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OPEN OFFICES AND WORK-AT-HOME: A PHENOMENOLOGICAL
ANALYSIS OF FACTORS INFLUENCING EMPLOYEE
PRODUCTIVITY IN THE BUSINESS SECTOR
A Dissertation Presented to the Faculty of the Graduate School
Rizal Technological University, Mandaluyong City
In Partial Fulfillment of the Requirements for the Degree
Doctor in Business Administration
By
Eugenia Samarista
September, 2022
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APPROVAL SHEET
This Dissertation entitled “OPEN OFFICES AND WORK-AT-HOME: A
PHENOMENOLOGICAL ANALYSIS OF FACTORS INFLUENCING EMPLOYEE
PRODUCTIVITY IN THE BUSINESS SECTOR”, prepared and submitted by
Eugenia Samarista in partial fulfillment of the requirements for the degree Doctor
in Business Administration, has been examined and is hereby recommended for
oral examination.
_______________
Date
DR. KRISTINE Y. OPULENCIA
Adviser
PANEL OF EXAMINERS
Approved by the Oral examination Committee with a grade of _____, on
____________.
DR. LEONILA C. CRISOSTOMO
Chair
DR. RODOLFO L. DUCUT
Member
DR. ANNABELLE C. CASTAÑEDA
Member
DR. CARMEL T. MOSURA
Member
DR. DANIEL G. REYES
Member
Accepted in partial fulfillment of the requirements for the degree, Doctor in
Business Administration.
DR. KATHRYN D. TRIA
Dean, Graduate School
ii
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TABLE OF CONTENTS
TITLE PAGE …………………………………………………………………………… i
APPROVAL SHEET…………………………………………………………………… ii
ABSTRACT……………………………………………………………………….……. iv
TABLE OF CONTENTS ……………………………………………………………… iv
LIST OF TABLES AND FIGURES
CHAPTER
I.
THE PROBLEM AND ITS BACKGROUND
Introduction………………………………………………………………1
Theoretical Framework…………………………………………………1
Conceptual framework………………………………………………….4
Statement of the Problem………………………………………………6
Hypothesis……………………………………………………………….7
Scope and Delimitation ………………………………………………..7
Significance of the Study………………………………………………8
Definition of Terms …………………………………………………….9
II.
REVIEW OF RELATED LITERATURE……………………………………..11
III.
RESEARCH METHODOLOGY
Research Method Used………………………………………………17
iii
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Population Frame and Sampling Scheme…………………………..18
Description of the Respondents………………………………………19
Instrument Used……………………………………………………….18
Data Gathering Procedure…………………………………………….21
Quantitative and Qualitative Analyses of Data………………………22
IV.
PRESENTATION, INTERPRRETATION AND ANALYSIS OF DATA
V.
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATION
PREFERENCE
APPENDICES
Appendix A. Survey Questionnaire…………………………………..26
Appendix B. Letter to Respondents………………………………….32
CURRICULUM VITAE
iv
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CHAPTER I
THE PROBLEM AND ITS BACKGROUND
Introduction
This study aims to present the various challenges of knowledge workers in
different business sectors with the open space and work-at-home environments as
well as the factors which greatly influence their job satisfaction and productivity.
There are various studies, articles, and blogs regarding the sudden shift from
working in the office to working from home as a result of the pandemic, but the
productivity of workers is not examined in depth. Business sectors will have to
implement work in a "hybrid" manner, as this is the new standard but the
implications for knowledge workers should be investigated. As data of new viral
infections became known, newspapers, magazines, and specialized journals
published countless stories on the pandemic's effects. There have been few
papers in prominent academic journals on the consequences of work-at home
arrangements on employees. At this time of the pandemic, the researcher had
reviewed nearly all available literature on workers' productivity when they were
forced to adopt a work-at home arrangement as opposed to their usual office-
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based arrangement and had not found any significant research articles about the
topic of study.
2
Theoretical Framework
The McKinsey 7-S framework or model is one of the most durable change
management frameworks utilized by the majority of businesses. This model is
comprised of seven categories that businesses must consider when implementing
change: strategy, structure, systems, shared values, and style. Staff and skills.
This model, unlike the majority of others, considers all of the significant factors that
change may affect. Before implementing a change strategy, McKinsey's model
stipulates that all business aspects must first be defined. When it is to be applied
to a real-world situation, such as the current COVID-19 pandemic, there is a
greater need for employers to modify the workstations of their knowledge workers.
Changes occurring within organizations must be accompanied by a
substantial cultural transformation. Because change does not occur overnight,
proper internal communications are crucial.
Management of change is a
continuous process. Change management is a well-established methodology that
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aids organizations in implementing a significant transformation or series of
changes. (CIOPages.com.)
Employers must ensure business continuity by prioritizing the observance
of safety guidelines, new policies, and procedures for the job satisfaction as well
as the productivity of their knowledge workers who at times will be reporting
physically in the office and working from home in this pandemic situation.
According to Harvard Business Review, the purpose of change
management is to "adapt to a new, more demanding market by altering the way
business is conducted." Critical is the successful implementation of intended
changes and achievement of all intended objectives. Change management can be
used to modify anything from organizational structure or business environment to
technology or job functions. Change management models are concepts, theories,
and methodologies that provide an in-depth approach to organizational change.
They aim to provide a guide to making changes, navigating the transformation
process, and ensuring that changes are accepted and put into practice.
According to the Haiilo blog, 38% of employees who have experienced
workplace transformation say that their employer effectively communicated the
changes, while 36% say that their employer was honest about the changes
employees would face. The current circumstance is the ideal illustration of this
3
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point. We are all aware that COVID-19 is nowhere near completion. Soon, it will
also have a significant impact on businesses worldwide.
According to the Harvard Business Review, 70% of change management
projects fail. To explain this, PMI research reveals that only 14% of business
leaders believe change failures can be attributed to a company's inability to adapt
to technology. The remaining 86% of failures are attributable to obstacles such as
improperly defined objectives (17%), unfamiliar scope (17%), ineffective
communication (20%), and poor project management skills (32 percent)
Entities that are dynamic and hierarchically structured are organizations.
The emergence of significant events at all organizational levels reflects this
dynamism. Despite this, relatively little has been said about how events become
significant and influence organizations across space.
Frederick P. Morgeson of Michigan State University and Terence R. Mitchell
of the University of Washington address this gap by developing the event system
theory, which suggests that events become significant when they are novel,
disruptive, and crucial (reflecting the strength of an organization).
