Lebanese University

Faculty of Economics
and Business Administration

The impact of workplace design on employee performance:

The case of Faber Castell
Case study submitted in partial fulfillment of the requirements of
Bachelor’s Degree in Business Administration
Specialization: Management

Prepared by:
Maria Merhi

Supervisor: Dr. Lily Assaf

Reader: Dr. Rabih Hassoun

Academic Year
2021-2022
 Acknowledgments

Throughout the writing of this thesis, I have received a great deal of support and assistance.

First and foremost, I would like to express my sincere gratitude to my supervisor, Dr. Lily Assaf,
for her patience, immense knowledge, and constructive feedback. Her dedicated guidance carried
me through all the stages of writing my research.

In addition, a special thank you to Dr. Rabih Hassoun for his efforts in reading this paper.

To my parents and friends, this would have been a much more difficult journey without you. You
have really been a source of inspiration. Thank you for believing in me and for your constant
encouragement throughout this process.

Finally, I would like to thank God, whose blessings have made this study possible. I have
experienced your guidance day by day. You have given me wisdom, support, and strength
whenever I felt like giving up, and for that, I can never thank you enough.

I am extremely grateful to each and every one of you. Thank you.

Maria
Table of contents
Chapter 1: Introduction..............................................................................................................12
1.1 General background about the topic...........................................................................12
1.2 Need for the study.........................................................................................................12
1.3 Purpose of the study......................................................................................................13
1.4 Research question and hypotheses..............................................................................13
1.5 Brief Overview...............................................................................................................14
Chapter 2: Literature Review.....................................................................................................16
2.1 Workplace Design.........................................................................................................16
2.1.1 Definition.................................................................................................................16
2.1.2 Why Is It Important?................................................................................................17
2.1.3 Office Design Principles..........................................................................................18
2.2 The Workplace Design Variables................................................................................18
2.2.1 Noise in the office....................................................................................................18
2.2.1.1 Definition of Noise...............................................................................................19
2.2.1.2 Sources of Noise in Offices.................................................................................19
2.2.1.3 Hazards of Noise Pollution..................................................................................20
2.2.1.4 Noise Reduction...................................................................................................21
2.2.2 Colors in The Workplace.........................................................................................26
2.2.2.1 The Psychological Effects of Colors ...................................................................27
2.2.2.2 The 60:30:10 Rule................................................................................................30
2.2.3 Office Lighting........................................................................................................30
2.2.3.1 The Effects of Lighting........................................................................................30
2.2.3.2 Lighting and Accident Reduction........................................................................31
2.2.3.3 How to Optimize the Lighting in Offices?...........................................................31
2.2.4 Indoor Air Quality of the Workplace.......................................................................32
2.2.4.1 Sources of Indoor Air Pollution...........................................................................32
2.2.4.2 Health Problems Related to Bad Air Quality.......................................................33
2.2.4.3 How to Control Air Pollution?.............................................................................33
2.2.5 Office Layout...........................................................................................................33
2.2.5.1 Definition.............................................................................................................34
2.2.5.2 Importance of the Layout.....................................................................................34
 2.2.5.3 How to Design an Effective Layout?...................................................................35
2.2.6 Office Type..............................................................................................................36
2.2.6.1 The Private/Cell Office........................................................................................36
2.2.6.2 The Shared Room Office.....................................................................................37
2.2.6.3 The Open Plan Office .........................................................................................37
2.2.6.4 The Cubicle Office...............................................................................................38
2.2.6.5 The Low Partition Office.....................................................................................38
2.2.6.6 The Combi Office ...............................................................................................38
2.2.6.7 How to Choose?...................................................................................................38
2.3 Employee Performance.................................................................................................39
2.3.1 Employee Performance Defined..............................................................................39
2.3.2 Factors Affecting Employee Performance...............................................................40
2.3.2.1 Employee Health and Well-Being.......................................................................40
2.3.2.2 Job Satisfaction....................................................................................................41
2.3.2.3 Employee Engagement........................................................................................42
2.3.2.4 Leadership............................................................................................................42
2.3.2.5 Training and Development...................................................................................43
2.3.2.6 HR Policies..........................................................................................................43
2.3.2.7 Absenteeism.........................................................................................................44
2.3.2.8 Burnout.................................................................................................................44
2.4 The Impact of Workplace Design on Employee Performance..................................44
2.4.1 Noise and Performance............................................................................................44
2.4.2 Colors and Performance..........................................................................................45
2.4.3 Lighting and Performance.......................................................................................45
2.4.4 Indoor Air Quality and Performance.......................................................................46
2.4.5 Office Layout and Performance...............................................................................46
2.4.6 Office Type and Performance..................................................................................47
2.5 Ergonomics....................................................................................................................47
2.5.1 Definition.................................................................................................................47
2.5.2 Why Is Office Ergonomics Important?....................................................................48
2.5.3 The Ergonomic Office.............................................................................................48
Chapter 3: Methodology and Case Study of Faber-Castell.....................................................50
 3.1 The Independent and Dependent Variables...............................................................50
3.2 Research Methodology.................................................................................................50
3.2.1 The Choice of Research Method.............................................................................51
3.2.2 The Choice of Research Technique.........................................................................51
3.2.3 The Sample..............................................................................................................52
3.3 Company Background..................................................................................................53
3.3.1 History.....................................................................................................................53
3.3.2 Mission....................................................................................................................56
3.3.3 Vision.......................................................................................................................56
3.3.4 Values......................................................................................................................56
3.3.5 Departments Within Faber-Castell..........................................................................57
Chapter 4: Results Interpretaion and Analysis........................................................................59
4.1 Personal Information....................................................................................................59
4.1.1 Age of the Respondents...........................................................................................59
4.1.2 Gender of the Respondents......................................................................................60
4.1.3 Service Period..........................................................................................................60
4.2 Respondents’ Attitudes Toward Workplace Design..................................................61
4.2.1 The Effect of Lighting.............................................................................................61
4.2.2 The Effect of Colors................................................................................................62
4.2.3 The Effect of Indoor Air Quality.............................................................................62
4.2.4 The Effect of the Office Type/Layout.....................................................................63
4.3 Respondents’ Attitudes Toward Excessive Noise Levels...........................................64
4.3.1 Noise Exposure........................................................................................................64
4.3.2 Symptoms Related to Excessive Noise Levels........................................................65
4.3.3 Concentration Ability..............................................................................................65
4.4 Respondents’ Attitudes Toward Ergonomics.............................................................66
4.4.1 The Amount of Time Spent at a Desk.....................................................................66
4.4.2 Physical Discomfort.................................................................................................66
4.4.3 Productivity..............................................................................................................67
4.4.4 Job Satisfaction........................................................................................................68
4.5 Analysis and Verification of the 1st Hypothesis..........................................................68
4.6 Analysis and Verification of the 2nd Hypothesis.........................................................69
 4.7 Analysis and Verification of the 3rd Hypothesis.........................................................69
Chapter 5: Conclusions and Recommendations.......................................................................71
5.1 Conclusion......................................................................................................................71
5.2 Limitations of the Study...............................................................................................71
5.3 Recommendations.........................................................................................................72
References.....................................................................................................................................74
Appendix.......................................................................................................................................76
List of Tables

Table 1: Age distribution of the respondents.................................................................................60

Table 2: Respondents' service period............................................................................................61
Table 3: Respondents' attitudes toward lighting............................................................................62
Table 4: Respondents' attitudes toward colors...............................................................................63
Table 5: Respondents' attitudes toward indoor air quality.............................................................64
Table 6: Respondents' attitudes toward the office type/layout......................................................64
Table 7: Respondents' exposure to excessive noise levels............................................................65
Table 8: Respondents' attitudes toward noise................................................................................66
List of Figures

Figure 1: Respondents’ gender distribution...................................................................................61

Figure 2: Percentage of respondents displaying physical or mental health symptoms.................66
Figure 3: Amount of time employees spend sitting at their desk..................................................67
Figure 4: Experience of physical discomfort.................................................................................68
Figure 5: Decreased productivity due to physical discomfort.......................................................68
 Abstract

The purpose of this study is to describe and understand the relationship between workplace
design and employee performance in the industrial sector in Lebanon, particularly Faber Castell,
who is our field of research. The physical office atmosphere plays an important role in an
organization, and has a significant impact on employees, particularly on their performance. For
that, we ask the following research question: to what extent does workplace design impact the
performance of employees? This thesis will show the relationship that exists and is composed of
two parts: a theoretical part that presents the theories concerning the subject, as well as the
impact of some major variables on the performance of employees, and an empirical part that
measures employee performance within Faber Castell, and the factors influencing this
performance, using a methodology based on a questionnaire survey. The findings of this research
can serve as useful indicators for other companies, to identify workplace design trends that are
moving towards boosting employee engagement through both aesthetic and functional
improvements.

