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Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well‐being
Author(s) -
Knight Craig,
Haslam S. Alexander
Publication year - 2010
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/j.1467-8551.2009.00683.x
Subject(s) - organizational identification , identification (biology) , control (management) , job satisfaction , compromise , feeling , identity (music) , psychology , organizational commitment , social psychology , social identity theory , space (punctuation) , workspace , business , public relations , management , sociology , computer science , political science , economics , social group , social science , botany , physics , robot , artificial intelligence , acoustics , biology , operating system
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 =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.