Significantly, events can originate at any hierarchical level, and their effects
can remain at that level or travel throughout the organization, altering or generating
new behaviors, characteristics, and events. This effect can persist over time if the
4
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duration and timing of events vary or if the intensity of events evolves. Event
system theory provides a much-needed shift in emphasis for organizational theory
and research by developing specific propositions that explicate the interplay
between event strength and the spatial and temporal processes through which
5
events influence the organization.
Recently, scholars have begun to highlight the role of workplace events,
which refer to exogenous workplace occurrences that emerge in the work context
(e.g., Chen et al., 2021; Liu et al., 2018). Event system theory provides important
and new perspectives for understanding the formation of employee creativity,
specifically, that workplace events can trigger employee evolution, development,
and even "metamorphosis" (Matusik et al., 2019; Morgeson et al., 2015). As
suggested by Johns (2017), event system theory incorporates context in theorizing
and provides insightful ways to explore the impact of events.
Therefore, this study employed event strength (Morgeson et al., 2015) to
measure the impact of COVID-19 by reflecting on how the COVID-19 pandemic
drew attention to and has produced organizational system changes (Nigam &
Ocasio, 2010).
Conceptual Framework
Independent Variable
Dependent variable
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Job satisfaction and
Open office
Productivity of
Work at Home
Knowledge Worker
Open office
Work at Home
Figure 1. Conceptual Framework Paradigm
Open Offices and Work-at-Home: A Phenomenological Analysis of Factors
Influencing Employee Productivity in the Business Sector
The conceptual framework indicates a direct relationship between the
independent and dependent variables for the study.
A conceptual framework is a synthetization of interrelated components and
variables which help in solving a real-world problem. It is the final lens used for
viewing the deductive resolution of an identified issue (Imenda, 2014)
As shown in Figure 1, the independent variable (open space, work-at-home
will have a direct impact on the dependent variable (job satisfaction and
productivity) of knowledge workers. The relationship between the identified
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variables will be the basis of the researcher in developing a program strategy that
will further enhance knowledge workers' productivity.
The study will examine the challenges and opportunities of an open office
and work-at-home environment and its possible effect on knowledge workers' job
satisfaction and productivity. After the identification of the challenges and
opportunities which is dependent upon the identified working environment, a
program strategy will be developed by the researcher which the business sector
can utilize to further enhance the knowledge workers' job satisfaction and
productivity. Specifically, a flexible work environment or an alternative work setup
can be developed depending on the nature of the job of knowledge workers and
the nature of the business.
Not all businesses can utilize the open space or work-at home setup, it
varies across different types of business settings. One type of work environment
may not be applicable, hence there is an immediate need of developing a flexible
work arrangement pattern that will enhance knowledge workers' productivity.
Statement of the Problem
It is the purpose of this study to analyze how open offices and work-at-home
influence employee productivity in the business sector. Specifically, the study will
attempt to answer the following research questions:
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1.
What problems have individual respondents encountered when
using an open space work environment?
2.
What difficulties have individual respondents encountered when
utilizing a work-from-home strategy?
3.
How does the physical open office environment affect the job
satisfaction of knowledge workers?
4.
How does the physical open space environment affect the
productivity of
5.
knowledge workers?
How does working from home affect a knowledge worker’s job
satisfaction?
6.
How does working from home influence the productivity of a
knowledge worker?
7.
Which factor has the greater impact on employee job satisfaction
and
productivity?
8.
Based on the results, what program can be developed to increase
employee
Hypothesis/es
productivity in the business sector?
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The following declarative hypotheses shall be tested:
Study Limitations/Delimitations
Because the country is still experiencing a pandemic, not all target participants
will be individually interviewed. Due to the limited time available for completing
the study paper, this may potentially result in biased findings. Due to the small
sample size, it may not consider all characteristics unique to a particular firm or
industry. Other limitations of the study include the difficulty in evaluating the
productivity of knowledge workers.
Knowledge workers from various industries who are willing to offer their
perspectives on open office space and work-from home conditions will participate
in the survey. A total of one hundred ten (110) employees from target businesses
located in Metro Manila will participate in this study. Participants who have never
worked in an open office or from home will be excluded from the study.
Because the country is still experiencing a pandemic, not all target participants
will be individually interviewed. Due to the limited time available for completing
the study paper, this may potentially result in biased findings. Due to the small
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sample size, it may not consider all characteristics unique to a particular firm or
industry. Other limitations of the study include the difficulty in evaluating the
productivity of knowledge workers.
Knowledge workers from various industries who are willing to offer their
perspectives on open office space and work-from home conditions will participate
in the survey. A total of one hundred ten (110) employees from target businesses
located in Metro Manila will participate in this study. Participants who have never
worked in an open office or from home will be excluded from the study.
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REVIEW OF RELATED LITERATURE
This chapter includes the review of related literature and studies which the
researcher has examined to shed light on the topic under study.
Knowledge Employees Peter Drucker coined the term knowledge worker in
1959 (Corporate Finance Institute, 2018). Most importantly, Drucker highlighted
the shift to a society powered by knowledge. Knowledge workers use analytical,
theoretical or otherwise high-level knowledge to develop services or products,
usually online. They often have acquired this knowledge through formal training,
such as college or professional certification. This description predates the term
white-collar worker and refers to individuals who think professionally. Worker
characteristics include ongoing education, information prioritization, and utilization.
Additionally, they have strong communication skills and are motivated to develop
their technological expertise.
Globally, the world has more than one billion knowledge workers. They are
essential to the global economy, as their roles have grown and adapted over the
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last decade. When Covid-19 forced a global shift to remote work, knowledge
workers became more important than ever before. They have the potential to drive
business forward within a remote environment, but employers have to set them up
for success. (Ricard S.,2020)
A shift toward remote work began before Covid-19 hit in early 2020. Digital
workplace technologies have emerged that empower knowledge workers to
perform their jobs from open offices to a sudden shift on working at home without
issues. The open office trend has reached dangerous levels. Nearly 70 percent of
offices have open layouts that are characterized by areas with no partitions and
cubicles with low or high partitions, according to the International Facility
Management Association. (Ricard, S. 2020)
Open, flexible, activity-based spaces are displacing cubicles, making
people more visible. Messaging is displacing phone calls, making people more
accessible. Enterprise social media such as Slack and Microsoft Teams are
displacing watercooler conversations, making people more connected. Virtualmeeting software such as Zoom, GoToMeeting, and WebEx is displacing inperson meetings, making people ever-present. The architecture of collaboration
has not changed so quickly since technological advances in lighting and ventilation
made tall office buildings feasible, and one could argue that it has never before
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been so efficient. Designing workplaces for interaction or collaboration between
two or more individuals has never seemed so easy. (Harvard Business
Review,2019)
Open office spaces may be adversely affected by excessive background
noise. Since the introduction of the first cubicles, modern workspaces have
evolved, and the open office layout has been modified to accommodate perceived
visual and privacy needs. Current research indicates that excessive ambient noise
and a lack of visual and auditory privacy in the workplace may negatively affect
employee job satisfaction and, by extension, overall productivity (GSA Public
Buildings Service, 2011).