Keywords: workplace design, acoustics, ergonomics, employee performance, job satisfaction.

 Résumé

L’objectif de ce mémoire est de décrire et de comprendre la relation entre la conception du lieu

de travail et la performance des employés dans le secteur industriel au Liban, en particulier à
Faber-Castell qui est notre champ de recherche. L’atmosphère physique du bureau joue un rôle
important dans une organisation, et a un impact sur les employés, notamment sur leur
performance. Pour cela, nous posons la question de recherche suivante : dans quelle mesure la
conception du lieu de travail a-t-elle un impact sur la performance des employés ? Ce mémoire
qui montrera la relation qui existe est composé de deux parties : une partie théorique qui présente
les théories concernant le sujet, ainsi que l’impact de quelques variables majeures sur la
performance des employés, et une partie empirique qui mesure la performance des employés au
sein de Faber-Castell, et les facteurs influençant cette performance, en utilisant une méthodologie
basée sur une enquête à questionnaire. Les résultats de cette recherche peuvent servir comme
indicateurs utiles à d’autres entreprises, afin d’identifier les tendances en matière d’aménagement
du lieu de travail qui s’orientent vers une stimulation de l’engagement des employés grâce à des
améliorations à la fois esthétiques et fonctionnelles.

Mots-clés : la conception du lieu de travail, acoustique, ergonomie, la performance des

employés, la satisfaction au travail.
 ‫خالصة‬

‫الهدف من هذه الدراسة هو وصف وفهم العالقة بين تصميم مكان العمل وأداء الموظفين في القطاع الصناعي في لبنان‪ ،‬تحديدًا‬
‫في شركة ‪ Faber Castell‬للقرطاسية التي هي مجال بحثنا‪ .‬يؤدي تصميم المكتب دورًا مهًّما في الشركة‪ ،‬وله تأثير في‬
‫الموظفين‪ ،‬وخاصًة في أدائهم‪ .‬لذلك‪ ،‬نطرح السؤال البحثّي التالي‪ :‬إلى أي مدى يؤثر تصميم مكان العمل في أداء الموظفين؟‬
‫هذه الدراسة التي ستوضح العالقة القائمة‪ ،‬تتكون من جزأين‪ :‬الجزء النظرّي الذي يعرض القواعد المتعلقة بالموضوع‪ ،‬وكذلك‬
‫تأثير بعض العوامل الرئيسّية في أداء الموظفين‪ ،‬وجزء تجريبّي يقيس أداء الموظفين داخل ‪ Faber-Castell‬والعوامل التي‬
‫تؤثر في هذا األداء‪ ،‬وذلك باستخدام منهجّية مبنّية على االستبيان‪ .‬يمكن أن تكون نتائج هذا البحث بمثابة مؤشرات مفيدة‬
‫للشركات األخرى‪ ،‬لتحديد اتجاهات تصميم مكان العمل التي تسعى الى تعزيز مشاركة الموظفين من خالل التحسينات الجمالّية‬
‫والوظيفّية في المكتب‪.‬‬

‫‪.‬الكلمات المفتاحية‪ :‬تصميم مكان العمل‪ ،‬الصوتيات‪ ،‬الهندسة البشرية‪ ،‬أداء الموظفين‪ ،‬الرضا عن العمل‬
 Chapter 1

Introduction

1.1 General Background About the Topic

The work environment is rapidly evolving. Changes in the labor market over the years have
paved the way for a “creative class” of workers. These employees prefer to work independently
and refuse to follow traditional career paths. This trend plays an important role in redefining the
traditional office structure. As a result, the modern office has been recently given increased
attention, as it represents the daily work environment for the majority of the employed
population. This environment has three facets. Facilities and various conveniences provide the
support system. The social system is provided by the people themselves. Then there is the
physical environment that is provided by the things we see, hear, touch and smell. Office
employees spend most of their time inside a building where the physical environment affects
their well-being as well as their productivity and performance. According to Dole and Schroeder
(2001), it is often assumed that employees who are more satisfied with the physical environment
are more likely to produce better work outcomes. Poor working environments are often
associated with high rates of sick leaves, so it would be appropriate to look at the possible
relationship between health and well-being among employees, in relation to their office
environment. On the other hand, job satisfaction could possibly be associated with lower rates of
absenteeism and turnover, and thus is critical for overall organizational efficiency. Therefore, it
would also be wise for this research paper to study the impact the office environment has on job
satisfaction. Taken together, the factors mentioned above make it possible to establish the
relationship existing between the physical workplace design and employee performance.

1.1 Need for the Study

Due to the increased competition in today’s business environment, companies can no longer
afford to waste the potential of their labor force. Offices now need to be designed based on the

12
idea that the employee is the most important aspect to be considered during this phase. Lighting,
indoor air quality as well as the factors already mentioned, must be considered carefully, as they
can affect employees’ level of comfort, and hence, impact their performance.
In previous studies, most researchers focused on a single factor that could impact employee
performance at work. However, only a few studies examined the effect of the whole
characteristics of an office environment on the performance of employees who work there.
Therefore, our paper includes a literature review of several environmental factors that may
influence work performance either directly or indirectly.

1.1 Purpose of the Study

This study investigates the impact of workplace architecture on office employees’ performance.
The term architecture is mainly used to describe the physical environment surrounding us.
Special attention was especially paid to two main components of architecture: its aesthetical and
functional dimensions. Aesthetics is the area of interior design that focuses on beauty and taste.
It refers to how the office space looks. This thesis will discuss five essential elements that can
determine the aesthetic of a workspace. They include sound, color, light, indoor air quality, and
office layout. Our second dimension is functionality. In the Vitruvian triad of architecture,
functionality is called “utilitas” which means utility, or, in other terms, the capability of serving
the purpose well. The classic design principle “form follows function” suggests that both
dimensions need to be balanced, which is where ergonomics plays an important role. The aim of
ergonomic design is to create a comfortable and productive workplace. It involves designing the
workspace while taking into consideration the needs of the worker, rather than trying to adjust
the worker to the workplace. However, our field of research was not only within the architecture
field. Throughout this study, we will also try to understand the effects of two main office types,
open and closed plan offices, on employee performance.

13
1.1 Research Question and Hypotheses

As already mentioned, the main purpose of this study is to establish a relationship between the
design of the workplace and the performance of employees.

This raises the following research problem “what is the impact of workplace design on employee
performance?”. The objective of this study is to quantify this relationship. In order to investigate
the overall hypothesis that workplace design has an influence on employee performance, we
focus on how our dependent variables, health and well-being on one hand, and job satisfaction
on the other hand, are affected by several factors found in offices which will represent the
independent variables in our hypotheses.

Accordingly, the first hypothesis stated would be:

Workplace design has a significant impact on the performance of employees.

In addition, it has been reported that several factors of the physical environment can also have an
effect on the health and well-being of workers, which could be a bottleneck for good
performance. Therefore, it would be wise to develop another hypothesis.

