater to the needs of modern workers. As a…
Abstract
Purpose
Over the past century, office designers have adapted to changing work conditions across various industries by creating workspaces that cater to the needs of modern workers. As a result, a range of office layouts have been developed, from traditional private offices to open-plan setups. The choice of layout can significantly impact communication, social interaction and overall performance. This study aims to explore the social and mental well-being of employees working in open-plan offices in the public sector in South Africa.
Design/methodology/approach
The research was conducted in the Johannesburg Metropolitan Municipality, South Africa, focusing on five governmental departments. Using purposive sampling, employees working in open-plan offices were identified. A structured online interview form with open-ended questions was distributed to all selected employees between May and September 2021, resulting in 54 responses. Thematic content analysis using ATLAS.ti was used to analyze the data.
Findings
The findings suggest that while open-plan offices can enhance teamwork, communication, accessibility and inclusivity, their design can negatively affect employees’ perceptions of social and mental health in the workplace. Specifically, open-plan designs are perceived to compromise privacy, shorten attention spans, lower productivity and increase stress levels. Interestingly, absenteeism was not reported by employees in this study, which contradicts previous research and requires further investigation.
Practical implications
These findings can be valuable for human resource managers, facilities managers and office space designers.
Originality/value
This research contributes to the ongoing conversation surrounding the impact of open-plan offices on the mental and social well-being of employees in the public sector within the South African context. The contribution of this paper thus lies in the South-African context and the public sector angle plus a more in-depth insight on well-being through an extensive set of 54 interviews.
Details
Keywords
Natalya Monaghan and Oluremi Bolanle Ayoko
Research on the physical work environment and employee territorial behavior in the field of organizational behavior is limited. In particular, while the prevalence of territorial…
Abstract
Purpose
Research on the physical work environment and employee territorial behavior in the field of organizational behavior is limited. In particular, while the prevalence of territorial behaviors in organizations is not new, little is known about how the physical work environment (e.g. open-plan offices) may influence the enactment, interpretation and reactions to territoriality. The purpose of this paper is to explore the connection between the physical environment of work (e.g. open-plan office), employee territorial behaviors (including infringement) and affective environment.
Design/methodology/approach
Data were collected by means of in-depth-interviews from 27 participants from two large Australian public organizations involved in recruitment, marketing, consulting and education.
Findings
Results revealed that employees’ personalization in the open-plan office is driven by the nature of their tasks, appointment, duration of time spent on their desk, level of adaptation to the open-plan office configurations and the proximity of desks to senior managers, hallways and passers-by. Additionally, affective environment has a critical effect on employee personalization and the enactment and perception of territoriality and infringements in open-plan offices. Additionally, the authors found that the affective environment is dynamic and that employees in open-plan offices experienced emotional contagion (positive and negative).
Research limitations/implications
Due to the demographic make-up of one of the participating organizations, less than a third of participants were male. While the data did not suggest any disparity in the territorial behaviors of male and female, future research should include an even representation of male and female participants. Similarly, the authors did not examine the impact of ethnicity and cultural background on employees’ territoriality. However, given that the workforce is increasingly becoming multicultural, future research should explore how ethnicity might impact the use of space, work processes and productivity in open-plan office. Additionally, scholars should continue to tease out the impact of affective environment (positive and negative) on team processes (e.g. conflict, communication, collaboration and the development of team mental models) in the open-plan office.
Practical implications
The results indicate some practical implications. Noise and distraction are indicated in the results. Therefore, human resource managers and organizational leaders should work with employees to develop some ground rules and norms to curb excessive noise in the open-plan office. Additionally, the authors found in the current study that the affective environment is dynamic and that employees in open-plan offices experienced emotional contagion (positive and negative). Managers should watch out for how individuals react to the prevailing emotions and moods in the open-plan office with the intention of diffusing negative emotions as quickly as possible, for example, by changing the topic under discussion in the open-plan office. The results speak to the need for more active collaboration and engagement between policy makers, workspace architects, designers and employees especially prior to the building of such workspaces.
Social implications
The results suggest that effective employee interactions in open-plan office may be enhanced by positive emotional contagion and office affective environment.
Originality/value
So far, little is known about the impact of the physical work context (e.g. open-plan offices) on the enactment, interpretation and reactions to territoriality. The current paper explores the connection between the physical environment of work (e.g. open-plan office), employee territorial behaviors (including infringement) and affective environment. The findings demonstrate for the first time and especially in an open-plan office that ownership and personalization of objects and workspaces are more likely to be driven by the amount of time spent at one’s desk, the nature of employees’ appointments and tasks. Additionally, the present research is one of the first to report on affective environment dynamism in the open-plan office.
Details
Keywords
Roy K. Smollan and Rachel L. Morrison
The purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.
Abstract
Purpose
The purpose of this paper is to compare different employee perceptions of the success of one change: a move to new offices and an open-plan design.
Design/methodology/approach
In sum, 25 interviews were carried out in a New Zealand law firm that six months earlier had moved to new premises.