The biggest downside of open-plan offices is that they can be really noisy.
Working together in open spaces also means it’s easier to get distracted by a
colleague asking a question, another one talking on the phone about a sales deal,
or a few more chatting in the corner about weekend plans. In Udemy’s 2018
Workplace Distraction Report, 80% of employees cited chatty coworkers and office
noise as top distractions. (Mandiga, K. 2020)
With team members working side-by-side all day, there is little to no privacy
in open-plan offices. While that might keep employees focused on work, there are
some downsides to the lack of privacy too. Open offices can be intimidating for the
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introverts in your workforce, but extroverted folks don’t like being watched all the
time either.
Open offices can cause anxiety and stress Open-plan offices have few, if
any, physical barriers, so everyone sees everyone else - all the time. Even if
employees have nothing to hide, a surveillance state is an anxiety state. Throw in
a bunch of distractions, constant interruptions, the lack of privacy, and the “need”
for employees to be seen as busy—it’s a stressful environment to get anything
done. (Mandiga, K. 2020)
Indeed Career Guide in their article last August 24, 2021 describe that open
office spaces are those that calls for removing physical walls and creating a large,
open and activity-based workplace to promote co-worker collaboration and job
productivity. Instead of closing off employees in cubicles, open plans have areas
for conversation and interaction to enhance spontaneous brainstorming sessions
and idea-sharing. Lack of walls or other obstacles allows freedom of movement
and the ability to change the floor plan based on the needs of the company at any
given time.
Kim and De Dear (2012) examined the privacy-communication trade-off in
open plan offices as well as indoor environmental quality issues that affect office
productivity. They found that private offices received the highest satisfaction
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ratings. Overall, open offices received the lowest marks for visual privacy and
noise levels.
Kim and De Dear (2013) noted that private offices scored the highest for
satisfaction. Open offices received the lowest overall scores regarding visual
privacy and noise levels. The implication was that occupants liked the increased
interaction in open offices but disliked the overall workspace.
Kojima et al. (2017) analyzed the productivity of office workers, including in
common areas such as break rooms. Their analysis revealed that four types of
behavior (concentration, relaxation, communication, and creativity) influenced
overall productivity. The conclusion was that office space influences employee
output. It was discovered that areas such as break rooms, meeting rooms, and the
general building affect employee productivity and must be considered when
designing open-plan offices.
As a result of the COVID-19 pandemic, many organizations are embracing
flexible working solutions such as “work from home” to ensure business continuity
though there is no consensus on the efficacy of flexible working arrangements.
Research reported that employees working from home are less satisfied with their
jobs because of dwindling relationships with co-workers and feelings of isolation
or fear of being replaced (Schall, 2019).
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Recent literature reviews on work environment trends, digitization, and
emerging employment forms (Palm et al., 2020) highlight multiple possible
changes in the work and health outcomes of the future workforce. For instance, it
has been argued that employees may worry about the possibility of losing their
jobs due to increased digitization of work, leading to more stress and lower career
satisfaction (Brougham et al., 2019).
Working from home is the term used to describe an employee who performs
their role from home instead of in an office environment. This can be temporary,
as has been seen during the COVID-19 pandemic, or permanently as part of a
home or hybrid working structure. Working from home refers almost exclusively to
the act of an employee working from their home in a home office setup, whether
this is a set number of days a week or full time. (Join.com glossary)
Working from Home (WFH) is a concept where employees do not commute
to an office but do their job from home. It’s a form of flexible working that enables
employees to perform their normal work tasks from home, through the use of
information and telecommunications technology that allows instant communication
anywhere and at any time (Heery and Noon, 2017).
As of December 2020, the COVID-19 pandemic is reported to have
accounted for about 1,694,255 deaths and more than 76 million infections
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worldwide (WHO, 2020), and the figure continues to increase day by day.
Countries and establishments across the globe responded quickly to the
phenomenon. For instance, many organizations have moved towards working
from home to help contain the spread of the virus and ensure business continuity.
A survey conducted by a top Chief Information Officer (CIO) in India titled
“Business Continuity amid Coronavirus”, estimated that about 96% of
organizations rolled out working from home in India (Jayadevan, 2020). Working
from home may seem like a sudden event in many countries including India, but
the path towards that shift appears to have been building up for years.
The Global Workplace Analytics and Flex Jobs (2017) reported that approximately
3.9 million people work remotely worldwide, which accounts for an estimated 115%
increase from the number of workers working from home in 2005. A similar report
by a Human Resources (HR) service survey conducted in India showed that
approximately 53% of the 7500 employees surveyed prefer working from home
(Afzal, 2018). It appears that the shift from the conventional working methods to
the more flexible ways was a slow-changing process, but due to the COVID-19
pandemic, the process has seen an astronomical acceleration, forcing employers
and employees to make significant changes and adjustments in their working
styles and work design. It is crucial to recognize that the COVID-19 pandemic has
brought about not only challenges but also newer avenues to explore. Virtual
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workplaces seem to increasingly replace the traditional office spaces and this
might be considered beneficial for the future.
Despite the seemingly apparent potential positive upshots associated with
work from home, the majority of the workforce in many countries, such as in India,
started working from home for the first time. The combination of working from home
for the first time and the unsettling news surrounding the pandemic might be taking
a toll not only on the employees’ mental health but also on job performance and
satisfaction.
One of the objectives of the researchers was to examine the work
environment for demanding positions devoid of variables such as financial
difficulties. They were altering the physical work environment to improve outcomes
related to the study of Fortune 500 information technology workers (Moen et al.,
2016). Controlling the work schedule, including working from home, was one of
the measures taken to evaluate changes. In comparison to the control group, the
results included decreased emotional exhaustion and increased job satisfaction.
