The contribution of office design to the appraisal of job control: A longitudinal study

Abstract

The appraisal of control over work intensity and decisions at the workplace is a well‐established determinant of health and well‐being among employees. Building on job design theories, the overarching aim of this study was to determine office layout as a predictor of perceived job control. Specifically, we investigated between‐group differences in control by contrasting employees in cellular offices with employees in shared/open offices, as well as effects on control among employees transitioning from one office design to another. This is a longitudinal study with three survey points across 48 months comprising 3,415 Norwegian office employees. Data were analyzed with latent growth curve analyses, adjusted for gender, age, leadership responsibility, and teleworking. Employees in cellular offices reported significantly higher control over work intensity and control over decisions when compared with employees in shared/open workspaces. Transitioning from a shared/open workspace to a cellular office led to a significant increase in perceived control regarding work intensity. As the experience of control may buffer the negative impact of job demands, organizations that rely on shared or open office solutions may benefit from identifying tools that can contribute to enhancing their employees' perceived control.