Search

Purpose – The paper aims to explore the relationship between office occupier work activity and workplace provision. It tests the proposition that location-fixed office workers are not as well-supported in the working environment as location-flexible office workers. The research also explores the perceptions of the workplace provision based upon the types of tasks completed at the desk-location, whether this was collaborative or focused. \ud Design/methodology/approach – The research adopts a cross-sectional approach using an online questionnaire to collect data from several offices in the Middles East. The dataset consists of 405 responses. One-way ANOVA was conducted to understand the relationship between location flexibility and perception of productivity. In addition, a series of T-Test were used to evaluate the relationship between work activities and office environment. \ud Findings – The results show that those workers who were location-fixed perceived the workplace provision to have a more negative impact on their productivity than those who had a greater level of location-flexibility, particularly with regards to noise levels and interruptions. In terms of types of activities, those that undertook more collaborative tasks valued the facilitation of creativity and interaction from the workplace provision.\ud Research limitations/implications – The research has limitations as data collection was at one-point in time and therefore lacks the opportunity to undertake longitudinal analysis. However, the research gives greater insights into the alignment of office environments based on flexibility and work activity. \ud Practical implications – The paper identifies implications for the design and development of office environments by identifying the need for office occupier activity profiles. These profiles can underpin data led design which should promote a tailored choice appropriate work setting that can maximise productivity. \ud Originality/value – This paper contributes to the research area of workplace alignment. It establishes that optimal workplace alignment requires a better understanding of office occupier needs based on location-flexibility and work activity.

PurposeThe aim of this paper is to evaluate approaches to office productivity improvements.Design/methodology/approachThe paper presents two contrasting approaches to office productivity improvements. The review aims to establish that cost is not the only consideration when considering office productivity. The human dimension is included in the debate along with creating a business case and the occupier perspective. Past and current thinking are explored.FindingsThe review of the literature reveals that relatively small increases in employee productivity can greatly outweigh significant reductions in real estate costs. This “leveraging” approach highlights the need for greater emphasis on the occupier perspective if significant office productivity improvements are to be made.Originality/valueWhilst it is appropriate to ensure that real estate costs are monitored and controlled, this should not be undertaken if it restricts employees' ability to perform their job as productively as possible.

Applies service quality theory to facilities management (FM), resulting in a more customer‐orientated approach to FM. Uses a questionnaire as the main source of data collection. Uses factor analysis to establish basic underlying concepts or dimensions. Proposes a “gap” model which makes a comparison between service quality and the level of importance that customers place on each service dimension. The implications are that FM managers can use service dimensions to measure the qualitative elements of FM service provision. Segmentation analysis allows FM managers to determine whether different service levels are required for customer segmentation groups. Allows the concepts and theories that are currently applied in the service quality literature to be applied in an FM context. This moves the debate about FM performance metrics more towards measuring and understanding customer perceptions and ultimately to customer management strategies.

Despite well‐publicised successes and failures, the evidence base for the impact of a workplace on an organisation’s business performance remains small and confused. Theoretical perspectives are, with few exceptions, limited to matching physical environment to task. The concept from complexity theory of “edge of chaos” – a critical density of connectivity (Kauffman’s K) between the agents in a network in which adaptability is maximised – may explain how workplaces enable, or retard innovation. Formal rectilinear open plan offices are conceived as freezing occupants in a state of connectivity as low as traditional cellular designs. Offices without minimal acoustic or visual privacy (high K) may create chaotic stress and reversion as individuals seek to recreate safety. In between are offices known to have enhanced informal conversation between their occupants and resultant innovation.

Discusses how the traditional office design has become inappropriate for new ways of working and the changing nature of work. Drivers for change, in the office environment, are discussed in the context of the UK Government’s “Modernising Government” agenda. Provides a longitudinal study over 18 months of user reactions to a prototype “new” work space. Data was collected from a questionnaire, observation and electronically in an attempt to validate findings through triangulation. Results show that where the cultural shift required was largest uptake of new space was slowest.

Data were collected, by questionnaires, from facilities managers who attended BIFM CPD events. The research compared two main sources, organisations that had introduced teleworking (TWO), and organisations that had not yet introduced teleworking or non‐teleworking organisations (NTWO). The two different data sets allowed comparisons to be made between the perceived issues that related to the introduction of teleworking, i.e. the data from the non‐teleworking organisations, and the actual issues encountered when teleworking was introduced, i.e. the data from the teleworking organisations. The data analysis of the perceived issues versus the actual issues allowed an assessment to be made of the teleworking perception‐reality gap between the non‐teleworking organisations and the teleworking organisations.