In a survey of offices in Central London, 213 knowledge worker respondents
self-assessed their office environment (Chadburn et al., 2017). Previous research
(Myerson & Bichard, 2016) suggested that office workers would only be productive
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if the design of their workspace met their needs; however, other findings are less
conclusive.
Both individual and social-environmental factors influence individual
productivity. The majority of people prefer an engaging environment and require a
quiet, focused space (Chadburn et al., 2017). The article stated that additional
research was necessary to determine the cause of the disparity. The study found
that the scenario in which employees share desk space was universally disliked.
Steelcase (2016) discovered that employee satisfaction is directly
proportional to employee engagement; however, only 13% of workers worldwide
are highly engaged. Engagement is directly correlated with satisfaction with the
physical office environment, attitudes toward the company, and control over the
environment. Additionally, technology, remote work options, and locationdependent cultural norms have an impact on engagement and must be considered
for the greatest engagement impact.
According to a Sierra View blog, today's workplace productivity is
determined by the quality of output and the organizational value of the work. The
change involves a shift in the processes and objectives of the organization. Due to
technological advancement, processes have changed.
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According to a blog by office +space titled Sierra, View Companies have
always desired productive employees, but the meaning of the term has changed
over time. How has the definition of productivity in the workplace evolved, and what
does it look like today? Today's workplace productivity hinges on output quality.
How beneficial is the work to the organization? The change involves a shift in the
processes and objectives of the organization. The evolution of technology has
altered processes. As a result, workplace productivity now derives its value from
innovation.
According to Idranil Roy, executive director of Deloitte Consulting, most
tasks can be done remotely without a significant drop in productivity or quality.
Most employees appreciate flexibility, especially those with long commute times.
Over time, however, face-to-face interaction is required to facilitate collaboration,
build relationships, solve complex challenges, and generate ideas. Continuous
remote work extends the workday, diffuses work-life boundaries, and reduces
mental wellbeing.
Greene and Myerson (2011) state that almost 50% of today’s economy is
knowledge-based so open plan offices should allow workers to be flexible, creative
and communicative. Productivity amongst knowledge workers is difficult to
quantify, as much of the work they carry out is in their mind.
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Some of the identified issued among knowledge workers are growing focus
on collaborating, socializing and learning space; desks are becoming smaller and
the spare space is now utilized for more agile flexible workspace; distraction and
noise from the work environment; physical components of furniture; lighting;
temperature; and spatial arrangements. (eres.architexturez.net, 2015)
According to a blog by Lindsay McGuire in Formstack.com last August 8,
2019, Work environment can make or break pro activity of workers. The most
fascinating thing about workplace productivity is that it can be impacted by
hundreds of different factors. The tools that have been provided by businesses for
their workers use, the people that surrounds them, and even the temperature of
the office can have an impact on workplace productivity.
The following are some of the reported statistics regarding open office
environment and employee’s productivity.
A study by Career Builder found that 53% of surveyed employees are less
productive when their work environment is too cold.
An Exeter University study states that open office layouts create a 32%
drop in overall well-being and a 15% reduction in productivity.
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According to Gallup’s State of the Local Workplace. 85% of employees are
not engaged or are actively disengaged at work, resulting in $7 trillion in lost
productivity.
Stress-related illnesses cost businesses an estimated $200 to $300 billion
a year in lost productivity, as reported in Stress in the Workplace.
Open office workers are less satisfied with their surroundings, stress levels
increase which leads to job dissatisfaction and lower productivity. Even the primary
employee benefit of open offices which is collaboration is in question. Although
workers’ accessibility to colleagues and team members is an assumed advantage
for open offices, field research rejects this hypothesis. Some contend that open
plans actually discourage communication among colleagues and team members,
due to a lack of confidentiality. A study of more than 42,000 people revealed
that open office workers were more dissatisfied with “ease of interaction” than
those in enclosed offices.
As the open office trend increases in popularity, so too does the
understanding of its shortcomings. A number of studies offer insight into how the
open office environment distracts employees and negatively impacts their health,
productivity and job satisfaction.
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In an article by Rivier University, Distraction in Open Offices are listed as
follows:
1. Too Much Noise.
Too much noise was the main indoor environmental problem in open
offices, noise is the primary culprit for distraction in open offices. In an analysis
of more than 100 studies, the International Review of Industrial and
Organizational Psychology said that noise “has often been reported as the
greatest issue of dissatisfaction that staff raise when questioned about their
open-plan work environments.”
According to a 2008 survey of workers in private rooms and open offices
led by Annu Haapakangas. Half of open office workers were dissatisfied with
office noise, compared to 20 percent of those in private rooms. Although
telephone sounds and other office noise was distracting, speech was
particularly frustrating — 48 percent of respondents said it was the most
distracting source of office noise. Employees on average wasted 21.5 minutes
per day due to conversational distractions, making speech the top cause of
reduced productivity.
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2. Lack of Privacy
Privacy is an important consideration in any workplace environment
because a sense of privacy boosts job performance. When workers aren’t isolated
from their surroundings, they can feel a lack of privacy and control over their
workspace.
According to the Journal of Architectural and Planning Research, sharing
facilities and workspace with others can lead to a psychological state known as
crowding, which affects behavior. Risks in the open office including interactions,
noise, unwanted observation and printers in the common workspace undermine
privacy and comfort.
As a result, these factors can cause office workers to “have difficulty
concentrating, react negatively to interactions and become dissatisfied with their
job.”
Ergonomics comes to a similar conclusion, in a review of 49 open office
studies:
“Strong
evidence
was
established
that working
in
open
workplaces reduces the office worker’s psychological privacy and job satisfaction.”
3. Health
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Research demonstrates that open offices contribute to stress. Although studies
are limited on overall employee health and well-being, early indications point to a
negative impact.
A study in Environment and Behavior found that workers in small- and mediumsized open offices had the lowest self-rated health status. The Scandinavian
Journal of Work, Environment & Health reported that workers in open offices had
the most days of absence due to sickness than any other type of office. Compared
to private offices, open office workers took 62 percent more days off.
An Ergonomics study on office design and sick leave rates discovered
that open office workers were most likely to take short-term sick leave. This could
be due to an increased risk for the spread of infection or exposure to environmental
stressors such as distracting noise and lack of privacy.
