Effects of relocation to activity-based workplaces on perceived productivity: Importance of change-oriented leadership

Eva L Bergsten,David M Hallman,Helena Jahncke,Johan Larsson,Annu Haapakangas

doi:10.1016/j.apergo.2020.103348

Eva L Bergsten, David M Hallman + Show 3 more

Open Access

https://doi.org/10.1016/j.apergo.2020.103348

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Abstract

Activity-based workplaces (ABWs) are becoming popular in Western countries and were implemented at four office sites of a large Swedish government agency. A fifth office was used as a control group. The study aim was to examine the effects of relocation to ABW on perceived productivity among employees and to determine if perceived change-oriented leadership behavior prior to relocation moderates potential effects. Data were collected three months prior to relocation, and three and 12 months after. 407 respondents were included in linear mixed regression models. Perceived productivity decreased significantly after relocation compared to the control group and these effects persisted 12 months after the relocation. However, the decrease in perceived productivity was significantly smaller among employees perceiving high change-oriented leadership before relocation. Our results point out the importance of a change-oriented leadership behavior during the implementation to avoid productivity loss among employees when implementing ABWs.

Highlights

Relocation from traditional offices to activity-based workplaces (ABWs) is common in organisations in Western countries (Candido et al, 2018; Appel-Meulenbroek et al, 2011; Rolfo, 2018; Haapakangas et al, 2018a; Hoendervanger et al, 2016)
Our results showed that relocating to ABW significantly decreased employees perceived productivity
A higher level of a change-oriented leadership before relocation showed a less decrease in productivity and no effects were found on General productivity (GP) one year after relocation

Summary

Introduction

Relocation from traditional offices (private or open-plan offices) to activity-based workplaces (ABWs) is common in organisations in Western countries (Candido et al, 2018; Appel-Meulenbroek et al, 2011; Rolfo, 2018; Haapakangas et al, 2018a; Hoendervanger et al, 2016). Today’s technology enables greater flexibility in where, when and how to work, leading to, e.g., lower office occupancy and a need for fewer workplaces (van der Voordt, 2004; Wohlers and Hertel, 2017). Another reason for implementing this type of office design is to support various character istics of today’s office work, e.g., concentrating work, creative work, team work, and voice and video calls, by providing workers more au tonomy in choosing and changing workspace according to their needs (Appel-Meulenbroek et al, 2011). Some offices allocate “home zones” (i.e. allocated areas with unassigned desks) for groups of employees who have specific needs or requirements (e.g., multiple screens or secrecy)

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