A scientific investigation into how to increase well-being and job satisfaction in the workplace.
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 5 288, 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 in the below peer reviewed journal article published in the: British Journal of Management. Craig Knight and S. Alexander Haslam, School of Psychology, University of Exeter.
Key features:
The importance of sharing decision making
The pivotal role of feeling psychologically comfortable
The development of a model for a high satisfaction sustainable workplace
https://www.identityrealization.com/references/