Our second hypothesis is:

Excessive noise in offices can have a negative effect on the health and overall well-being of
employees.

Finally, it is said that employees who are more satisfied with their work environment tend to
produce better performance results, which highlights the need to form one last hypothesis.

The third hypothesis is:

Ergonomics in the workplace can affect the level of job satisfaction among employees.

14
1.1 Brief Overview

For this study to be possible, our work will be divided into four chapters. In the first chapter, the
background of the topic is presented, providing context as to why the study is important and
relevant. In addition, the main research problem of the paper is stated along with the hypotheses.
This introductory chapter provides an overview of what the reader can expect to find in the paper
and sets the stage for the rest of the work. The literature review in the second chapter explores
the relationship between workplace design and employee performance. Six workspace variables,
namely sound, colors, lighting, indoor air quality, office layout, and office type are explained and
discussed thoroughly. Employee performance is defined and various factors affecting it are also
discussed. The literature on the relationship between workplace design and employee
performance is reviewed, and finally, the importance of office ergonomics and key ergonomic
factors to consider in the workplace are outlined. The third chapter describes the methodology
chosen for the research and the rationale for choosing this particular methodology is explained.
We then proceed to introduce the company Faber-Castell which is the focus of the research. This
includes a brief history of the company as well as its mission, vision, and values. The various
departments within Faber-Castell are also presented and discussed. In the fourth chapter, we
present and discuss the results of the questionnaire that was administered as part of the study.
The chapter analyzes the results in the context of the research hypotheses that were formulated.
These hypotheses will either be verified or refuted based on the results obtained. In the last
chapter, we provide a summary of the research conducted and its key findings. In addition, we
offer certain suggestions so that this study can be used in the future by other companies as
secondary data, as they build offices for their employees. However, this research is subject to
certain limitations including the short time of data gathering, as well as the small sample size,
since the study at hand tackles one branch in one country only.

15
 Chapter 2

Literature Review

The physical environment of an organization is one of its most important characteristics. Not
only it plays a role in shaping the company culture and communicating its values, but it also
affects how employees perceive their working environment which can in turn impact their level
of satisfaction, motivation, productivity, and performance.

The present literature review attempts to discuss the various literature related to the design of a
workplace, the various elements incorporated in the design of offices, and the performance of
employees, in order to understand the effect workplace design has on employee performance.

2.1 Workplace Design

In the last decades, the way offices are shaped has changed.1 Workplace design is now a trendy,
yet professional specialty. In addition to the architectural changes is the development of new
work practices. Fixed working hours have been replaced by flexible work time and in many
cases, working from a fixed place within a building has been replaced by working from a variety
of different places inside and outside the traditional office. Taken together, these changes have
led to the development of new workplace practices. Workplace design is becoming a fashionable
profession and it has been assigned an important role as a means of changing workspace cultures.

1
http://norden.diva-portal.org/smash/get/diva2:707118/FULLTEXT01.pdf

16
2.1.1 Definition

Workplace design is the process of setting up a workplace in a way that maximizes the
productivity, performance, and overall health and well-being of its occupants.2

An environment is called attractive or supportive when it focuses on employees, when it’s

designed around them, and when it provides them with the means to perform efficiently.

In industrial settings, the aim of workplace design is to create an environment in which

employees can safely perform their jobs, whereas in offices, the purpose is to maximize the well-
being of the labor force.

Whether in a high-risk job environment or in a low-risk workplace, in construction sites or in

offices, workplace design is an important matter.

2.1.2 Why Is It Important?

Given that the cost of hiring personnel is much higher than the cost of operating a building, thus
investing money in the quality of the working environment is the most effective way of
improving productivity.3 However, it seems that workplace design is barely considered a strategy
for enhancing productivity.

This is probably not the first thing employers think of, but the design of an office can greatly
guide the behavior of employees at work. Over the last several years, the modern office has
undergone a number of changes, and as office trends come and go, one thing that does not
change is the impact the office environment has on its occupants.

A well-designed office that incorporates useful functions will boost the satisfaction of
employees, which in turn will make them more motivated to perform their jobs effectively and
maintain high standards.

Moreover, the design of an office can significantly impact the morale and productivity of the
labor force. Biophilic elements are elements with characteristics of the natural world. Sometimes
they can be found in offices, which substantially increases employee productivity. This can also
2
https://www.draeger.com/Library/Content/workplace-design-how-it-affects-clinical-and-financial-outcomes-pdf-9546-en.pdf
3
https://www.realestateworks.co.uk/wp-content/uploads/2019/07/workplace-design-and-productivity-are-they-inextricably-linked.pdf

17
be done by creating distinct areas for specific tasks such as copying or printing, as well as private
areas for telephone calls. Moreover, storage rooms can be carefully organized and sectioned
which allows employees to find the necessary items without wasting their time.

On another note, creativity is important for every business. A design that encourages
collaboration between employees while providing privacy when needed helps foster creative
thinking without interruptions from other departments who may not be interested in collaborating
on projects outside their field of work.

Having a well-designed workplace also allows managers to confidently attract the interest of
potential candidates by referring to the office setup.

Last but not least, a healthy office creates healthier employees. A carefully designed workplace
can significantly reduce illness and stress among employees, which in turn lowers payroll costs
for employers and facilitates the work of team leaders and managers.

2.1.3 Office Design Principles

Each office is unique depending on the nature and the size of the business. We can never find
two similar offices and each workplace is designed to suit the needs of its employees. However,
the main principles of office design remain the same. How you manage your space, the colors
you use for the interior, the way you control the sound, the lighting, and the choice of office type
all determine the functionality of your workplace as well as the productivity of your labor force.

2.2 The Workplace Design Variables

Noise, colors, lighting, indoor air quality, office layout, and office type, represent the workplace
design variables of interest in our study.4 In order to understand how these factors impact
employee performance, we will discuss each variable individually.

4
Rasha Mahmoud Ali El-Zeiny, The Interior Design of Workplace and its Impact on Employees’ Performance: A Case Study of the Private
Sector Corporations in Egypt, Procedia - Social and Behavioral Sciences, Volume 35, 2012, Pages 746-756

18
2.2.1 Noise in the office

Noise is the most widespread hazard in the workplace. Many employees believe that nothing is
more distracting than a lot of noise and that the ability to concentrate without noise and other
distractions is one of the most important aspects of the workplace (N. Kamarulzaman et al,
2011). Offices may not be associated with excessive noise levels, however, even low levels of
background noise can be a source of distraction.

2.2.1.1 Definition of Noise

In its simplest definition, noise is any undesirable sound.5 From an environmental point of view,
it refers to all sounds that interfere with people’s normal rest and work. However, it is important
to differentiate between sound and noise. From a physical standpoint, the sound is produced
through random vibrations made by a reverberating body, that travel through the air. However, it
is referred to as “sound” when pleasant and “noise” when irritating.6 The distinction between the
two terms is very subjective because what may be pleasant to one person may be annoying to
another.

Within the context of the workplace, noise refers to the sound levels in and around the worksite,
and is probably one of the most common problems in the physical work environment.

2.2.1.2 Sources of Noise in Offices

Whether working alone in a private office or among a large number of coworkers, office
employees are continuously subjected to sound. In reality, a complete absence of sound typically
never occurs when working in indoor environments.
Within offices, we categorize the main sources of noise as follows:7

5
https://www.sd.polyu.edu.hk/iasdr/proceeding/papers/Study%20on%20Perception%20of%20Noise%20Distraction%20in%20Office- Hong
%20Kong.pdf
6
https://www.steelcase.com/research/articles/topics/open-plan-workplace/much-noise/
7
https://www.yourarticlelibrary.com/noise-pollution/office-noise-sources-and-control-noise-pollution/84385

19
  Ambient background noise: it refers to the irreducible noise level in an unoccupied
office. It is constant in its level and frequency and is usually associated with the air-
conditioning system.
 Occupational noise: the sound generated in the office itself during normal working
hours. Such noise is highly variable in its level, duration, and character.
Sources of occupational noise in offices include the following:
- Typewriters
- Office machines (e.g., printers or scanners)
- Telephone conversations
- Footsteps, loud talking, and slamming doors
 Noise from external sources: it includes traffic noise from outside the building and
occupational noise in adjacent rooms. Such external noise is moderately variable in
its level and spectral content.

