Two established psychologists share their views on office spaces with Simonne Pace. One thinks the workplace needs to be equipped in such a way as to prevent any physical strain on the employee, while the other would eliminate the feeling of being in a chicken coop to avoid tension and conflict.

The word space makes you think big, both in terms of the tangible physical environment as well as the much more abstract psychological aspect.

Our spaces – the places where we think and move about every day – mean the world to us. Without us knowing, space around us exerts a powerful effect on our behaviour and we generally tend to function and think according to where we happen to be and what we are exposed to.

It is therefore interesting to study how physical spaces around us, especially the workplace, impact the way we behave, the way we think and our productivity.

Here is what psychologists Patrick Psaila and Kenneth Formosa Ventura have to say on the subject:

How does the workspace affect an employee’s performance and mental health?

Kenneth: Research shows that the quality of the work environment has a direct effect on the employee satisfaction, which, in turn, affects performance and productivity. Studies have shown that work environments that are noisy, or have insufficient lighting or ventilation, or that present health and safety issues often lead to high absenteeism and staff turnover, suggesting that the workspace and employee satisfaction are correlated.

Patrick: The physical work environment has a significant impact on psychological well-being, especially because it is something people are constantly exposed to. We take in and process information about our physical world through our five senses, so anything we see, hear, feel, smell and taste also actually has an impact on our psyche.

Adverse physical environments in relation to air quality, noise, lighting, temperature, colours, space, quality of office furniture and surroundings can all impact negatively on employee performance and mental health.

Is it just a matter of physical space, or are there other elements that affect performance and behaviour?

Kenneth: Research often divides the office environment into the physical and psychological workspaces. While the first is more concerned with office layout and services, the psychological environment relates to the opportunity for social interaction between employees.

Hence, working environments should cater for informal interaction points (such as cafeterias and other social areas), where employees can build and maintain healthy relationships and create a positive work atmosphere.

On the other hand, it is also known that distractions and unnecessary interruptions allow for a disruptive effect on employee performance. Whatever the office layout, it is very important to cater for some form of privacy.

Patrick: The physical environment is only one factor that impacts performance. A workspace that ticks all the boxes in terms of physical features, space, light, etc... can still be a nightmare to work in.

The most important factors are harmonious working relationships, where people feel they are valued and respected by the organisation, their leaders and their peers, interesting work, regular feedback, opportunities to learn and grow within the organisation and a pay package that allows for a lifestyle that equals the socio-economic status of the individual peers in the community.

Mention one thing you’d eliminate in a workspace that would negativelyaffect or slacken performance, and another element you deem crucial...

Kenneth: I would ensure that any workspace is top-notch in terms of health, safety, environment and welfare. The workplace needs to be equipped in such a way as to avoid any physical strain on the employee and all necessary arrangements are made available.

The trendy theory in office design is that open, cubicle-less workspaces foster a creative and collaborative workplace. However, it seems that some companies are going a bit too far with this concept and it is hurting productivity

Patrick: The first thing I would eliminate is overcrowding. This gives the sensation that employees are in a chicken coop and can often result in tension and conflict, due to the territorial nature of human beings.

I would insist on fresh air, natural light, access to windows and an adequate amount of space.

What is conducive to motivation, happiness, a positive attitude to work and respect for an employer?

Kenneth: Simple elements in a workspace may boost employee morale and improve productivity. Initiatives typically address comfort on two levels: the ‘harder’ comfort elements and the ‘softer’ ones. The first may include reduced noise levels, comfortable temperatures and well-organised layouts without clutter, adequate ventilation and natural lighting. The softer elements typically address the overall decor, cleanliness, appropriate furniture, adequate plantation and having a supportive office culture that allows bonding between employees to grow.

Patrick: Space is crucial as it allowsthe employee some sense of personal territory. This means that they arenot isolated in such a way that they cannot make frequent contact with each other.

Obviously, extroverts will want to socialise more than introverts. One therefore needs to find a balance according to the type of work being done and the people doing it. Dress code, for example, can be included as part of the physical working environment. Where possible, employees should be encouraged to wear comfortable casual attire that they feel good in.

What elements can lead to stress, demotivation, grumpiness, rude behaviour and lack of trust in a workplace?

Kenneth: An environment that threatens the health and safety of an employee will definitely cause a negative attitude towards work. In addition, when a number of previously mentioned positive elements are not taken into consideration and at times taken to extremes, one may expect low morale, negative emotions and stress to be prevalent among the workforce.

Patrick: A sloppy, rundown, unmaintained, overcrowded and even a poorly-lit working environment can encourage sloppy and aggressive behaviour because people feel disrespected and undervalued. The grudge they bear against the organisation can consciously or unconsciously translate into negative behaviour and into demotivation.

