Det gode Kontor: Effekten av Kontorløsninger på Ansattes Opplevelse av Jobbkrav, Kontroll, Sosial Støtte og Utmattelse

Previous research on office solutions has only to a limited degree utilized organizational psychological theories or models in order to explain how different office solutions affect employees. This cross-sectional study applied the job demand-control-support model (JDCS) (Johnson & Hall, 1988) to investigate how office solutions, as a contextual condition, relates to job exposures (demands), resources (control and social support), and employee health (exhaustion) in two different samples of Norwegian office employees. ANOVA and pathway analyses were used to investigate differences between office solutions with regard to the JDCS model. Employees in cell offices experienced more control than employees in other solutions, and similar levels of job demands as employees in open plan offices. Actual differences in job demands and exhaustion between the solutions were small. Differences in social support were present in one of the samples, but these were small as well. The strength of the associations in the job demand-control-support model did not vary significantly between different office solutions. However, whether resources buffered, and which resources that buffered the positive relationship between demands and exhaustion, varied between different solutions. The job-demand-control-support model was replicated. This study concludes that there are clear differences between the solutions when it comes to employee experience of job control. The findings provide practical implications for managers and decision makers considering the introduction of new office solutions