The Relationships between Privacy and Different Components of Job Satisfaction

Duvall-Early, Kimberly; Benedict, James O.

doi:10.1177/0013916592245006

Cited by 38 publications

(17 citation statements)

References 8 publications

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“…Reflecting on such data, Baldry and colleagues observe that despite declarations of employee commitment and empowerment, the 'tight physical and technological surveillance' of the modern office is a major contributor to employee disenchantment (1998a, p. 175). Consistent with this claim, in a study of 130 secretarial staff, Duvallearly and Benedict (1992) found a strong relationship between the low levels of privacy afforded in open-plan offices and key components of job dissatisfaction.…”

Section: Problems With Dominant Approaches To Space Management and Dementioning

confidence: 76%

“…For if managers are charged with creating standardized working conditions, then opportunities for autonomy become necessarily restricted (Elsbach, 2004;Hyer and Wemmerlov, 2002;Sewell and Wilkinson, 1992). As a result, several commentators argue that the best that workers can hope for is to have a sense of involvement in the decisions affecting their workspace (Duvallearly and Benedict, 1992;Rose and Wright, 2005).…”

Section: Dominant Approaches To Space Management and Designmentioning

confidence: 99%

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Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being

Knight

Haslam

2010

British J of Management

104

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A large body of management and design literature argues that organizational outcomes can be enhanced either by strict managerial control or by managerial enrichment of office space. An alternative model, derived from the social identity approach to organizational life, argues that because they fail to empower workers both strategies are likely to compromise employees' organizational identification and should therefore be associated with sub‐optimal workplace experiences. Two studies (n=288, 1643) were conducted to compare these models. Both indicated that managerial control of space was associated with feelings of physical and psychological discomfort in the office and with lower levels of organizational identification. Discomfort and identification were also found to mediate relationships between managerial control and job satisfaction and well‐being. Implications for theory and practice are discussed.

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Section: Problems With Dominant Approaches To Space Management and Dementioning

confidence: 76%

Section: Dominant Approaches To Space Management and Designmentioning

confidence: 99%

Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being

Knight

Haslam

2010

British J of Management

104

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“…Research indicates that employees working in traditional and private office rooms have higher levels of satisfaction with their workplace and job compared to employees in open‐plan offices (Birnholtz, Gutwin, & Hawkey, ; Duval, Veitch, & Charles, ). Duvall‐Early and Benedict (), however, did not find any relationship between perceived privacy and satisfaction with work environments.…”

Section: Open‐plan Office Design and Today's Industriesmentioning

confidence: 89%

Perceived Level of Personal Control Over the Work Environment and Employee Satisfaction and Work Performance

2015

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WORK PLAYS AN impressive role in people's lives. People work in physical environments that influence their ability and their propensity to work every day. In general, most people spend the majority of their waking time, more than 33% weekly, in their workplaces, most of them indoors (Singh, 1996 ). This enhances the possibility of the influence of the physical workplace on their health, well-being, and effectiveness. Studies in social and environmental psychology have established that the quality of the physical environment at work has a critical effect on people's attitude and performance (De Croon, Sluiter, Kuijer, & Frings-Dresen, 2005 ;Lee, 2007 ;McGuire & McLaren, 2009 ;Vischer, 2007 ). Therefore, poor workplace design and arrangement has the potential toThe purpose of this article is to provide a review of background information regarding perceived level of personal control over the physical features of the work environment and its impact on individual satisfaction and outcomes. In today's business with the fast growth of technology, e-market development, and innovative methods of communication, the workplace will continue to change rapidly. To control and accommodate these fast changes while sustaining or enhancing outcomes, organizations have increasingly turned to a model of work teams; therefore, employees' skills in working within team environments has been emphasized.To guarantee that the work environment itself supports these new approaches of working, flexible workplaces are often suggested. Open-plan offices offer more flexibility when compared to completely closed and private ones and they are considered to have more capabilities and are, therefore, highly valued in today's industry. Apart from its advantages, open-plan office design does create some problems due to lack of personal control over the work environment, which can negatively affect employees' satisfaction and performance. It is, therefore, important to emphasize the significance of personal control over the physical work environment and the impact of that on employees' satisfaction and outcome.

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“…Although privacy is the condition of the individual (Chapin, 1951;Westin, 1967;Weiss, 1983;Schoeman, 1984;Gavison, 1984;Newell, 1998), the environment in which the individual exists is also related to the concept of privacy (Chermaye¡ & Alexander, 1963;Hall, 1969;Canter & Canter, 1971;Duvall-Early & Benedict, 1992). The de¢nition of privacy varies for each individual due to di¡erent personal characteristics, cultural backgrounds, sex, age, economical, educational and social backgrounds (Altman, 1975(Altman, , 1976(Altman, , 1977Newell, 1994Newell, , 1995Newell, , 1998.…”

Section: Privacy Requirements In a Design Studiomentioning

confidence: 99%

Privacy Dimensions: A Case Study in the Interior Architecture Design Studio

Demirbaş

Demirkan

2000

Journal of Environmental Psychology

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The most commonly used space in architectural education is the studio, which functions both as a learning centre and as a complex social organization. The behavioural elements in the design studio are analysed with respect to the social processes of environmental psychology; namely privacy, personal space, territoriality and crowding. A case study was conducted to evaluate the di¡erences between the desired and actual conditions of a design studio in the Department of Interior Architecture and Environmental Design at Bilkent University. The expectations and preferences of the interior architecture students pertaining to the design studio were analysed by considering the sex di¡erences in patterns of privacy preferences and the results of this study are expected to be used as input for a new design studio. Results showed that there was no di¡er-ence between preferences of solitude, reserve, anonymity, and isolation among sexes. Although there was a signi¢cant di¡erence among sexes where females preferred intimacy with family and males preferred intimacy with friends.

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The Relationships between Privacy and Different Components of Job Satisfaction

Cited by 38 publications

References 8 publications

Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being

Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being

Perceived Level of Personal Control Over the Work Environment and Employee Satisfaction and Work Performance

Privacy Dimensions: A Case Study in the Interior Architecture Design Studio

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