Have you ever witnessed cases whereby office space has caused negativity or positivity?

Kenneth: Of course, it is very difficult to please everyone. Experience has taught me that there will always be some form of malcontent. Employees, whose offices are situated in a basement, with no access to natural light, find it quite frustrating. Also, companies installing permanently closed windows with no proper ventilation systems may lead to complaints of stuffy smells and claustrophobia.

On the other hand, employees are usually appreciative of employers who invest in fully ergonomic desks and chairs, cleaner and more comfortable spaces and fully-equipped, informal meeting areas, such as kitchenettes.

Also, research has shown that any sort of employee involvement when planning or redesigning office space tends to develop positive beliefs and attitudesassociated with employee engagement.

Patrick: Overcrowding and isolation – two extremes on the social access spectrum that cause negative consequences. Overcrowding leads to people arguing over space, noise, smells of packed lunches, and where to hang jackets and keep personal belongings.

In a specific isolation case, a highly sociable person was forced to work alone in an office that was completely cut off from the rest of his co-workers and hub of activity. This, together with other factors, contributed to depression and demotivation.

On the other hand, there are organisations that give due importance to the psychological impact of the physical working environment. In such situations, because other positive practices are in place, people feel a sense of pride and actively contribute towards maintaining their workspace and even improving it.

Some organisations have a ‘quiet room’, where employees can withdraw for a few minutes of relaxation or meditation before diving back into their work. Other companies have spacious, lounge-type common areas, where people can meet and socialise during breaks or simply relax with a good book or even take a power nap.

How important is it for an organisation to create an optimal workspace? Why? Who or what stands to gain?

Kenneth: Providing the best workspace is one way of recognising the value of employees to the business – and here both employer and employee stand to gain. How well employees engage with their organisation, especially with their immediate work environment, influences to a great extent their error rate, their level of innovation and collaboration with other employees, absenteeism and, ultimately, how long they stay in the job. More productive employees yield increased profits for the business.

Patrick: Physical comfort has a direct effect on mental clarity, which in turn affects how well an employee can do his job. Ergonomics, for example, which by definition is the applied science of equipment design, for the workplace – intended to maximise productivity by reducing operator fatigue and discomfort – has a significant impact on performance and concentration.

Which workspace design works the best or the worst?

Kenneth: In today’s society, the two most popular types of office workstation configurations are best known as the open- and closed-office environments. Both classifications have advantages and disadvantages, and truly depend on the nature of the specific company and group of individuals who reside in the space to quantify which has the more powerful effect.

While some societies place value on hierarchy-based systems, whereby having your own office is a sign of status, research has shown that younger generations tend to prefer the open-office configuration, placing employees with the same desk layouts with equal opportunities for all.

Patrick: This depends highly on the type of work a person is carrying out and the service offered by the organisation. Light, colour, soft furnishings, furniture, temperature, etc... need to be designed according to what is needed.

In general, however, designs that are in line with the need for personal space, natural light, fresh air and nature are more conducive to well-being and productivity in the long term. The use of natural indoor plants, aquariums, fountains and landscaped, accessible, outdoor spaces are a great way to partially meet these needs.

Are current major redesigns to office spaces effective? Does a huge space necessarily make an employee happier and more creative? Your thoughts...

Kenneth: The trendy theory in office design is that open, cubicle-less workspaces foster a creative and collaborative environment. However, it seems that some companies are going a bit too far with this concept and it is hurting productivity.

Research is showing that if the office environment is to act as a conduit for knowledge creation and knowledge transfer, then offices need to allow both collaborative and individual work to coexist without causing conflict between the two.

Hence, while focusing on collaboration with an open design, one needs to find the right balance by providing spaces where workers can focus, take time to think and process their ideas.

Patrick: Opinions differ greatly on this subject. The modern concept of hot-desking was introduced more as a means of saving space and reducing cost rather than as a means of boosting employee morale and motivation.

However, companies adopting this design and concept of working have had mixed results. On the one hand, it encourages social interaction and an overall sense of team, equality and flexibility. It also tends to deprive employees of some private space they can personalise and use as their ‘base’ during the working day.

• Patrick Psaila is a registered psychologist who has been working in organisations for the past 15 years. His work includes coaching and mentoring, counselling, training and consultancy. He is executive director of ThinkTalent Ltd. Having studied in Vancouver, Canada, he chose this line of work because what gives him most satisfaction in life is contributing to the development and well-being of others. He is 46 years old, married to a psychologist, father of a 14-year-old son... and a dog.

• Kenneth Formosa Ventura is an occupational psychologist with over 15 years of experience in human resources. A Master Neuro Linguistic Practitioner, he has recently established his private practice – Tranceformational Coaching – as an executive coach, offering career coaching and outplacement services to international customers. He is currently based in Zurich and is married with two children.