Findings
Contrary to academic and practitioner reports that open-plan offices are disliked, participants appreciated the new office space. A well-planned and highly participative program of change management led to positive perceptions of aesthetic design, open communication, collegiality, egalitarianism and inclusiveness.
Research limitations/implications
Given the small sample used in one organization, the study highlights the need for more research into the processes and outcomes of office space changes.
Originality/value
The roles of communication and culture, in particular, collegiality and egalitarianism, were salient factors in a complex web of causes and consequences in this context of change.
Details
Keywords
The aim of this paper is to examine the relationships between open‐plan measures and the effectiveness of facilities space management. A review of the literature reveals that the…
Abstract
The aim of this paper is to examine the relationships between open‐plan measures and the effectiveness of facilities space management. A review of the literature reveals that the relationships have remained largely unsubstantiated empirically. Hence, where emphasis should be in practice, is virtually unknown. A sample of 25 randomly selected open‐plan workplaces was studied and the results were analysed using Spearman’s Rho correlation. Three measures were found to have significant influence in facilities space management: designed capacity by number of staff, flexibility in terms of workstations mobility and density by number of staff per workstation. There was found to be no significant correlation between open‐plan measures and space effectiveness. However, a better appreciation of open‐plan measures in facilities space management, will indirectly influence space effectiveness. The implications of the results are that facilities space managers should systematically evaluate alternative measures and give greater attention to particular aspects of open‐plan.
Details
Keywords
Shirley Jin Lin Chua, Nik Elyna Myeda and Yuan Xi Teo
This study aims to examine the key components to facilitate flexible work arrangement (FWA) and the issues and challenges arisen in preparing the workplace for FWA during…
Abstract
Purpose
This study aims to examine the key components to facilitate flexible work arrangement (FWA) and the issues and challenges arisen in preparing the workplace for FWA during Covid-19, and to recommend better approach of FWA implementation in workplace.
Design/methodology/approach
This study adopted extensive literature review and case studies approach using interviews and observations to determine the key components to facilitate FWA and the issues and challenges arisen in preparing the workplace for FWA during Covid-19, and to recommend better approach of FWA implementation in workplace. Three offices that owning FWA experience during Covid-19 and featuring flexible workspace concepts, elements and layouts in Klang Valley, Malaysia were chosen as case studies.
Findings
Findings have suggested that there are four components required to form flexible workspace for FWA adoption, such as open plan workspace design, task-oriented space, hot desking policy and IT infrastructure. Interestingly, the interview findings do not support the idea that the flexible furniture can facilitate FWA; instead, they believe that versatile, acoustical and aesthetical furniture may be installed when necessary. Among the issues and challenges faced were rearranging and designing open office plan layout, hot desk relocation and reconfiguration of spaces where people may congregate. Lastly, this research recommends that innovative planning software and tools, smart technology and apps, modern IT technology and infrastructure, and digital apps can be introduced to the workplace to help FM manage and monitor the facilities operations, workplace situations and occupancy rates.
Originality/value
Since the outbreak of Covid-19, FWA such as “Work From Home” and remote working have become the mainstream in the workplace, affecting how the workplace looks and feels as flexible working is fundamentally related to the flexible workspace. From Facilities Management (FM) perspective, FWA is the biggest consequence of Covid-19, but it also presents opportunities and certain challenges to incorporate a new office environment and employees’ needs in terms of FWA into the corporate culture.
Details
Keywords
Donatella De Paoli and Arja Ropo
The purpose of this paper is to explore hybrid work spaces, combining open-plan, team-based offices with virtual work and leadership, in relation to the main leadership and team…
Abstract
Purpose
The purpose of this paper is to explore hybrid work spaces, combining open-plan, team-based offices with virtual work and leadership, in relation to the main leadership and team challenges virtual project environments encounter.
Design/methodology/approach
In a review of virtual team literature, virtuality is defined and its main challenges to project leadership are identified. Based on the literature, several semi-structured interviews with project team managers within telecom and IT-consultancy were conducted. Using an exploratory approach, the authors introduce some new leadership concepts and functional benefits of open-plan offices important for virtual project environments.
Findings
The findings suggest that project managers encounter several new kinds of challenges while leading virtual projects. Co-location of the project team during certain stages in open-plan, team-based offices may meet some of these challenges. The authors claim that spatial arrangements and their embodied subjective experiences make an impact on the effectiveness of virtual project teams.
Research limitations/implications
This paper develops new conceptual thinking of how office facilities may contribute to productive virtual project teams. Further empirical studies in other settings are needed to generate generalizable findings.
Practical implications
The paper discusses and provides arguments for real estate and facility managers, as well as project and team leaders, for the importance of open-plan offices for virtual project teams.
Originality/value
The paper combines and benefits from different discussions on workspaces, virtual team and leadership. Furthermore, the paper introduces the notion of spatial leadership beyond the mainstream leader-centric approach to point out the importance of physical workspace of virtual teams and how the workspaces can perform leadership functions.
Details