Relocation to open-plan offices may impact health, work environment, and
productivity (Bergström et al., 2015). A 12-month longitudinal study assessed
these variables and saw a significant drop in all three categories, as reported by
the participants. These results had long-term implications; one example was that
sick leave usage would increase due to reported health issues. An additional
concern was that 18% of employees intended to leave within two years (baseline
7%)
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The management must recognize the long-term factors that influence
employee satisfaction and implement the most effective workplace measures. The
physical work environment is directly related to job satisfaction and may indicate
organizational commitment and overall performance, according to research on
employee turnover intent (Kamarulzaman et al., 2011).
Office layout and physical environment can affect job satisfaction and,
consequently, overall productivity. The literature demonstrates a strong correlation
between job satisfaction and employee productivity, and this study builds on that
foundation.
Speech makes concentrating in open offices virtually impossible. “We have
the capacity for about 1.6 human conversations, so if you’re listening to one
conversation particularly you’re only left with 0.6 for your inner voice that helps you
write,” sound expert Julian Treasure said in a TechRadar interview. Treasure
estimates that workers in open offices are 66 percent less productive than when
working privately.
According to the Journal of Architectural and Planning Research, sharing
facilities and workspace with others can lead to a psychological state known as
crowding, which affects behavior. Risks in the open office — including interactions,
noise, unwanted observation and printers in the common workspace — undermine
RIZAL TECHNOLOGICAL UNIVERSITY GRADUATE SCHOOL PAGE
privacy and comfort. As a result, these factors can cause office workers to “have
difficulty concentrating, react negatively to interactions and become dissatisfied
with their job.”
Ergonomics comes to a similar conclusion, in a review of 49 open office
studies:
“Strong
evidence
was
established
that working
in
open
workplaces reduces the office worker’s psychological privacy and job satisfaction.”
Organizational workplace strategy -finding the right balance of technologies
and spaces that enable people to work in an environment that manages diversity,
inspires innovation and allows for both happy and productive employees (Arup,
2011).
A global study reported in the Harvard Business Review (Schawbel, 2018)
indicated that around two-thirds of employees working from home did not feel engaged in
their work; most of these were knowledge workers. The author shared his own experiences
of working from home over several years where he felt very positive about a lot of things,
like independence, and yet felt isolated and disengaged.
A study across a large industrial house (Jaiswal & Arun, 2020) discovered that
creativity increased to some extent among employees during the lockdown. However, there
was an increase in insecurity amongst the employees owing to communication gaps with
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their colleagues and managers. A significant number (about 23%) expected that their
appraisals would be negatively affected because of their working from home.
study (Haridas et al., 2021) of IT employees working from home during the pandemic
revealed that regular communication and extensive collaboration among employees were
correlated most with productivity. Another study (Galanti et al., 2021) during COVID-19
found that autonomy was positively correlated to the performance of the employees,
while a poor work life balance and related stress could negatively affect the output of the
employees. Farooq and Sultana (2021) concluded from their study that women employees
were negatively impacted by WFH due to their need to balance the domestic activities
unlike the men who could spend more time on office activities, free of distractions, while
working from home.
A study of women doctors in India (Aggarwal et al., 2021), found that the ‘me’ time of
women doctors was reduced due to domestic compulsions and they go on to suggest a
series of recommendations to mitigate the problems of women employees while at WFH,
including, ‘psychological counselling’.
Yet another study (Haridasan et al., 2021) among women employees while at WFH
during the pandemic, found that the women employees had higher productivity while
working from home due to lesser interference, and the quality of the work was also
higher.
India’s Nasscom president Debjanj Ghosh was being hopeful when he said that the
mindset that women have to work (outside of home) and single-handedly manage the
home ‘has to change’ (Rai, 2020).
Mr Rishab Premji, Chairman of Wipro thinks it is important for a company’s culture that
employees be in their offices. (Chandra, 2020) Mr N. R. Narayana Murthy, the founder of
Infosys, also believes that WFH could not be a long term solution (Ghosh, 2020). At the
same time reports indicate that all the major companies such as TCS, Infosys, Wipro, and
so on, are preparing for a future where a major proportion of the employees would
continue to WFH even after the lockdowns had ended (PTI, 2020a, 2020b).
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Work from Home During the Pandemic: The Impact of Organizational
Factors on the Productivity of Employees in the IT Industry
Systla Patanjali
and N. M. K. Bhatta
View all authors and affiliations
OnlineFirsthttps://doi.org/10.1177/09722629221074 January 28, 2022
http s://orcid.org/0 000-0001-92 86-2561
s .patanjali@xime.org
http s://orcid.org/0 000-0002-99 98-8711
Goldman is moving its top executives to open offices — but the science says it'll
be a catastrophe for productivity and health Allana Akhtar and Drake Baer
Updated Dec 13, 2019, 1:45 AM https://www.businessinsider.com/why-the-openoffice-makes-you-distracted-exhausted-and-insecure-2014-4
The lack of privacy also means you'll be treated to a constant buzz of
background noise. While the bustle of a coffee shop has been found to increase
creativity, Scientific American reports that background noise disrupts
concentration, impairs memory, and aggravates stress-related illness like
migraines or ulcers.
Combining work and family demands into one physical space might intensify
individuals’ stress levels because of the increasing disturbance that may arise as to
which role to prioritize: family, or work (Eddleston & Mulki, 2017). Such role
confusion can lead to several negative outcomes such as higher absenteeism, lower
job satisfaction and performance, higher occupational stress, and higher turnover
rates (Aboobaker et al., 2017).
Anxiety refers to an affective state characterized by feelings of worry, tension,
apprehension, and nervousness accompanied by physiological arousal (Wheaton et
al., 2012). Usually, anxiety is elicited in response to an unknown and ambiguous
threat, an example of such a threat is the COVID-19 pandemic. A recent study
conducted among the Indian population, Roy et al. (2020) found that more than
80% of the participants were preoccupied with thoughts about COVID-19, while
36.4% reported feelings of paranoia about contracting the virus. Such prevalent
and persistent distress in the population can go a long way to negatively affecting
the work performance and job satisfaction of the workforce (Roy et al. 2020;
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Ingusci et al., 2021). Due to the global deterioration of economic conditions
as a result of the COVID-19 pandemic, people might feel insecure about
their jobs and future job prospects which can cause occupational stress as
well as job-related anxiety (Nemțeanu et al., 2021).
Despite the seemingly apparent potential positive upshots associated with work
from home, the majority of the workforce in many countries, such as in India,
started working from home for the first time. The combination of working from
home for the first time and the unsettling news surrounding the pandemic might be
taking a toll not only on the employees’ mental health but also on job performance
and satisfaction. This paper aims at exploring the dynamics of perceived work
autonomy, anxiety related to the COVID-19 pandemic, work-family conflict, and
investigate how these could impact the job satisfaction of employees working
from home.
