Workplace change process and satisfaction with activity-based office

Purpose The purpose of this case study is to investigate how the personnel in an organization experienced the process of change when moving from private offices to an activity-based office (ABO) and how their perceptions of change were associated with changes in their satisfaction with the work environment a year after relocation. Design/methodology/approach A comparative pre-post study design and mixed methods were used. Survey data was obtained from 154 employees before the relocation and 146 after the relocation. The data on the 105 employees who responded to both surveys were statistically analyzed. Representatives of different units were interviewed (n = 17) and documentary material was analyzed as complementary material. Findings The personnel’s criticisms concerned the reasons for the change, their opportunities to influence the office design and the extent to which their views were taken into account. Environmental satisfaction decreased after moving to the ABO. The personnel’s ratings of the workplace change process before the relocation were associated with the later change in environmental satisfaction. Based on logistic regression, the degree of agreement with management’s reasons for the change was the strongest predictor of the change in environmental satisfaction. Practical implications Organizations that move from private offices to an ABO should invest in high-quality change management and simultaneously develop both work and facilities. Special attention should be paid to clarifying the rationale for the change to the employees and to providing them with opportunities to influence during the change. Organizations should continue to monitor user experiences and evaluate the effects of the change after the office redesign and should take corrective action as needed. Originality/value This empirical case study is unique as it combined qualitative and quantitative methods and investigated the process of relocation and its outcomes in a one-year follow-up. This approach captured the importance of managing change and assessing the long-term effects of office redesign when moving from private offices to an ABO.

Employability themes for economic recovery

As part of the University of Greenwich SHIFT 2021 conference on teaching and learning, I led a discussion workshop called ‘Employability themes for economic recovery’ in which delegates considered economic recovery after the COVID-19 pandemic, the inevitable changes in working practices and, consequently, the changes’ influence upon student employability skills development. In this article, I reflect both on the current context of significant workplace change across the globe and how we as educators should respond if we are to skill students for this new working world.

Bullying and Harassment as a Consequence of Workplace Change in the Australian Civil Service: Investigating the Mediating Role of Satisfaction With Change Management

Public sector organizations frequently restructure due to shifting management trends, crises, and political developments. Earlier research indicates that the sometimes-drastic reforms implemented in government strongly affect employees, causing psychosocial effects such as frustration, stress, and negative work environments. This may in turn increase the likelihood of severe phenomena such as workplace bullying and harassment. It remains unclear, however, how public organizations can introduce changes while preventing side-effects such as bullying and harassment. The goal of this article is twofold. First, we test whether evidence on the relationship between workplace change and bullying and harassment holds when using a large, public sector-wide sample. Second, we investigate whether satisfaction with change management plays a mediating role. Using cross-sectional and strata-based panel data analyses on Australian data, results indicate a positive relationship between workplace change and workplace bullying and harassment, but also suggest that satisfaction with change management mitigates this effect.

Recent UK Retirees’ Views About the Work-Related Factors Which Influenced Their Decision to Retire: A Qualitative Study Within The Health and Employment After Fifty (HEAF) Cohort

Background. Lower birth rates and increasing longevity have resulted in ageing populations in European countries. These demographic changes place challenges on pension provision as numbers of those who are economically inactive and retired increase relative to those in paid work. Therefore, governments need workers to postpone retirement and work to older ages. Whilst health and wealth are important in retirement decision-making, considerably less is known about the effects of workplace factors. The aim of this study was to explore the views of recent UK retirees about the role that work-related factors played in their decision to retire. Methods This qualitative study was nested within the Health and Employment After Fifty (HEAF) cohort. People who had retired 3–6 years previously (not for health reasons) were purposively sampled to obtain the views of men and women from a range of socio-economic backgrounds and jobs. Semi-structured interviews were carried out by telephone using a pre-defined topic guide. Interviews were audio-recorded, transcribed and analysed thematically. Results Seventeen interviews were conducted. Thematic analysis showed that retirement decisions were complex and multi-factorial but that work-related factors contributed to decision-making in two main ways. First, some work factors pushed participants towards retirement. These were perceptions that: workplace change had affected the way they were valued or increased pressure on them; work demands, including commuting, had intruded excessively on personal time, effects that were exacerbated by modern technology; work was draining, isolating or under-appreciated; and /or that work was causing physical strain or discomfort relative to their perception of their capacity. In contrast, work factors could also cause participants to pull back towards work, particularly: autonomy; supportive work colleagues; a sense of being appreciated; and perceived job flexibility. Conclusions Recent retirees explained that their decision to retire was multi-factorial but work-related factors contributed importantly. Potentially, employers could: review workers’ perceptions about their work; their capacity in relation to job demands; increase flexibility; and facilitate a supportive work community to encourage longer working lives.

Identification and Worker Responses to Workplace Change: Evidence from Four Cases in India

This article uses ethnographic and interview data about four cases in two work settings in India to examine identification as a factor in workers’ reactions to workplace change. Novel technology and management practices are frequently introduced into work settings as the world of work changes. Workers tend to cooperate more with some workplace changes than with others. The previous employment relations literature has invoked interests, cultural values, and worker power to explain workers’ responses to change. This article introduces an additional factor: whether a change fosters or impairs workers’ identification with their work. The author examines identification at three levels—occupational, organizational, and that of the work itself—and finds that workers are more likely to cooperate with workplace change that protects and fortifies their pre-existing sources of identification.

High-performance work systems and the performance of public sector workplaces in Britain

We assess the role played by high-performance work systems (HPWSs) in public sector management achieving cost reductions and efficiency savings, and in introducing ‘modernizing’ technical and operational changes. Using a nationally representative survey of public sector workplaces with 50 or more employees we find that increased use of HPWS was positively correlated with workplace financial performance ratings and the implementation of workplace organizational change, and negatively correlated with wage costs. We also find target setting (TS) practices are, as much as HPWS, significantly associated with workplace outcomes. First difference estimates for the financial rating and workplace change outcomes qualitatively support the cross-section findings in these respects. We conclude that both HPWS and TS are important management technologies for managers pursuing government objectives in the public sector.