Direct and Interactive Effects of the Physical Work Environment on Attitudes

Abstract

This study examined the direct and interactive relationships among several elements of the physical work environment (i.e., type of office, personal computer [PC] use, and ergonomic furniture), types of work (i.e., clerical, professional, and managerial, and supervisory versus nonsupervisory), and employee attitudes (i.e., satisfaction and environmental perceptions). Two-hundred and twenty-eight employees of a large bank completed questionnaires. Analyses of variance revealed both direct and interactive effects. Differences were found across those with and without PCs and ergonomic furniture on various attitudes and perceptions. Differences were also found across office types, as were interactive effects among work types and office types. These results support the hypothesis that relationships among these variables are complex and interactive, and illustrate that perceptions of the physical environment are moderated by the job level and the type of work people perform.

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“…Several studies have demonstrated negative associations between open (versus cellular) offices and ease of interaction with coworkers, well-being-related outcomes, and job satisfaction (5,(9)(10)(11)(12)(13)(14)(15)17). However, as far as we can ascertain, this is the first study to unite all these concepts in one testable model.…”

“…The problem with these arguments is that most empirical findings do not support them. Extensive research shows that open-plan (versus cellular) offices are linked to decreased ease of interaction among coworkers, lower levels of job satisfaction, and reduced job performance and productivity (9)(10)(11)(12)(13)(14). In addition, compared to cellular offices, such open-plan workspaces are linked to decreased well-being and other negative health-related outcomes, such as increased sickness absence, and higher levels of stress, distraction, and disturbance (15)(16)(17)(18)(19)(20).…”

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“…However, studies also suggested that CW features can bring some unintended consequences that might hamper collaborative and innovative behaviors (Parker 2016;Baldry et al 1997;Carlopio and Gardner 1992;Allen 1977).…”

“…4 (Parker 2016;Goffman 1959). Furthermore, the status loss brought by the low level of personalization in CWs has been shown to trigger managers' behaviors aimed at reinforcing hierarchies and structures through exacerbated control (Carlopio and Gardner 1992). Higher control, in turn, hampers innovation performance, as experimentation and risk-taking behaviors are inhibited in the context where employees feel constantly ''under the spotlight'' (Bernstein 2008).…”

“…Nonetheless, there is also evidence that open and collaborative workplace platforms might be associated with negative attitudes (Carlopio and Gardner 1992;Brennan et al 2002;Oldham and Brass 1979) that hamper collaborative and innovative behaviors (Waber et al 2014). …”