Job satisfaction while working from home during the COVID-19 pandemic: do
subjective work autonomy, work-family conflict, and anxiety related to the
pandemic matter?
Zaidan Mohammed Dimpy Nandwani Anushree Saboo & Prakash Padakannaya Article:
2087278 | Received 11 Apr 2021, Accepted 05 Jun 2022, Published online: 14 Jun 2022
https://www.tandfonline.com/doi/full/10.1080/23311908.2022.2087278
Allan a Akhtar and Dr ake Baer
Updated
Dec 13, 2019, 1:45 AM
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17
CHAPTER III
RESEARCH METHODOLOGY
This chapter presents the methods and procedures implemented in
conducted research study. It concentrates on the research methodology,
population and sampling scheme, description of respondents, instruments used,
data gathering procedures, and the statistical treatment of data.
Research Method and Design
This study will employ the sequential explanation design of the mixedmethods methodology. This strategy is one in which the researcher conducts
quantitative research first, analyzes the results, and then uses qualitative research
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to explain the results in greater depth. It is deemed explanatory since the
qualitative data better explains the initial quantitative data results. The initial
quantitative phase is followed by the qualitative phase, so it is sequential (Creswell
and Creswell, 2018).
For quantitative data, the survey method must be utilized. The researcher
used this design to collect data on the problems and difficulties individual
respondents have encountered when using an open space work environment, how
the physical open office environment affects the job satisfaction and productivity
of knowledge workers, and how working from home affects the job satisfaction and
productivity of knowledge workers, and which factor has the greatest impact on
employee job satisfaction and productivity.
For qualitative data, the phenomenological design shall be used. A
phenomenological study is a study that attempts to understand people’s
perceptions and perspectives relative to a particular situation. In other words, a
phenomenological study tries to answer the question “What is it like to experience
such and-such?” In this study, 20 participants will be questioned regarding the
elements that influence their job satisfaction and productivity in the business
sector.
Population Frame and Sampling Scheme
18
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The study's data would be derived from the population of Metro Manila's
business sectors. A total of one hundred (100) knowledge workers from the five
(5) selected business organizations functioning in the National Capital Region in
2022 will be selected at random to participate in the quantitative portion of the
study. Similarly, the five firm participants will be chosen through a random sample
method. Twenty interview participants will be selected at random to offer
information using the qualitative methodology.
Research Instrument
The study will employ a questionnaire developed by the researcher, which
will be mostly based on a review of relevant literature. This instrument must
measure all behaviors required by the research questions and the primary issue.
Similarly, a plan for interviews will be developed depending on the answers to the
questionnaire. Utilizing the Cronbach Alpha Formula, the internal consistency of
these instruments will be determined. A modified structured interview guide.
To ensure proper information in this study, the researchers employed a
researcher-made questionnaire and structured interview questionnaire for further
validation of the survey.
19
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1.
Survey Questionnaire. The survey questionnaire will be an adapted
and modified questionnaire lifted from some journals and articles related to
research topic. The questionnaire will consist of several parts:
Part 1: Pertains to information which relates to demographic profile of the
20
respondents: nature of the business, capitalization and years in operation.
Part 2: This portion relates to challenges faced by respondents in open
space and work-at-home environment and the factors that greatly influence their
job satisfaction and productivity.
Part II will be quantified using the following relative values:
Scale
Range
Verbal Interpretation
4
3.50-4.00
Strongly Agree
3
2.50-3.49
Agree
2
1.50-2.49
Disagree
1
1.00-1.49
Strongly Disagree
After the questionnaire formulation, the survey will be submitted to the
adviser for comments and validation. The researcher will also seek comments from
the panelist and suggestions will then be incorporated for final drafting of the
questionnaire.
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The instrument after having been examined by the experts will then be pilottested to selected employees of the five business sectors to validate if the survey
was being understood or some items will be needing some improvements.
The questionnaire was analyzed and adjustments were made for better
understanding. The suggestions and comments given by the experts and the
results gathered from the pre-test and further revisions and refinement has been
made for final drafting before the actual distribution.
2. Interview. Structured interview questions will be prepared, wherein the
researcher will conduct interviews to business managers, supervisors and
employees. This will be undertaken to seek further information on the challenges
encountered by selected knowledge workers when they are reporting for work in
the office with an open space set up and was suddenly shifted to a work-at-home
arrangement because of the pandemic. Structured interview questions will be
validated by some experts and to be pilot tested to the same group of respondents.
Some of the interviews will be conducted face to face and some will be facilitated
using google forms due to pandemic restrictions.
Data Gathering Procedures
Approval of the Permission Letters shall be sought from the five (5)
managers of the selected companies, after which the questionnaire shall be
21
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administered to the selected twenty (20) employees of each company
respondents. The researcher shall serve all ethical issues involved in the gathering
of data. After the administration of the questionnaire, the interview for the twenty
(20) selected employee knowledge workers shall be conducted. The purpose of
this qualitative data is to support the results of the quantitative data. The
researcher will seek the assistance of one or two employees of each company
respondent in the gathering of data expected to be retrieved within three to four (34) months. The data collected shall then be organized, tabulated, and prepared
for quantitative and statistical analysis.
Quantitative and Qualitative Analyses of Data
For the quantitative analyses of data, the following formulas shall be used:
1. Frequency Distribution (Mahbobi, M. & Tiemann, T. K., 2015). This
distribution can show either the actual number of observations falling in
each range or the percentage of observations. In this study, this
descriptive statistic shall be used to describe the profiles of the company
and employee respondents, research question no.1, and research
question no. 2.
2. Percentage Distribution (Triola, 2018). It is a frequency distribution
in which the individual class frequencies are expressed as a percentage
22
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of the total frequency equated to 100. Also known as relative frequency
distribution; relative frequency table. This formula shall be used to
describe the profiles of the company and employee respondents,
research question no.1, and research question no. 2. The formula is:
Formula: % = (f/N) X (100)
Where: % = percent
f = frequency
N = number of cases
3. Weighted mean (Levin, 2017). This shall be used to calculate the
average that considers the importance of each value to the overall total.
This formula shall be used to quantify the data for the job satisfaction
and productivity of knowledge workers in physical open spaces and
work-from home environments, as required in research questions 3, 4,
5, 6, and 7.
