Purpose -Now there are four generations of people sharing the workspace, each group brings different views, expectations, desires, dreams, values and ideas about work and life. This paper will examine how four generations work together in different ways and explores organisational strategies for managing the transition of knowledge through the generations. The factors of team working, mentoring and the design of the physical and virtual workplace are considered. Design/methodology/approach -The paper is an examination of the workplace using a literature review. The content reviewed explores the characteristics of each generation, their cultural values and identity and the method to incorporate this into strategy, workplace design and workplace productivity. Findings -The results of the paper demonstrate that it is vital for organisations to actively facilitate the transition of knowledge which is currently taking place within the multi-generational workplace. The findings demonstrate that the changing pattern of work and life dictate that organisations have to adapt their culture to meet the demands and expectations of new generations in the workplace.Research limitations/implications -The paper does not look at workplace scenarios as a possible method of testing the theories suggested. Practical implications -By understanding the make up of the workforces, facilities can be adapted to take advantage of employee characteristics which may lead to productivity improvement. Originality/value -The link between the transition of knowledge and the management and design of facility space is made. Embracing workplace styles of flexible work locations, informal and fluid use of space, space for mentoring and team work, fun, open collaborative spaces, plug and play technological environments and non-hierarchical organisational structures are just a few of the strategies which will have to be implemented in order to attract and retain high performance individuals.
PurposeThe paper aims to look at the prevalence of facilities management (FM) companies having in place a sustainability policy, and to understand the link between a sustainability policy, company characteristics, and the application of sustainable business practice.Design/methodology/approachThe research method was a data analysis of 65 facilities management companies. Frequency analyses, multiple correspondence analyses and Pearson's χ2 tests were used to test the link between the company size, the presence of a sustainability policy and the implementation of sustainable business practice.FindingsThere is a link between company size and the likelihood of a sustainability policy being created in the FM industry. The research shows there is a link between the presence of a sustainability policy and the implementation of sustainable business practice.Research limitations/implicationsBecause of the method of data capture, there are no perception research areas, so the reasons behind companies' actions are not known. This can be developed in further research.Practical implicationsThe research shows the importance of a sustainability policy in forming commitment to sustainable business practice, as well as highlighting areas where the FM industry is lacking in commitment to sustainable business practice.Originality/valueThis paper fulfils an identified need to study the implications of a sustainability policy in the development of sustainable practice in the FM industry. It also develops the link between the characteristics of FM companies and the level of sustainable business practice implemented.
With rising costs of landfill and waste management for businesses, it is increasingly important to understand how to gain high recycling rates through self-separation by occupants in the office environment. Through a detailed case study approach, this paper shows that the office environment does have a profound effect on environmental behaviour. The findings indicate that with careful analysis, facilities can be designed around behaviour to encourage the highest possible recycling rates. The paper shows that a generalised system of recycling for all facilities is not the way forward. Different organisational cultures may foster different environmental behaviours and thus require variable facilities to maximise participation. The paper also reveals the causes of particular types of recycling behaviour.
Michael Pittis professor of FM innovation at the Bartlett School of Graduate Studies UCL. His main research involves understanding and improving the supply chain mechanism in FM. He is a member of The Royal Institution of Chartered Surveyors working party on sustainability and an advisor to Modus Services Ltd at MOD main Building Whitehall. Marjolein van Wervenis a research student at the University of Eindhoven. Her research focuses on airport facility management. Samantha Priceis a research associate with University College London at the School of the Built Environment. During the past year, she has developed research in the areas of sustainable facilities management and energy reduction process for existing building stock. Price has just commenced the second year of her PhD and is interested in change management techniques as a tool for FM to advance strategically towards sustainable FM.ABSTRACT Airport facilities management (AFM) is being delivered through collaboration with airports, through forming networks and strategic alliances. Facilities management (FM) is a function that is adapting because of a changing external environment; strategic alliances is one method used by FM to deliver this change in strategy. This article explores and examines the structure and characteristics of AFM alliances including the problems faced by competition and managerial complexity. This article explores the AFM function, its importance to airports and its strategic and competitive direction. The article concludes that although there are inherent problems in AFM arrangements, these can be effectively managed through well-written contractual documentation.
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