2.2.1.3 Hazards of Noise Pollution8

As mentioned earlier, noise can be adapted to subjective, yet objectively, its effects on the human
body cannot be avoided. Some scientists describe noise as a “fatal slow poison”. While many
people complain about it, only a few realize how harmful it can be.

Hearing damage is the most serious consequence of noise exposure, however, it must be noted
that this damage is a cumulative result of both sound level and time of exposure.

Hearing loss is not the only outcome to be worried about. Studies have shown that exposure to
noise stimulates the nervous system, causing blood pressure to rise and stress hormones to be
released. These responses can stress the cardiovascular system over time, resulting in undesirable
consequences such as stress, anger, and exhaustion, all of which may impair individual task
performance.

In addition, noise above 70 dB can impair women’s physiology, cause menstrual disorders, and
increase the likelihood of abortion.

8
Singhal, S., Yadav, B., Hashmi, S., & Muzammil, M. (2009). Effects of workplace noise on blood pressure and heart rate. Biomedical
Research, 20(2), 122.

20
Other non-auditory hazards include psychosomatic illnesses, sleep disorders, aggression, and
reduction in general well-being.

While the effects mentioned above can indirectly affect the productivity of individuals, noise in
the office can also impair someone’s ability to concentrate which directly negatively affects each
individual’s performance. Studies show that after a distraction, it can take up to 25 minutes to
regain concentration which may cause employees to lose approximately 86 minutes a day.
However, when distractions are reduced, employees are more productive, more motivated, and
more satisfied in their jobs.

2.2.1.4 Noise Reduction

Well-designed sound environments favor concentration and facilitate communication between

employees. Investing in acoustics, such as implementing proper sound masking systems and
planning noise reduction strategies, can significantly improve employee well-being, productivity,
and happiness at work, which ultimately boosts their performance.

The most important thing to keep in mind is that acoustics do not block sound and do not
soundproof. To break it down, soundproofing material keeps noise out of a given space, whereas
sound acoustics material is designed to improve the noise inside the place.
Numerous strategies exist for making the noise level bearable for every occupant in the
workplace, particularly in an open work environment.

The ABC of Acoustics:

The right combination of the ABCs of noise control: “Absorb, Block, Cover”, can create an
acoustically balanced environment.

Absorb: to minimize noise by absorbing sound levels 9

Sound absorption is the process by which sound waves are broken up by porous materials. These
materials catch and hold the sound rather than bounce it back.

This type of material can be used on ceilings, floors, walls, furnishings, and accessories.10
9
https://allwork.space/2019/05/the-abc-of-acoustics-3-ways-to-reduce-noise-in-open-workspaces/
10
https://www.acousticalsurfaces.com/soundproofing_tips/html/noisy_residential.htm

21
 Ceilings: High ceilings increase the room volume, which means that sound is lost in the
“dead space” above our heads. They also create reverberant acoustics that blur voices in
the distance, so, people can communicate face to face, but conversations more than a few
feet away become less comprehensible.
According to Johnson, an acoustical ceiling absorbs approximately 50% of the noise.
Acoustically treating the ceiling area may consist of applying a layer of commercial
soundproof ceiling tiles to the ceiling surface, or spraying the ceiling with an acoustical
plaster. However, in both cases, since sound absorption highly depends on the thickness
of the absorbing material, it would be wise to determine if the material used will solve the
problem.
In addition, most ceiling systems can use the baffle design. Baffle ceilings are suited for
installation on concrete ceilings where improvements to sound acoustics are necessary.
They are simple to install and offer easy access to the installation of other decorative
elements, such as lights and fans that also improve acoustics.
This may be enough for average-height rooms, but additional measures must be
undertaken for rooms with vaulted ceilings: in this case, the owner may consider the use
of a fabric-covered false beam approach, where beams are made of fabric-coated
fiberglass, resulting in a high level of acoustical absorption. Another solution would be to
glue white melamine acoustical foam ceiling panels directly onto the existing ceiling.
These tiles come in a variety of designs and are easy to install.

 Floors: Some flooring surfaces like concrete, porcelain, and ceramic, can create a
massive amount of noise pollution. The simplest way to deal with this problem is to cover
floors with furniture. Soft carpets are installed directly to the floor surface and are good at
absorbing sound and reducing transmission. They also enhance the interior décor and
create a warm atmosphere in the office. However, carpeting doesn’t always meet the
sanitary standards to be used in the workplace. Germs, dirt, and dust can easily attach to
carpeted floors. These pollutants can be removed with effective vacuuming and regular
sanitization, but poorly maintained carpets release particles into the air, which may cause
respiratory problems, allergies, and skin irritation. In addition, the chemicals and glues
used in the installation of new carpets are made of volatile organic compounds (VOCs)

22
 that emit a bad smell and can irritate mucous membranes, especially in sensitive
individuals.
When it comes to new construction floors, or if the owner is willing to renovate the
existing floors, hardwood and luxury vinyl tile (LVT) make an optimal choice. To
enhance the floor’s performance, soundproofing installation products, from sealants and
primers to adhesives, tapes, and mounts, can be used throughout the construction process.
If you’re looking for extra sound absorption, an acoustically tested underlay can be
installed under all hard surface floor finishes and will reduce the amount of noise
traveling through floors, resulting from footsteps, dropping objects, moving furniture,
etc... An acoustic underlayment is usually made of rubber or foam. Cork flooring is a
sustainable and soundproofing flooring option, but due to its tendency to stain, it can also
be used as an underlay to provide acoustic insulation.

 Walls: Before discussing how to treat walls acoustically, we must be aware of some
popular sound absorption techniques that have in fact been proven ineffective.
Soundproof paint is promising to deaden sound and absorb sound transmissions,
however, although it may cover the faded spots and nail holes in the wall, it will not
reduce sound at the low and high ends of its spectrum, which makes this paint inadequate
for acoustical purposes. Similarly, soundproof wallpapers are not thick enough to reduce
noise effectively. Such wallpapers are simply made of regular wallpaper backed with a
thin layer of foam or other noise-deadening material, so they cannot control high- and
low-frequency sound waves. Some believe that including windows and curtains will aid
acoustical absorption, however, curtains also lack sufficient thickness to act as efficient
absorbers.
So what are the effective ways to treat walls acoustically? 11
According to the Mass Law, the sound traveling through a medium is inversely
proportional to the mass of that medium.12 In other terms, to control sound transfer across
rooms, we can simply increase the mass of the wall partition, because the heavier the
wall, the less sound vibration it will convey. One of the most effective methods to
explore is to attach mass-loaded vinyl to the existing walls. These mats are made of thick
11
https://www.familyhandyman.com/project/how-to-soundproof-a-room/
12
https://www.sciencedirect.com/topics/engineering/mass-law