The weighted mean is computed as:
Where: N = weighted average
23
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w = number of terms to be averaged
𝑤𝑖 = weights applied to x values
𝑋𝑖 = data values to be averaged
4. Pearson Product Moment Coefficient of Correlation (Vaidya, D.,
2022). Pearson correlation coefficient, also known as Pearson R
statistical test, measures the strength between the different variables
and their relationships. Whenever any statistical test is conducted
between the two variables, then it is always a good idea for the person
analyzing to calculate the value of the correlation coefficient for knowing
how strong the relationship between the two variables is.
Where:
r = Pearson Coefficient
n= number of the pairs of the stock
∑xy = sum of products of the paired stocks
∑x = sum of the x scores
∑y= sum of the y scores
24
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∑x2 = sum of the squared x scores
∑y2 = sum of the squared y scores
The formula shall be used to calculate the effects and influences of physical
open office environments and working from-home environments on job satisfaction
and productivity of knowledge workers in the business sector as defined in
research questions three to seven (3-7)
The Iterative Phenomenological Analysis is to be employed for the
qualitative analysis. The objective of interpretive phenomenological analysis (IPA)
is to investigate in depth how participants make sense of their personal and social
reality, and the primary currency of an IPA study is the meanings that certain
experiences, events, and emotions have for participants.
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REFERENCES
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selective sketch of phenomenological research methods. International
Journal of Qualitative Studies in Education, 30(6), 519–533.
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Ajala, E. (2012). The influence of workplace environment on workers’ welfare,
performance, and productivity. The African Symposium, 12 (1), 141–149.
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Bergström, J., Miller, M., & Horneij, E. (2015). Work environment perceptions
following relocation to open-plan offices: A twelve-month longitudinal study.
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Bradford, H. (2013, August 24). The truth about open-plan offices. Huffington
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Chadburn, A., Smith, J., & Milan, J. (2017). Productivity drivers of knowledge
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Chignell, B. (2015, June 4). How does office design affect productivity?
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Ciampa, D. (2021). A CEO’s guide to planning a return to the office. Harvard
Business Review Digital Articles, 1–5.
Corporate Finance Institute. (2018, December 21). Knowledge workers - Who
they
are
and
what
they
do
https://corporatefinanceinstitute.com/resources/knowledge/other/knowledg
eworkers/
Creswell, J. W. (2013). Qualitative inquiry and research design: Choosing
among five approaches (3rd ed.). SAGE.
Creswell, J. W., & Miller, D. L. (2000). Determining validity in qualitative inquiry.
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39(3),
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https://doi.org/10.1207/s15430421tip3903_2
Dutcher, E. G. (2012). The effects of telecommuting on productivity: An
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Glenn Dutcher, E. (2012). The effects of telecommuting on productivity: An
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COVID-19 pandemic: do subjective work autonomy, work-family conflict,
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Rivier University Academic Blog on The Price of Collaboration: Open Office
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from
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SURVEY QUESTIONNAIRE
OPEN OFFICES AND WORK-AT-HOME: A PHENOMENOLOGICAL ANALYSIS
OF FACTORS INFLUENCING EMPLOYEE PRODUCTIVITY
IN THE BUSINESS SECTOR
PART I. PROFILE OF THE RESPONDENTS
DIRECTIONS: Please tick (✔) the checkbox that corresponds to your best
answer.
1.
Age
25 and below
26-30
31-35
36 and above
2.
Gender
Male
Female
3.Job Position
Manager
Technical Support
Office Staff
Supervisor
26
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4.Types of Business Sector Employed
Service
Construction
Telecommunication
Merchandising
Manufacturing
Retail Industry
Business Process Outsourcing
Advertising
5.Number of years employed
1 year and below
2-5 years
6-9 years
10 years and above
6. Current work arrangement setup
Physical Open Office
Alternative work arrangement
Hybrid work arrangement
PART II: Problems Encountered by Knowledge Workers When Utilizing Open
Office and Work-from-Home Setup
DIRECTIONS: Please indicate your level of agreement on assessing the use of
open office space and work-from-home environment. Put a check (✔) on the
number of your choice based on the following scale:
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Scale
Verbal Interpretation
4
Strongly Agree
3
Agree
2
Disagree
1
Strongly Disagree
1.What problems do you encounter when reporting for work when
utilizing?
1.1. open space work environment
1.1.1 Communication
1.Transparent & open
communication is not possible
because of the perception that
someone is always listening.
2.Discourage face-to-face
communication and increased
reliance on virtual channels.
3.Reduced collaboration and
collective intelligence among
knowledge workers.
4. Lack of privacy for personal
conversation and lack of security
when dealing with confidential
matters.
5.Experienced more uncontrolled
interactions, higher levels of stress,
and lower levels of concentration
and motivation.
4
(SA)
3
(A)
2
(D)
1
(SD)
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1.1.2 Distractions
1.Uncontrollable noise coming from the
office environment (phone conversations, fax
machines, copiers, telephone ringing).
2.Coming and going out of people inside the
office is a constant distraction.
3. Email, phone calls, text messages, twitter
can be disruptive as that of an annoying coworker.
4. Having multiple people doing routine
activities in just one room or sharing a
workspace with a large number of coworkers
is incredibly distracting.
5. Switching between work and helping
coworkers can be a source of distraction.
4
(SA)
3
(A)
2
(D)
1
(SD)
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1.1.3 Information Technology Tools and
Equipment
1. Lack of relevant information technology
tools and dedicated software to support
workplace activities.
2.Negative perceptions about the new
technology and apprehensions of being
trained in handling the new technology.
3. Accessibility of technical support
personnel should employee need assistance
especially those with limited internal ICT
capacity.
4. Information technology tools and software
available to track and monitor the activity of
workers becomes a security issue.
5. Employees are not equipped with
sufficient ICT tools and equipment they need
to get their jobs done.
4
(SA)
3
(A)
2
(D)
1
(SD)
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4
(SA)
1.1.4 Space Layout and Design
3
(A)
2
(D)
1. Lacks privacy and personal space for
confidential conversations.
2. Exposure to a toxic co-worker who mess
with personal belongings and always listen
to conversations.
3. The workplace design will have a negative
effect on health and safety because of open
exposure to germs and infections.
4. Open office setup resulted in
depersonalization of desk space.
5. There was a feeling of being constantly
being monitored by management.
1.2 Work-from-Home Strategy
1.2.1 Communications
1.Lack of face-to-face
communication that leads to a
feeling of being socially isolated.
2.Absence of actual supervision
from superiors.
