Session 8 Personality and Workplaces
"Employees’ office preferences: the impact of age generation, gender, current office type and workspace satisfaction"
Ingrid Nappi-Choulet; Gisele de de Campos Ribeiro; Hajar Eddial, ESSEC Business School Cergy/France
Abstract: Office spatial configurations are changing to accommodate the needs of the knowledge economy and a new generation of workers that grew up immersed in modern technologies. New office layout designs such as hot-desking and activity-based offices have emerged to attract today’s digital native generation, retain talented workers, encourage collaboration, and boost creativity and efficiency. However, workplace management research shows limited evidence of the effect of age generation on employees’ workplace design preferences. The aim of this study is to explore the relationship between office workers' preferences for three office types (cellular office, open-plan office, and flex office) and their respective age generation, gender, current office type and workspace satisfaction.
A web survey with white-collar employees, working in three Parisian companies was carried out. The three companies operate in the service field and all of them were carrying workplace redesigning projects. This research analyzed the office type preferences of 426 white-collar workers. Categorical variable analysis, log-linear analysis and logistic regression were performed. Age generation is not associated with individuals’ office type preferences. Gender and employees’ current office type, and workspace satisfaction are.
"SIM-OFFICE – identifying personality- and task-based office environment preference patterns"
Annette Kämpf-Dern, RE-ER Entrepreneurial Research, Frankfurt am Main/Germany
"Workplace curiosity as a factor of success for driving innovation"
Christine Blum-Heuser, Carl Naughton, Andreas Steinle, Todd Kashdan, Merck KGaA Darmstadt/Germany
Abstract: If a company wants to be successful and grow, innovation is essential. This exploratory pilot study has examined the efficacy of a team training program, targeting workplace curiosity and innovative work behavior. We designed an online video tutorial-based team training, the ACTIVATE CURIOSITY program. The content was tied to four curiosity dimensions and offered two techniques per dimension. We conducted program evaluation with comparisons between pre- and post-intervention survey results and with analyzing interviews with the team leads. Results show that teams benefitted from the techniques in two ways: First, the intervention altered team routines such that creative ideation become commonplace. Second, the techniques had a visible social impact. Reserved members contributed more often, and group confidence increased. The qualitative data analysis shows evidence of these behavioral changes. The data show that a training intervention to increase workplace curiosity can improve the innovation potential of teams. Since the intervention was designed as a team-online training, evidence suggests that training teams, even virtual teams, is a promising approach for increasing innovative work behavior.