23
 panels that are in turn made of soundproofing materials. First, they dampen the sound
waves and then absorb their energy, which greatly reduces sound transmission, relieving
you of unwanted noises.
Blowing insulation into the interior of an existing wall will also increase its mass which
will make it more soundproof. Insulation is blown into the wall using specialized hoes,
pumps, and machines, through holes that have been drilled into that wall. Several types of
insulation exist for different applications. The fiberglass insulation dries out quickly
which makes it ideal for areas that tend to generate more moisture. For eco-minded
owners, cellulose insulation may be the best option, as it is made of shredded recycled
newspaper that has already been treated with a fire retardant. This type of insulation is
non-toxic and environmentally safe. The third most commonly used type of insulation is
the mineral wool insulation. Mineral wool is made from rock, slag, stone, or other raw
materials that are melted and spun into fibers to have a texture similar to that of wool.
The mineral wool insulation is highly fireproof. It protects buildings against the spread of
fire which makes it ideal for offices where fire safety is a top priority.
Another technique that is often used to add mass to wall partitions is to add a second
layer of drywall to the existing wall. Drywall is not as dense as MLV and therefore may
not be as good at absorbing sound waves, however, it will reduce sound transmission to
some extent. There are several drywall types, but soundproofing is most commonly done
with the Type X drywall.13 This type of board has special core additives and comes in
5/8” thickness which makes it withstand fire for up to an hour, so it is the best drywall to
reduce noise. A sound-dampening glue can be used between the two drywall layers to
create a sound-absorbent barrier. This glue is spread on the second layer before installing
it over the first. When dry, it dissipates sound and prevents it from reverberating through
the wall.
Today, acoustic foam panels are one of the most popular sound-canceling solutions. They
absorb the sound waves and reduce unwanted background noises. These panels can be
attached to a variety of surfaces and used in combination with other noise-reduction
measures.

13
https://soundproofanything.com/best-plasterboard-drywall-for-soundproofing/

24
  Furniture: Nowadays, additional humanistic care and extensive considerations are
incorporated into domestic products. Due to the fact that people spend most of their time
in indoor offices, furniture becomes the most important article to seek psychological
comfort. In general, sound insulation and absorption are divided into three phases: first,
acoustical treatment at the sound source, then, acoustical treatment along the transmission
path, and finally, sound processing at the receiver. Soft surfaces absorb sound while hard
surfaces, like glass-topped tables, reflect sound waves, which causes reverberations that
carry small noises across great distances.14 Once layered with acoustically absorbing
material, they can help lower noise levels and offer a more muted working environment.
If you’re using furniture to manage the sound in your office, stick with upholstery
whenever it’s possible. Simply put, upholstery is the process of providing furniture with
padding, springs, or fabric covers. When the sound waves hit the tissue surface, the
acoustic fabric absorbs part of their energy. This is what we call acoustical absorption.
Fabrics such as microfiber and suede are good options, whereas leather is too flat, it
reflects more sound than it absorbs.
Several advantages are associated with acoustical furniture. First, the required sound
absorption can be placed right where you need it. Second, all furnishings can be built out
of some acoustical materials. Finally, interior elements can be placed without
compromising the design of your office.
That said, using furniture is a convenient and affordable way to absorb some sound. More
importantly, it helps manage the acoustics of the place to reduce echo. However, if you
want a truly soundproof office, you’ll need to go into more planning and detail.

 Accessories: Another way to improve acoustics in an office is through the use of

accessories. Suspending baffles perpendicularly to ceilings not only creates a pleasant
visual impact but also improves the acoustical properties of the place.
Plants also have sound-absorbing qualities and can help break up noise inside the office.
They not only look great but also filter the air and thus can improve the overall indoor
environment.

14
https://www.isover.ma/documents/solution-guides/building-acoustics-principles-solutions-guide.pdf

25
Block: to block the right amount of noise in the right way 15

There cannot be any unwanted noise if we’re blocking sounds in the first place. However, this is
not about blocking all the sounds, but rather, as mentioned in the definition, blocking the right
amount of noise in a proper way. This can be done through the use of vertical barriers between
the noise source and the listener; these barriers block sound traveling from one source to the
other. The higher the barrier, the better the result.
Another efficient strategy for sound blocking in offices is to isolate printers, shredders, scanners,
and other noise-generating machinery from open areas.

Cover: to mask the sound

This is a more complex technique that aims to mask noise through sound-generating equipment.
Covering does not mean eliminating. To cover noise, the sound doesn’t have to disappear
completely, but just enough that we cannot be aware of it.16 It’s about generating sounds that
people are used to hearing such as nature sounds. This type is called pink noise.

However, if the above fails, we can always use high-quality headsets.

2.2.1 Colors in The Workplace

Colors are an integral component of the world we live in and their impact on human perception
of the environment is undeniable. Moreover, colors are one of the most important elements of an
interior.

Many companies are now incorporating color psychology in the design of their workplace in an
effort to improve the productivity of their employees.

This use of colors in offices was supported by a study conducted by the University of Texas,
which confirmed that in fact, colors do have an effect on workers’ productivity and moods.17

15
https://allwork.space/2019/05/the-abc-of-acoustics-3-ways-to-reduce-noise-in-open-workspaces/
16
https://allwork.space/2019/05/the-abc-of-acoustics-3-ways-to-reduce-noise-in-open-workspaces/
17
Kwallek, Nancy & Soon, Kokyung & Lewis, Carol. (2007). Work week productivity, visual complexity, and individual environmental
sensitivity in three offices of different color interiors. Color Research & Application. 32. 130 - 143. 10.1002/col.20298.

26
Combining colors and using them in an office can result in either a positive or a negative impact
on the perceiver. For example, warm colors are known to be energetic and bold. By using them,
something can be accentuated, but too much of them can make the workplace congested.

In addition, when architecture itself does not allow changes, colors are one of the most useful
solutions. For instance, a small room can appear larger or smaller, when the appropriate color
choice is made.

2.2.2.1 The Psychological Effects of Colors 18

It has been proven that colors have a powerful impact on individuals. We get around 87% of our
sensory information through colors, and each person responds differently to certain colors.
Experiences, memories, and cultural differences all influence color perception. While this
perception is somewhat subjective, some effects are universal.

Warm colors stimulate the nervous system which may result in an increase in blood pressure and
heart rate. Cool colors have the opposite effect.19 They also influence the nervous system but
they reduce blood pressure, pulse rate, and breathing speed.

Moreover, colors directly affect moods and can cause different emotional states in a person.
Warm colors evoke emotions ranging from feelings of comfort and warmth to feelings of power,
anger, and hostility. In contrast, cool colors create a calm atmosphere but can evoke feelings of
sadness or indifference.

When designing interior spaces, it is important to know what colors mean, what emotions they
convey, and the responses they elicit. By encouraging positive emotions, colors can greatly
impact productivity.

Let’s take a look at how some colors affect the mood of office workers as well as their
productivity:

Red:

18
https://www.researchgate.net/publication/333928432_Effects_of_color_in_interior_design
19
Savavibool, Nattha & Gatersleben, Birgitta & Moorapun, Chumporn. (2018). The Effects of Colour in Work Environment: A systematic
review. Asian Journal of Behavioural Studies. 3. p 149.

27
Red is a vibrant, stimulating color that attracts immediate attention. It is associated with strong
emotions including passion, power, and energy. It motivates individuals to act and can also give
them confidence. Red is the strongest of warm colors and can change a space to be more
compact and stimulating. It can be a good color option if you have a hectic atmosphere that
requires employees to have high levels of energy and to be physically active. However, a little
goes a long way. Do not overdo it with this color.

Yellow:

Yellow is a joyful color associated with happiness and optimism. It encourages concentration,
energizes the mind, and inspires employees to come up with creative and innovative ideas.

Yellow is particularly suitable for sales offices.

Orange:

Orange has the cheerful qualities of yellow and the stimulating energy of red. It is often linked to
determination, success, and the drive to do better.

Keep in mind that if used excessively, these warm colors can create feelings of anger and
anxiety.

Blue:

Blue is the color of peace and harmony. It conveys a range of positive and relaxing emotions and
is known to enhance productivity and intellectual thinking. Blue is a great option for departments
with repetitive work. It can also be used in innovative departments, as it promotes creative
thinking.20 It is ideal to use it in an office where people need to focus and concentrate on
numbers.

