Workplace change process and satisfaction with activity-based office. Issue 15 (27th December 2021)

• Record Type: Journal Article
• Authors: Sirola, Pia; Haapakangas, Annu; Lahtinen, Marjaana; Ruohomäki, Virpi
• Is Part Of: Facilities. Volume 40:Issue 15/16(2022)
• Page Start: 17
• Page End: 39
• Publication Date: 2021-12-27
• Subjects: Workplace change management -- Process -- Activity-based office -- Personnel experience -- Environmental satisfaction; Facility management -- Periodicals; Plant engineering -- Periodicals; 658.2
• DOI: 10.1108/F-12-2020-0127
• Languages: English
• ISSNs: 0263-2772

Abstract

Abstract : Purpose: The purpose of this case study is to investigate how the personnel in an organization experienced the process of change when moving from private offices to an activity-based office (ABO) and how their perceptions of change were associated with changes in their satisfaction with the work environment a year after relocation. Design/methodology/approach: A comparative pre-post study design and mixed methods were used. Survey data was obtained from 154 employees before the relocation and 146 after the relocation. The data on the 105 employees who responded to both surveys were statistically analyzed. Representatives of different units were interviewed ( n = 17) and documentary material was analyzed as complementary material. Findings: The personnel's criticisms concerned the reasons for the change, their opportunities to influence the office design and the extent to which their views were taken into account. Environmental satisfaction decreased after moving to the ABO. The personnel's ratings of the workplace change process before the relocation were associated with the later change in environmental satisfaction. Based on logistic regression, the degree of agreement with management's reasons for the change was the strongest predictor of the change in environmental satisfaction. Practical implications: Organizations that move from private offices to an ABO should invest in high-quality change management and simultaneously develop both work and facilities. Special attention should be paid to clarifying the rationale for the change to the employees and to providing them with opportunities to influence during the change. Organizations should continue to monitor user experiences and evaluate the effects of the change after the office redesign and should take corrective action as needed. Originality/value: This empirical case study is unique as it combined qualitative and quantitative methods and investigated the process of relocation and its outcomes in a one-year follow-up. This approach captured the importance of managing change and assessing the long-term effects of office redesign when moving from private offices to an ABO.