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anonymous

Home Sweet Office: Comfort in the Workplace - Research - Herman Miller - 0 views

  • Jacqueline Vischer, professor, department of environmental design, University of Montreal, has created a model that ranks comfort into an ascending continuum of physical, functional, and psychological comfort, which roughly parallels the Kolcaba model of relief, ease, and renewal.
  • Various aspects of physical comfort, such as temperature, lighting, acoustics, and ergonomics, have been researched extensively over the years, so standards for those areas affecting health and safety are fairly well defined.
  • “There is no one temperature and humidity level at which everyone is comfortable.” *10
  • ...12 more annotations...
  • Clearly, many workers would be more comfortable if they had some control over their immediate environment—if they could adjust the heat or turn on a task light, for example. But “very few buildings or workstations enable occupants to control lighting, temperature, ventilation rates, or noise conditions.
  • functional comfort, wherein the work environment becomes a tool that enables and supports individual work and collaborative teams. “There are fewer standards and practices to ensure functional comfort than there are for physical comfort,”
  • In Herman Miller’s survey of 500 workers, four out of five attributes that were consistent predictors of a “high comfort” workstation related directly to functional comfort: The capability to support space for two or more people to meet The capability to control interaction with those around me The option to place the computer in the most suitable location Having a place to store my personal items
  • While physical and functional comfort are linked to productivity, psychological comfort relates to uniquely human needs, such as the ability to control elements of one’s job, to personalize one’s space, to set boundaries, and to connect with nature or beauty. While psychological comfort is difficult to quantify, it addresses some intensely human drives.
  • Control, for example, is related to higher levels of job satisfaction and psychological comfort.
  • In the office, territoriality operates in at least two ways: in the attempt to control visual, auditory, or physical interruptions and in the nearly universal urge to personalize one’s space.
  • Interruption is perceived as an invasion of personal space, and the inability to control it produces frustration and territorial behavior, which can range from complaining about confidentiality to erecting blockades.
  • Territoriality also concerns the human need for self-expression.
  • “People who are informed about workspace-related decisions, and who participate in decisions about their own space, are more likely to feel territorial about their workspace and to have feelings of belonging and ownership.” *22
  • the effect of beauty—the aesthetic element of a work environment—may be the most unquantifiable contributor to psychological comfort in the workplace.
  • The beneficial effect of natural light on health is so compelling that European Union directives on workplace health and safety state that “workplaces must as far as possible receive sufficient natural light...”
  • A growing body of research shows that building environments that connect people to nature are more supportive of human emotional well- being and cognitive performance than environments lacking these features,” writes Heerwagen.
sandro doenni

Manpower | Research Center - 0 views

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    Umfangreiche Informationen zur Arbeitssituation Weltweit
sandro doenni

InnoCentive, Inc.: Private Company Information - BusinessWeek - 0 views

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    "InnoCentive, Inc. builds a Web community for open innovation that enables scientists, engineers, professionals, and entrepreneurs to collaborate to deliver solutions for R and D-driven organizations. The company posts problems on its Website and offers open research, development, and innovation assistance."
anonymous

IFTF: Future of Work - 0 views

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    Institute for the Future - Non Profit Research Institute publishing a Future of Work Report and guidelines for companies to adapt to the future
sandro doenni

Gartner: Ability to leverage consumerization of IT will make or break businesses | ZDNet - 0 views

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    "Here at Gartner Symposium/ITxpo, Gartner director of global research Peter Sondergaard warned conference attendees that the impact of consumerization is the single most significant trend that will impact IT over the next 10 years. "We stand at the foot of a new high tide" said Sondergaard. "There is a shift in technology ownership.""
anonymous

SWR3.de - Office-Innovation-Center des Fraunhofer Institus - 0 views

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    Research Fraunhofer Institut around relaxation spaces as productivity Boosters
anonymous

The Future of Work Programme - 0 views

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    Oxford University Cross-Functional Program
anonymous

The world at work: Jobs, pay, and skills for 3.5 billion people | McKinsey Global Insti... - 0 views

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    2012 McKinsey article on global labor market trends
sandro doenni

Millennials: A Portrait of Generation Next - Pew Research Center - 0 views

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    Comparing Generations - statistics
sandro doenni

Computer Use and Productivity Growth - 0 views

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    Computer Use and Productivity Growth
anonymous

Managing IT in a downturn: Beyond cost cutting - The McKinsey Quarterly - managing IT d... - 0 views

  • After making these investments, the bank reported that it was on track to double the number of daily branchwide sales calls, improve its conversion rates, and significantly raise productivity. Uniform sales procedures, applied throughout the system, were expected to yield further efficiencies.
  • The bank had relied heavily on manual, paper-based processes to identify and distribute leads, customize offers, and close deals. There were islands of automation at points throughout the sales process but no end-to-end view of its workings or how technology could improve them.
David Slight

Team Collaborative Applications/SharePoint - 0 views

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    Recent Forrester report on growth of Collaboration: forcing companies to restrict travel while keeping distributed teams in touch
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