However, one downfall associated with the color blue is that it can be seen as a cold,
unemotional color.
20
https://recognition.altrum.com/en/blog/how-colors-impact-productivity-in-the-workplace/

28
Green:

Green is a pleasant and refreshing color. It has a calming effect and is easy on the eyes. Painting
the office in a light shade of green will help ease anxiety, make employees feel more relaxed,
and help them stay focused on a task. A great way to add this color in the office is by keeping
plants on desks, in meeting rooms, etc. This adds not only color but also fresh air to the office,
which makes it even better.
Due to its balancing effect, green is a good option for management offices.

Black:
Black symbolizes mystery and power. It is used in offices to create a luxurious or intimate
ambiance. This color is unapproachable and unfriendly. It can cause mood swings and thereby
create an adverse environment.

White:

White equally contains a balance of all the colors in the Visible Spectrum and thereby represents
both positive and negative aspects of all the colors.

White is a clean color. It symbolizes purity and creates a soothing environment. It helps people
feel organized and generally evokes positive feelings. In addition, white is the best color to use if
you want to make your office look bigger.

However, according to studies, white tends to give off a clinical feeling or the feeling of being
isolated, which may sometimes hinder productivity. It’s preferable to use it as an accent color
only.

29
2.2.2.2 The 60:30:10 Rule

Besides deciding what colors to incorporate in your office, you should be careful not to overdo
one color because in some cases, it becomes overwhelming. This is why you should follow the
60:30:10 rule for any combination you choose.21

The rule states that 60% of the office should comprise neutral or pastel colors, used on the largest
elements in the room such as walls or sofas. The next 30% consists of the second boldest color in
the room. It can be used on large furniture such as chairs or curtains. Its purpose is to support the
primary color and add dimension to the space. The remaining 10% should contain the accent
color. It should only be a hint in the office. it can be used on pillows and other decorative items.
It adds liveliness and provides contrast against the neutral colors used.

This rule is the best way to ensure that all colors of your office blend well together.

2.2.1 Office Lighting

Knowledge concerning the effects of the luminous environment on productivity, health, and the
well-being of workers is substantially increasing.22 Consequently, architects are taking it into
account when designing modern offices. However, many questions exist as to how the effects of
lighting are relevant in the workplace.

2.2.3.1 The Effects of Lighting

In office settings, lighting can have a direct impact on the human body in several ways.23

One way is through its effect on the circadian rhythm which is the process that regulates the
sleep-wake cycle of the body. Adequate exposure to natural light during the day and reduced
exposure to artificial light at night can help regulate this cycle, which in turn leads to
improvements in sleep quality, mood, and overall well-being of employees.

21
https://minottilondon.com/60-30-10-rule/
22
http://www.pecnw.com/wp-content/uploads/2021/02/industrial_lighting_and_productivity.pdf
23
https://www.energy.gov/sites/prod/files/2015/02/f19/wojtysiak_physiological_sanfrancisco2015.pdf

30
Another way lighting can affect the human body is through its impact on vision. Adequate
lighting is essential for visual tasks. It can reduce eye strain and headaches which leads to an
increase in the performance of employees. In contrast, poor lighting can manifest itself through
glare or insufficient light, all of which leads to eye fatigue, headaches, mistakes, and thereby,
decreased productivity.

2.2.3.1 Lighting and Accident Reduction

Every aspect of the lighting quality plays an important role in reducing accidents in the
workplace.24 Non-uniform lighting can hinder proper visibility and thereby increases the
likelihood of errors. In contrast, adequate lighting makes it easier to see potential hazards which
makes it less likely for accidents to occur. Moreover, emergency lighting is essential as it
provides illumination in case of power cuts or failures, and other emergency situations.

2.2.3.1 How to Optimize the Lighting in Offices?

There exist several ways to optimize the lighting in offices in order to enhance the well-being,
productivity, and hence, the performance of employees.25

1. Allow as much natural light into the room by keeping windows and curtains open during
the day. This can create a more pleasant environment and reduce the need for artificial
light.
2. Strike a balance between natural and artificial light.
3. To reduce eye strain, use adjustable task lighting for specific tasks such as writing,
reading, or computer work.
4. Avoid lighting sources with a color temperature that is too warm or too cold. It’s usually
preferable to use lights with a color temperature between 3500 and 4000K, which is
similar to natural daylight.
5. Reduce glare by positioning lights appropriately so they don’t shine directly into people’s
eyes.

24
http://www.pecnw.com/wp-content/uploads/2021/02/industrial_lighting_and_productivity.pdf
25
https://hosting.iar.unicamp.br/lab/luz/ld/Arquitetural/Handbooks/lighting_in_the_workplace.pdf

31
In conclusion, optimized lighting is essential to improve the performance of office workers. On
the other hand, poor lighting has negative effects on their physical and mental health, as well as
on the overall productivity of the workplace. Thereby, it’s important to have a well-designed
lighting plan that takes into consideration what types of lighting systems work best for your
office as well as the tasks that will take place.

2.2.2 Indoor Air Quality of the Workplace

“The relationship between health and air quality has been recognized as far back as
Hippocrates.” 26

A clean environment is a basic right for all workers and indoor air quality (IAQ) is particularly
important to employees since they spend most of their time indoors.

In this section, we will first identify the main sources of indoor air pollution in offices, then we
will discuss the consequences of a polluted environment on both the health and the productivity
of workers, and finally, we will determine how managers can optimize air quality inside their
offices.

2.2.4.1 Sources of Indoor Air Pollution

Air pollution in offices is usually a result of an accumulation of outdoor pollutants and

contaminants coming from inside the building.27 These contaminants may be diffused
periodically or continuously by one or several sources over a wide area. They usually originate
from combustion sources (such as burning fuels and candles), electronic equipment (such as
copying machines), emissions from building materials or furnishings, central heating and cooling
systems, cleaning materials, and the behavior of occupants (i.e., smoking).

26
Seguel JM, Merrill R, Seguel D, Campagna AC. Indoor Air Quality. Am J Lifestyle Med. 2016 Jun 15;11(4):284-295. doi:
10.1177/1559827616653343. PMID: 30202344; PMCID: PMC6125109.
27
Sabrani, N.A. (2012). The Effect of Indoor Air Quality (IAQ) Towards Occupants’ Psychological Performance in Office Buildings.

32
2.2.4.2 Health Problems Related to Bad Air Quality

Short-term exposure to polluted air may lead to physical symptoms such as headaches, fatigue,
irregular breathing, and eye irritation, while long-term and more serious diseases include asthma
and bronchitis, which are often associated with specific air contaminants. 28

2.2.4.3 How to Control Air Pollution?

In order to improve indoor air quality, managers must address the following areas: 29

- Pollution control: determine pollution sources and implement removal or ventilation

techniques.
- Occupant activities: eliminate those that may restrict proper air movement.
- HVAC system operation and maintenance: operate your ventilation system in a
consistent manner and regularly perform the maintenance inspections prescribed by the
manufacturer.
- Record keeping: maintain records of all the problems related to your ventilation system
and document the nature of complaints as well as the steps taken to solve them, in order
to anticipate future problems.

2.2.3 Office Layout

“Humans are subject to the constraints of their physical environment – people cannot walk
through walls and have to stand to walk to the other side of the room.” 30(Pfeffer, 1982; Davis
1984).

28
Wargocki, Pawel & Wyon, David & Fanger, P. (2000). Productivity is affected by the air quality in offices. Proceedings of Healthy Buildings
2000. 1.
29
https://www.epa.gov/sites/default/files/2014-08/documents/ventilation_factsheet.pdf
30
Tim R. V. Davis. (1984). The Influence of the Physical Environment in Offices. The Academy of Management Review, 9(2), 271–283.
https://doi.org/10.2307/258440

33
2.2.5.1 Definition

The term office layout deals with the design of the workspace. According to Littlefield, it refers
to the arrangement of furniture, equipment, supplies, and accessories, in a way that provides
adequate space for employees to carry out regular tasks with efficiency31. In other terms, the
layout serves as a blueprint for the office floor and therefore can be referred to as the office floor
plan.

