factors facilitating effective workplace designs for ... · •respondents with group based offices...
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Factors facilitating effective workplace designs
for knowledge workers
Dr. Oecon Knut BogeAssociate Professor, Oslo and Akershus University College of Applied Sciences, Oslo Business School
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How to facilitate the knowledge workers’ productivity?
• Today, most industrialized countries are highly dependent of the so-called knowledge workers’ (white collar workers) productivity (Drucker, 1995)
• Most knowledge workers work together with other knowledge workers – usually at physical workplaces (offices)
• Measuring knowledge workers’ productivity is difficult
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Agenda
• Application of FM ideas and principles can be highly relevant to develop workplaces that support and improve the effectiveness of organizations’ core activities
• To facilitate application of the knowledge workers’ knowledge and skills
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Theory: background/context/literature
• Different kinds of offices and workstations (Jensen 2001; Booty 2009; de Been and Beijer 2014)
• Knowledge work is intangible and “difficult to map and assess” (Greene and Myerson 2011)• Measure perceived productivity (de Been et al. 2016)
• “Anchors” vs. “Connectors” vs. “Gatherers” vs. “Navigators” (Greene and Myerson 2011)
• Dilemma – traditional offices that offer concentration or offices without personal desks (NewWoW) with better architectonical qualities (de Been et al 2015; Appel Meulenbroek et al. 2015; van der Voordt et al. 2016)• Flexible offices can result in increased working from home (Gorgievski et al. 2010)
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Methodology
• During spring 2016 Bakken, Johansen and Mandrup made an anonymous online census among the employees at a Norwegian institution for research and higher education and two consultancy companies (N = 4535)• 1670 respondents (37 per cent) answered the census
• Questionnaire with demographic questions (nominal level) and questions concerning workplace and facilities (10 point Likert scale)• Cronbach’s alpha .824-.972, except access to facilities (.666)
• Exploratory Factor Analysis (EFA) with ML factor extraction and Varimax rotation• 12 constructs
• Multiple OLS regression with 10 IV and F7 Workplace design effectiveness as DV
• Dummy OLS regression to test whether different categories of respondents have different perceptions of F7 Workplace design effectiveness
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The respondents’ officesFlexible office with free seating (%)
Flexible office with reserved positions (%)
Cell office with reserved positons (%)
Total (%)
Research and higher education
44 (4.6) 53 (5.6) 850 (89.8) 947 (60.6)
Consultancy company (L)
5 (0.9) 368 (64.2) 200 (34.9) 573 (37.6)
Consultancy company (M)
1 (2.4) 38 (90.5) 3 (7.1) 42 (2.7)
Total 50 (3.2) 459 (29.4) 1053 (67.4) 1562 (100.0)
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Respondents with workstations in open or semi open landscapes
Traditional open/semi open office shared by several persons (%)
Group based office (organizational belonging) (%)
Activity based office depending on activity (%)
Total (%)
Research and higher education
47 (50.5) 14 (15.1) 32 (34.4) 93 (18.6)
Consultancy company (L)
232 (63.0) 115 (31.3) 21 (5.7) 573 (73.7)
Consultancy company (M)
26 (68.4) 8 (21.1) 4 (10.5) 42 (7.6)
Total 305 (61.1) 137 (27.5) 57 (11.4) 499 (100.0)
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Which factors are most influencing the knowledge workers’ perception of F7 Workplace design effectiveness?
• F7 Workplace design effectiveness is most influenced by (R2 .477, adjusted R2 .454)• F1 Common areas (B .241, p .000, Beta .261)
• F3 Freedom of Choice (B .228, p .000, Beta .237)
• F8 Meeting rooms (B .194, p .004, Beta .200)
• The model’s other seven factors/constructs are not significant
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Different organizations
• Mean score on F7 Workplace design effectiveness for respondents in the institution for research and higher education (N = 947) was 7.177 [95% CI 7.035-7.320]• The respondents in the large consultancy company (N = 573) had .600 (t
5.067, p .000) higher mean score than respondents in the institution for research and higher education
• The respondents in the medium size consultancy company (N = 42) had .717 (t 2.135, p .033) higher mean score than respondents in the institution for research and higher education
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Cell offices vs. flexible offices
• The respondents with cell offices (N = 1053) had a mean score of 7.287 [95% CI 7.151-7.422] on F7 Workplace design effectiveness• The respondents with flexible offices and reserved seats (N = 459) have a
mean score that is .387 (t 3.056, p .002) higher than those with cell offices.
• The respondents with flexible offices and free seating (N = 50) have a mean score that is .595 (t 1.913 p .056) higher than those with cell offices
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Workstations in different kinds of open or semi open landscapes
• Respondents with traditional open or semi open offices shared by several persons had 7.354 [95% CI 7.234-7.474] as mean score on F7 Workplace design effectiveness
• Respondents with group based offices according to organizational belonging had a mean score .568 (t 2.848 p .004) higher than respondents with traditional open or semi open offices
• Respondents with activity based offices had a mean score .385 (t 1.258 p .209) higher than respondents with traditional open or semi open offices
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Conclusions
• F1 Common areas, F3 Freedom of choice and F8 Meeting rooms are most important for the respondents’ perception of F7 Workplace design effectiveness
• Respondents with flexible offices and reserved seats have a significantly higher mean score on F7 Workplace design effectiveness than respondents with cell offices• Even respondents with flexible offices and free seating have a higher (but not significant)
mean score on F7 Workplace design effectiveness than respondents with cell offices
• Respondents with group based offices according to organizational belonging had a significantly higher mean score on F7 Workplace design effectiveness than respondents with traditional open or semi open offices • Even respondents with activity based offices had a higher score (not significant) on F7
Workplace design effectiveness than respondents with traditional open or semi open offices
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Recommendation to relevant practitioners
• There are obviously some tensions between the facilities managers’ desire to reduce the area and the organization’s carbon footprint and the knowledge workers’ requirements to functional and well-designed workplaces
• However, knowledge workers may actually prefer flexible offices and so-called NewWoW to cell-offices if the workplace is well designed and adaptable to various tasks
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Suggestions for future research
• Comparative studies of traditional vs. new ways of working supplementing Leesman Office and others’ studies