3.Loss of collegial feedback and
reinforcement.
4.Increased difficulty in working
through problems since it is
challenging to effectively gather
teams together for brainstorming.
5.Harder to collaborate and manage
work relationships with colleagues
that leads to a feeling of
disengagement.
4
(SA)
3
(A)
2
(D)
1
(SD)
1
(SD)
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1.2.2 Distractions
1.Distractions from electronic and
online sources (emails, news alert,
Facebook updates, You Tube
videos) and other digital
distractions.
2.Noise distractions from family
members, neighbors, visitors and
friends, couriers, service delivery
riders.
3. Poor internal environment quality
(IEQ) which can be irritating.
4. Little tasks around the house can
be a handy way to procrastinate
and postpone doing work that
needs to get done.
5. Striking a balance between worklife and home-life because of
combining work and family
demands into one physical space.
4
(SA)
3
(A)
2
(D)
1
(SD)
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1.2.3 Information Technology
Tools and Equipment
1.Experience technical glitches
because of unreliable Internet or
WIFI signal.
2. Zoom/Screen fatigue caused by
extended hours of screen exposure
due to full time computer work.
3.Familiarity with software and
technology usage leading to virtual
tools doubts and fears.
4
(SA)
4. Low-quality video calls,
software programs that are too
narrowly tailored for employee’s
needs.
5.Far from in-person IT support for
technology problem trouble
shooting.
1.1.2 Space Layout and Design
1. Absence of a dedicated workstation at
home because of shared workspaces with
children and other members of the family.
2.Mobility of work spaces in any corner of
the house
3. Pets, children and other people often
entered if with limited workspace at home.
4 Setting up a home office that comes with
physical and infrastructural demands.
5. Body pain problems like wrist pain, neck
strain and a sore back because of
uncomfortable work stations.
3
(A)
2
(D)
1
(SD)
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2. How do the following work set up influence the job satisfaction of
knowledge workers?
2.1 open space environment
Influence of Open Space
Environment on the Job
Satisfaction of Knowledge
Workers
1.Some movements at work have
been restricted leading to more
physiological stress (low energy,
headaches, upset stomach) and
less satisfied with work.
2. Background noise disrupts
concentration, impairs memory, and
aggravates stress-related illnesses
like migraines or ulcers resulted to
job dissatisfaction.
3. My health and safety are being
compromised and I felt worse about
my work environment, co-worker
relationship leading to job
dissatisfaction.
4. Poor body mechanics due to lack
of proper physical workstation, and
prolonged sedentary activity can all
lead to increased discomfort and
pain.
5.Diminished privacy and increased
reliance on virtual channels in turn
leads to lower job satisfaction.
4
(SA)
3
(A)
2
(D)
1
(SD)
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2.2 Work-from Home Strategy
Influence of Working-from-Home
on the Job Satisfaction of
Knowledge Workers.
1.Cannot avoid separating work and
home tasks which has a negative
impact on job satisfaction.
2. Increased stress due to sharing
of workspaces, poor body
mechanics due to lack of a suitable
physical workstation, and prolonged
sedentary activity can all lead to
increased discomfort and pain.
3.Surveillance tools can make
workers feel untrustworthy or have
concerns about privacy and
security, which in turn can have a
devastating impact on job
satisfaction
4. Working overtime or experiencing
work-related disruption affect job
satisfaction insignificantly or
negatively.
5. Social isolation when working
from home can affect relationships
with colleagues, resulting in job
dissatisfaction.
4
(SA)
3
(A)
2
(D)
1
(SD)
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3. How does the following work set up influence the productivity of
Knowledge workers?
3.1 Open Office Environment
Influence of Open Space
Environment on the Productivity
of Knowledge Workers
1.Conversations that were taken to
other spaces to avoid disturbing
others reduced productivity since
you were removed from your
computer and desk phone.
2. Being glued to email and other
instant messaging can have a
substantial negative impact on
employees' sense of well-being,
relationships, and productivity.
3. Not being able to adapt to new
technologies has a negative impact
on self-esteem and productivity.
4.Problem resolutions in a
collaborative manner and important
tasks cannot be performed
immediately.
5. Frequent lateness and
absenteeism of employees
resulting in loss of productivity.
4
(SA)
3
(A)
2
(D)
1
(SD)
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3.2 Work-from-Home
Effect of Work from Home
Strategy on Productivity of
Knowledge Workers
1. Maintaining work and home life
balance not only increases
employees’ workload, but they
constantly lose productivity due to
stress and pressure.
2.Increased stress reduces level of
productivity as a result of sharing of
workspaces among family
members.
3. Unsatisfactory IEQ conditions
may have adverse effects on both
physical and mental well-being,
while reducing overall work
performance.
4. Being isolated leads to
uncertainty on whom to talk to
about specific issues, where to get
specific support, and how and when
to approach colleagues, leading to
hold-ups and delays.
5.Lack of opportunities to connect
informally with colleagues and lack
of teamwork will have a negative
impact on productivity
4
(SA)
3
(A)
2
(D)
1
(SD)
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Part VI. Which among the identified factors has a great impact on
your job when utilizing open office environment and work-at-home
setup?
Factors that Influence Knowledge
Workers Job Satisfaction and
Productivity
4
(SA)
3
(A)
2
(D)
1
(SD)
1. Noise and privacy
2. Space layout and design
3. Effective communication
4. Social interaction
5. Light and illumination
6. Information technology tools and
equipment.
7. Flexibility in work spaces
8. Ambiance
9. Health and security
10. Work life balance
31
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32
PART III: INTERVIEW GUIDE ON OPEN OFFICES AND WORK-AT-HOME: A
PHENOMENOLOGICAL ANALYSIS OF FACTORS INFLUENCING
EMPLOYEE PRODUCTIVITY IN THE BUSINESS SECTOR
1. What problems do you encounter when working in an open office environment?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
.
2. What challenges do you encounter when utilizing a work-at-home strategy?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
.
3. How does the physical open office environment affect your job satisfaction?
______________________________________________________________
______________________________________________________________
______________________________________________________________
_____________________________________________________________.
4. How does the physical open office environment affect your productivity?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
.
5. How does working from home affect your job satisfaction as a worker?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
.
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6. How does working from home affect your productivity as a knowledge
worker?
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
.
7. What do you think are the factors that greatly affects your job satisfaction and
productivity when utilizing open office environment and work from home setup?
______________________________________________________________
______________________________________________________________
______________________________________________________________
_____________________________________________________________.
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