According to Hicks and Place: “The problem of layout relates to the arrangement in the space
involved so that all the equipment, supplies, procedures and personnel can function at maximum
efficiency.” An effective layout makes full use of the available space without overcrowding or
limiting the functions of other areas. On the other hand, an improper arrangement of the space
would lead to unnecessary waste of time and energy. Therefore, managers must carefully
construct an office layout that instills inspiration in employees while allowing them to perform
productively and efficiently.

2.2.5.2 Importance of the Layout

The importance of a proper layout arises from the fact that employees should feel comfortable
while at work, this is why a good office layout aims to provide the best working conditions for
workers.

As already mentioned in previous sections, the design of a workspace is of critical importance, as

it affects the morale and productivity of employees.32 An office should be comfortable, visually
pleasant, and functional. However, the layout is more than just the design and the colors you use
for your walls. The entire setup should establish a balance between design and the needs of the
labor force. An ideal layout takes into account the well-being of employees, inspires them,
boosts their morale, and therefore increases their productivity.

Second, a carefully designed office prioritizes the safety of its occupants. Desks and
workstations should be placed away from any hazard to prevent accidents and injuries (Oswald

31
https://www.scribd.com/document/452039751/Office-Layout
32
https://www.researchgate.net/publication/350500883_The_Importance_of_Office_Layout_for_Employee_Productivity

34
2012). It is also essential to familiarize the staff with the location of first-aid kits and emergency
exits.

On another note, when the layout is designed in a way that places supervisors closer to their
teams, it allows them to oversee the whole space without making employees feel uncomfortable.
Managers can move around the place and monitor the flow of operations, whereas employees
can carry out their tasks without feeling that they are being micromanaged. Another advantage of
this layout is that communication between the staff and their superiors becomes quicker and
smoother. They can discuss issues immediately and find solutions collaboratively.

Finally, after having a particular layout for some time, it may be wise to adopt a different design
or upgrade the furniture to create a new ambiance.

2.2.5.3 How to Design an Effective Layout?

This task can only be carried out by the manager. When doing so, he should take into
consideration the following: 33

- The space available

- The nature of work
- The flow of work
- Number of workers
- The required level of privacy
- The type of machines and equipment used
- The physical appearance
- The budget

In other terms, when constructing an office, the most crucial step is to understand the
requirements of the space. Different employees require different levels of privacy. Individuals
higher in the level of hierarchy are usually placed alone because their work rarely needs any
supervision. For instance, for an accountant, a crowded space can be distracting. In contrast, a
creative team works best in a collaborative environment that provides opportunities for
interactions and face-to-face communication.
33
https://mailchimp.com/courier/article/setting-up-office-space/

35
In addition, when designing the layout, managers should make sure that there are no hindrances
between co-workers by ensuring a smooth workflow between different departments and between
employees themselves.

2.2.4 Office Type

Offices come in different sizes and shapes. With the variety available, managers find it difficult
to make the perfect choice, which is why they need to evaluate different options in order to
understand what type of office best suits the need and requirements of their business and
employees.

To compare different types of offices, it is necessary to categorize them. 34

2.2.6.1 The Private/Cell Office

Cell offices are one of the most popular office types. A cellular office plan is one in which the
entire office floor is divided into individual or smaller spaces. Employees are arranged in cells
facing each other. Work is usually concentrated in nature and is characterized by independence.
These offices offer a great level of privacy to the staff and boost their feeling of responsibility.
While concentration and focus are significantly improved, cellular offices can hinder
communication among employees.

34
https://www.researchgate.net/publication/249624386_Office_Type_in_Relation_to_Health_Well
Being_and_Job_Satisfaction_Among_Employees

36
2.2.6.2 The Shared Room Office

This concept allows 2 to 3 people to share a single room. 35 Desks and workstations are freely
arranged, sometimes with divisional elements to provide some privacy, and employees who
share the same room usually have similar work assignments.
The shared room office is a good choice when there is a lack of space or when you need more
privacy.

2.2.6.3 The Open Plan Office 36

In open-plan offices, everyone works within the same open space. Walls are ditched altogether,
and workspaces are created using furniture for definition which allows individuals to move
around freely. Another advantage of the open plan layout is the benefits brought by the increased
level of creativity and teamwork. In fact, bringing people together encourages faster learning and
better communication. Having all employees in one place guarantees a faster flow of ideas and
gives each worker a feeling of being involved in the process.

However, recent studies have found that there are several disadvantages associated with this
office type. In fact, as mentioned previously, one reason open plans have become so popular is
the promise of increased interaction and collaboration. Unfortunately, a recent Harvard Business
Review study found that after companies switched to open offices, face-to-face interactions
declined, while electronic interactions (e.g., emailing, texting, etc.) increased. In reality, when
the architecture of the office makes everyone more observable, employees try to find ways to
preserve their privacy which can dampen face-to-face interactions among them. 37 An employee
would rather send an email, than talk to a colleague in front of a large audience.

Another major disadvantage is that noise travels easier through an open-plan office space
because there are no barriers to shield workers from talk traffic.

35
https://www.researchgate.net/publication/249624386_Office_Type_in_Relation_to_Health_Well-
Being_and_Job_Satisfaction_Among_Employees
36
https://www.europarl.europa.eu/cmsdata/216966/03112020_Open%20Office%20Spaces%20briefing.pdf
37
Bernstein ES, Turban S. 2018 The impact of the ‘open’ workspace on human collaboration. Phil. Trans. R. Soc. B 373: 20170239.
http://dx.doi.org/10.1098/rstb.2017.0239

37
Finally, this office type is not suitable for all employees. Seniors may find it difficult to focus in
such erratic atmospheres.

2.2.6.4 The Cubicle Office

The cubicle office is an open office plan that uses partition walls on three sides of a table to
create workspaces in the form of a box.38 This office type is usually combined with private
offices for seniors.

One major advantage of cubicles is that they add standardization to the office because everyone
gets the same space to work. In addition, they reduce distractions as employees don’t know what
is going on in other cubicles, and finally, they provide a high level of privacy and a sense of
ownership.

However, because the cubicle is typically a small workspace, employees may feel isolated.

2.2.6.5 The Low Partition Office

The low-partition office is a more modern version of the cubicle setup, however, partitions tend
to be lower in order to encourage interaction between workers.

2.2.6.6 The Combi Office 39

The combi office is a newer office type that combines the best features of the previously listed
setups. It combines private offices, open areas, and team-focused sections in whatever
combination is suitable for the needs of the business.

38
https://www.roomsketcher.com/office-design/office-layout/
39
https://www.researchgate.net/publication/261513335_The_infuence_of_office_type_on_satisfaction_and_perceived_productivity_support

38
2.2.6.7 How to Choose?

Before you pick one particular type, you need to establish what the goals of your office are.
Think about your employees. Do you want to increase staff efficiency? Decrease distractions?
Foster creativity? Or encourage interactions? Now you can use your goals as a guide when
deciding what type you will choose.

However, there are some additional considerations you need to take into account:

- How much you are willing to spend.

- How much space is available.
- How are your teams structured.
- What is the nature of your business.

2.1 Employee Performance

Over the years, organizations have been implementing new design techniques in office buildings,
as a way to promote performance.40 Researchers have noted that along with effective
management practices, the design of the workspace plays an important role in increasing the
performance of employees.

2.3.1 Employee Performance Defined

Employee performance refers to the quantity, quality, and timeliness of outputs generated by
workers, as well as to the efficiency and effectiveness of the work completed (Mathis & Jackson,
2011). It comprises the combination of factors that allow employees to improve their outcome
through increases in the quantity and quality of the work they deliver.

