IntroductionA new third version of the Copenhagen Psychosocial Questionnaire (COPSOQ III) has been developed in response to trends in working life, theoretical concepts, and international experience. A key component of the COPSOQ III is a defined set of mandatory core items to be included in national short, middle, and long versions of the questionnaire. The aim of the present article is to present and test the reliability of the new international middle version of the COPSOQ III.MethodsThe questionnaire was tested among 23,361 employees during 2016–2017 in Canada, Spain, France, Germany, Sweden, and Turkey. A total of 26 dimensions (measured through scales or single items) of the middle version and two from the long version were tested. Psychometric properties of the dimensions were assessed regarding reliability (Cronbach α), ceiling and floor effects (fractions with extreme answers), and distinctiveness (correlations with other dimensions).ResultsMost international middle dimensions had satisfactory reliability in most countries, though some ceiling and floor effects were present. Dimensions with missing values were rare. Most dimensions had low to medium intercorrelations.ConclusionsThe COPSOQ III offers reliable and distinct measures of a wide range of psychosocial dimensions of modern working life in different countries; although a few measures could be improved. Future testing should focus on validation of the COPSOQ items and dimensions using both qualitative and quantitative approaches. Such investigations would enhance the basis for recommendations using the COPSOQ III.

This study presents the Swedish standard version of the Copenhagen Psychosocial Questionnaire, COPSOQ III, and investigates its reliability and validity at individual and workplace levels with the aim of establishing benchmarks for the psychosocial work environment. Cross-sectional data from (1) a random sample of employees in Sweden aged 25–65 years (N = 2847) and (2) a convenience sample of non-managerial employees at 51 workplaces (N = 1818) were analysed. Internal consistency reliability was evaluated as well as the effects of sex, work sector and blue/white-collar work. Population benchmarks and mean scores for major occupational groups were computed based on weighted data. ICC(1) and ICC(2) estimates were computed to evaluate aggregation to the workplace level and Pearson inter-correlations to evaluate construct validity at individual and aggregated levels. The reliability and scale characteristics were satisfactory, with few exceptions, at both individual and workplace levels. The strength and direction of correlations supported the construct validity of the dimensions and the amount of variance explained by workplace justified aggregation to the workplace level. The present study thus supports the use of COPSOQ III for measurement at the workplace level and presents benchmarks for risk management as well as for research purposes.

The present study investigated how psychosocial safety climate (PSC), job demands (role conflict and work-family conflict), job resources (social support from superiors and social community at work), and assessments for quality of work relate to social workers' work engagement, job satisfaction, and organizational commitment. The results of the questionnaire study (N = 831) showed that quality of work was strongly related to all three outcomes, whereas PSC was found to be related to social workers' job satisfaction. The contribution of the study is discussed in relation to understanding the retention of social workers.

AimThis study aims at investigating the nomological validity of the Copenhagen Psychosocial Questionnaire (COPSOQ II) by using an extension of the Job Demands-Resources (JD-R) model with aspects of work ability as outcome.Material and methodsThe study design is cross-sectional. All staff working at public dental organizations in four regions of Sweden were invited to complete an electronic questionnaire (75% response rate, n = 1345). The questionnaire was based on COPSOQ II scales, the Utrecht Work Engagement scale, and the one-item Work Ability Score in combination with a proprietary item. The data was analysed by Structural Equation Modelling.ResultsThis study contributed to the literature by showing that: A) The scale characteristics were satisfactory and the construct validity of COPSOQ instrument could be integrated in the JD-R framework; B) Job resources arising from leadership may be a driver of the two processes included in the JD-R model; and C) Both the health impairment and motivational processes were associated with WA, and the results suggested that leadership may impact WA, in particularly by securing task resources.ConclusionIn conclusion, the nomological validity of COPSOQ was supported as the JD-R model-can be operationalized by the instrument. This may be helpful for transferral of complex survey results and work life theories to practitioners in the field.

Purpose -Activity-based offices are still uncommon at universities, but there is an increase in their popularity now. The purpose of this study is to contribute to the knowledge about the importance of the physical work conditions for the psychosocial work environment within academia by analyzing how staff at a large Swedish university experienced the physical and psychosocial work environment before and after moving to activity-based offices.Design -A web-based survey was distributed to all employees at two faculties at a university three months before (2015, n=217, response rate 51%) and nine months after (2016, n=200, response rate 47%) relocation to a new activity-based university building.Findings -In the new premises, a vast majority (86%) always occupied the same place if it was vacant. Employees were working more often from home, which in turn may lead to further deterioration of the psychosocial work environment. Social community at work had declined and social support from colleagues and supervisors was perceived to have decreased. Participants were more likely to seek new jobs, and also job satisfaction was lower. No aspects in the physical or psychosocial work environment were perceived to have improved after the relocation.Research limitations -The study had a two-wave cross-sectional design, which does not allow establishing causal relations.Practical implications -There is reason to be cautious about relocation to activity-based offices at universities. The savings that the organization may make in costs for premises may lead to costs in other ways. The risk that staff cannot concentrate on their work in activity-based university workplaces and lose their sense of community with colleagues are factors which in the long run may lead to decreased efficiency, more conflicts and poorer well-being.Originality -This paper contributes new knowledge concerning changes in the physical and psychosocial work environment when relocating from cell offices to activity-based offices in a university setting.

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PurposeThe aim of the current interview study was to investigate how the university staff and their immediate managers perceived the academic work environment after a transition to activity-based workplaces (ABW).Design/methodology/approachInterviews were conducted with 11 university lecturers/researchers and 12 academic middle managers, that is, heads of departments or units in a Swedish university.FindingsThe qualitative content analysis revealed four central themes indicating how the academic environment had been affected: challenges related to decision-making and implementation of ABW, interpersonal relations and communication, consequences for academic identity and issues related to the physical work environment.Research limitations/implicationsThe non-purposive sampling of participants coming from a single university is a limitation of the current study. More studies are needed to deepen the knowledge and to further corroborate the transferability of the findings.Practical implicationsThe savings the universities expect to achieve in terms of reduced costs for premises, when introducing ABW, may lead to other kinds of costs, such as jeopardizing employee performance, comfort and well-being. It is therefore important that the academic staff is empowered and involved during the planning and implementation process of new offices.Originality/valueThe study contributes new knowledge concerning implementation of ABW and its consequences for the academic work environment.

The results implicate a need for developing a work-environmental model with intrinsic as well as extrinsic rewards when dealing with human service organizations. At policy level it is necessary to address the professional culture.