Designing for Well-Being: The Role of the Physical Work Environment

2010 ◽  
pp. 267-287
Author(s):  
Claudia Steinke ◽  
Rei Kurosawa ◽  
Ali Dastmalchian
2019 ◽  
Vol 17 (5) ◽  
pp. 422-437
Author(s):  
Lindsay J. McCunn ◽  
Jeremy Wright

Purpose An interdisciplinary body of literature has focused on the role of lighting in mitigating patient and employee stress and error-producing conditions in hospital settings. The purpose of this study is to explore how a new circadian lighting system installed in a small pharmacy unit with no penetration of natural light is experienced by staff. Psychosocial variables, such as affective organizational commitment, perceived productivity, well-being, and satisfaction with the physical work environment, were measured to further a line of inquiry that may help facilities managers and hospital administrators make optimal choices when purchasing lighting and commissioning retrofits. Design/methodology/approach Post-occupancy evaluation; mixed methods survey design. Findings While affective organizational commitment, perceived productivity, well-being and satisfaction with the physical work environment were experienced, to some extent, by employees, low average responses about whether the setting had improved, as the circadian lighting had been installed suggest that the retrofit did not affect them as positively as expected. Counter to the intention of the installation, participants did not perceive the circadian lighting as having strongly improved their levels of stress, concentration, mood or fatigue at work. Originality/value More research on simulated daylighting should be done to optimize occupant responses to lighting retrofits in hospitals. This case study supports recommendations to measure relevant psychosocial variables before and after a design change. Similarly, sized units within hospitals and health care facilities that possess analogous dimensions and design constraints concerning a lack of daylight penetration will benefit from this study’s mixed methods, results and interpretations.


Author(s):  
Elizabeth (Libby) J. Sander ◽  
Alannah Rafferty ◽  
Peter J. Jordan

A rise in contingent work, the increasing real estate costs for organizations, technological advances, and more recently, restrictions on movement emerging from the COVID-19 pandemic have resulted in a sharp increase in the number of employees working from home. These have significant implications for individuals, organizations, and society. Yet the physical work environment within the home has received little attention from scholars. Research on traditional office settings indicates that the physical environment influences a range of well-being and performance outcomes, indicating a critical need for researchers to consider the impact of the physical work environment at home. To address this issue, the authors briefly summarize the effects of the physical work environment and review existing research on working from home. They then propose directions for future research and emerging methodologies to undertake this research. Finally, they detail the practical implications that these changes bring for individuals, organizations, and society.


2021 ◽  
Vol 6 (6) ◽  
pp. 235-239
Author(s):  
Kadek Dian Nita Grihani ◽  
Ni Made Wulandari Kusumadewi

This study aims to analyze the effect of leadership style, work environment on employee retention with non-physical work environment as a moderating variable. The research design used is associative. The research was conducted at Ayodya Resort Bali. The population of this study was 501 employees with 84 employees as samples. The sample selection technique is proportional stratified. The data collection method used is Observation, Interview, Questionnaire and analyzed by Moderated Regression Analysis (MRA). The results show that leadership style has a positive and significant effect on employee retention, the better the leadership style applied by the company, the employee's desire to remain in the company will also increase. The non-physical work environment strengthens the influence of leadership style on employee retention, the better the leadership style supported by a good non-physical work environment, the employee's desire to remain in the company will increase. Companies must always pay attention to the relationship between employees and the relationship between employees and superiors so that they continue to run well and harmoniously.


2019 ◽  
Vol 10 (1) ◽  
pp. 339-366 ◽  
Author(s):  
Paolo Gaiardelli ◽  
Barbara Resta ◽  
Stefano Dotti

Purpose Although lean popularity is rapidly growing, its implementation is far from problem-free and companies may experience difficulties in sustaining long-term success. On this premises, the purpose of this paper is to understand to what extent human factors, affected by the implementation of both hard (defined as technical and analytical tools) and soft (concerning people and relations) lean practices, play a key role in achieving long-term superior performance. Design/methodology/approach The analysis of the relationships between lean practices implementation, human factors and operational performance is carried out in a single exploratory case study. A retrospective approach is adopted to trace the changes of human and operational performance before, during and after the introduction of lean management (LM) implementation. In particular, a mixed method concurrent design merging results of a qualitative analysis with data collected from a survey is selected to provide a more realistic benefit in the exploration of the proposed research questions. Findings The results show a short-term direct relationship between the implementation of lean practices (hard and soft) and physical work environment and job characteristics, directly connected to operational outcome. In the long term, operational performance is influenced by employee behaviour outcome and conditioned by physical work environment and job characteristics with the mediating effect of individual characteristics. Practical implications The proposed model supports the building of a roadmap for LM implementation, taking into account the role of the human factors to achieve superior operational performance. Moreover, it helps managers to implement a monitoring system to check how social and technical components of a LM system evolve over time. Finally, it supports the definition of specific training programs, tailored for specific workers’ types. Originality/value This paper extends theory in LM, highlighting how hard and soft lean practices have to interact to enable a successful LM implementation.


2020 ◽  
Vol 13 (1) ◽  
pp. 01-20 ◽  
Author(s):  
Szu-Yin Lin ◽  
Hsin-I Chang

This study examines how perceived physical office environment features affect occupants’ creativity through positive moods. Based on a sample of 181 occupants in open-plan offices, we found that perceived spatial organization features had a positive relationship with occupants’ self-assessed creativity, and this relationship is mediated by positive moods. Although perceived architectonic details of the physical work environment do not have a direct effect on occupants’ creativity, there is also a mediating effect through positive moods. A further examination revealed that activated positive mood significantly mediates the relationship between both physical work environment features and occupants’ creativity, whereas deactivated positive mood was not significant as a mediator. When occupants perceived the physical work environment to be supportive in providing various workspaces and is well decorated, it is most likely to enhance creativity.


2011 ◽  
Vol 50 (6) ◽  
pp. 715-734 ◽  
Author(s):  
Jan Dul ◽  
Canan Ceylan ◽  
Ferdinand Jaspers

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