Performance in the form of task performance refers to how well employees execute their job
tasks in relation to the expectations set by their employers.41 This comprises the fulfillment of the
responsibilities assigned as part of the job description.

40
https://www.ijsrp.org/research-paper-1216/ijsrp-p6024.pdf
41
https://www.researchgate.net/publication/311650540_Employee_Performance_at_Workplace_Conceptual_Model_and_Empirical_Validation

39
Adaptive performance refers to an individual’s ability to provide the necessary support to the job
profile in dynamic circumstances (Hesketh, & Neal, 1999). This requires individuals to deal with
volatile situations such as technological advancements or the restructuring of the organization
and so on.

Along with the task performance and the adaptability performance, efforts have been carried
toward understanding the importance of non-job components of performance (Austin, &
Villanova, 1992; Viswesvaran, & Ones, 2000). Such non-job components have been referred to
as contextual performance.42 Contextual performance includes the voluntary behaviors
demonstrated by individuals, that benefit employers intangibly. Such behaviors are usually
expected of employees but are not explicitly mentioned in the job description.

2.3.2 Factors Affecting Employee Performance

As Thao and Hwang (2002) stated, there are several factors that affect the performance of
employees either positively or negatively. Here are the most common factors that have been
identified in research:

2.3.2.1 Employee Health and Well-Being

Health and well-being are often used interchangeably, however, they hold different meanings.

Physical health refers to the condition of the body and the mind, taking into account the absence
of injury, illness, and disease.

Well-being on the other hand, is not just about physical health and the absence of illness, it is a
state of feeling good and functioning well.43 It arises from thoughts, experiences, and emotions,
and has two dimensions: objective well-being and subjective well-being.44 The foundation of
objective well-being lies in basic human needs such as adequate food, education, and safety...,

42
https://www.researchgate.net/publication/311650540_Employee_Performance_at_Workplace_Conceptual_Model_and_Empirical_Validation
43
https://www.unido.org/sites/default/files/files/2019-05/Field_Paper_0.pdf
44
https://www.dosm.gov.my/v1/uploads/files/7_Publication/Technical_Paper/Kolokium_Statistik/2021/12_%20DEVELOPING%20AN
%20INDEX%20OF%20OBJECTIVE%20AND%20SUBJECTIVE%20WELL-BEING_compressed.pdf

40
whereas subjective well-being relies on less tangible measures such as happiness and
satisfaction.

In understanding the difference between the two terms, we can conclude that health is a state of
being and well-being is a state of living a healthy lifestyle.

Moreover, these concepts are directly related. In fact, poor well-being affects our ability to fight
off diseases and make healthy choices. Consequently, when our well-being is suffering, our
physical health starts to decline as well.

Why do health and well-being matter in the context of the workplace?

Because when they come together, they allow individuals to perform at their highest potential.
When employees are healthy and their well-being is thriving, they have higher levels of energy
and lower turnover rates, they take fewer sick leaves, and they deliver higher performance.

Business owners and managers recognize that the health and well-being of their employees
reflect the well-being of their business. Developing wellness programs can help companies
attract and retain the most talented individuals. Efforts in this field are not only seen as “nice to
have” but are a key strategy that offers organizations a unique competitive advantage.

2.3.2.2 Job Satisfaction

Locke (1976) identified job satisfaction as the positive feeling about the job resulting from an
evaluation of its characteristics. According to Quarstein et al. (1992), overall satisfaction is a
function of the combination of situational occurrences and situational characteristics. 45 The
situational characteristics that can influence job satisfaction include the work itself, pay and
promotion, the degree of supervision, the control employees have over their work, and the
relationship between supervisors and coworkers. Individuals usually evaluate these
characteristics before the commencement of employment, whereas situational occurrences are
evaluated afterward.

45
Alf Crossman, Bassem Abou‐Zaki, (2003) "Job satisfaction and employee performance of Lebanese banking staff", Journal of Managerial
Psychology, Vol. 18 Issue: 4, pp.368-376, https://doi.org/10.1108/02683940310473118

41
Companies usually don’t focus on satisfying employees as their main objective is to satisfy
customers. What they don’t know is that the customer will not be satisfied unless the employee
is. In fact, research has shown that employees who are satisfied with their jobs tend to have
higher levels of commitment and motivation which can lead to improved performance.
46
Conversely, low job satisfaction can result in higher turnover rates, decreased productivity, and
hence, poor performance.

Moreover, it’s important to note that job satisfaction and employee performance are not only
related but are also bidirectional. This means that job satisfaction leads to better employee
performance and good performance can in turn lead to increased job satisfaction.

In order to improve job satisfaction among employees, managers must focus on providing clear
communication, fair compensation and reward programs, a positive working environment, and
opportunities for growth and development.

2.3.2.3 Employee Engagement

Employee engagement refers to a person’s involvement with, satisfaction with, and enthusiasm
for the work he does. Business leaders recognize that a highly engaged workforce can increase
the bottom-line performance of the organization.47 In fact, when employees are engaged, they are
aware of their responsibilities in fulfilling organizational goals and are motivated to achieve
these objectives.

2.3.2.4 Leadership

Leadership is the process by which an individual directs, guides, and influences the behavior of
others toward the accomplishment of specific organizational goals.48

Effective leadership plays an important role in creating a working environment that fosters
employee performance. Leaders who provide a clear direction, encourage employees and support
46
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and
quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376
47
https://hbr.org/resources/pdfs/comm/achievers/hbr_achievers_report_sep13.pdf
48
https://www.researchgate.net/publication/
353037294_An_Empirical_Study_of_the_Factors_Affecting_Employees'_Performance_at_ABC_Group_of_Companies

42
their development, and communicate effectively with their teams are more likely to create a
high-performing workforce.49

2.3.2.5 Training and Development

Employees who have the skills and abilities that best fit with the position they are entitled to are
likely to be good performers. However, employers can provide additional support for their labor
force by providing training and development opportunities in a way to enhance employees’
ability to utilize their initiatives and skills at work, and by hiring people with the right skills and
experience.50

2.3.2.6 HR Policies

HR policies can have a significant impact of the performance of employees. Organizations that
support the implementation of effective HR policies are likely to create a more productive, more
engaged, and high-performing workforce.51
Below are some ways in which HR policies can affect employee performance:
 Recruitment and selection programs: well-designed recruitment and selection programs
attract and retain talented individuals who represent a good fit for their job for their
organization.
 Compensation and benefits policies: fair compensation programs also help attract and
retain high-performing employees and provide a sense of security and motivation to
employees.
 Work-life balance policies: these include policies such as flexible work arrangements,
sick and parental leave, paid time off, and other benefits that reduce employee stress,
increase their satisfaction with the job, and thereby improve their performance.
 Performance management policies: Performance management policies that provide
effective supervision, feedback, recognition, and incentives can increase the motivation
of employees toward higher performance.

49
https://www.academia.edu/54210339/Leadership_and_performance_beyond_expectations
50
https://erepo.usiu.ac.ke/bitstream/handle/11732/71/ANGELA.pdf?sequence=1&isAllowed=y
51
Ilias Vlachos (2008) The effect of human resource practices on organizational performance: evidence from Greece, The International Journal
of Human Resource Management, 19:1, 74-97, DOI: 10.1080/09585190701763933

43
2.3.2.7 Absenteeism

Absenteeism is the absence from work beyond what could be considered reasonable.

Frequent absenteeism causes disruptions in the flow of operations and creates additional
workload which can lead to decreased productivity and morale. It can also lead to a decrease in
the quality of work, missed deadlines, and increased stress levels for those trying to take on
additional tasks and responsibilities, to compensate for a colleague’s absence.

2.3.2.8 Burnout

As defined by the WHO, burnout is the syndrome “resulting from chronic workplace stress that
has not been successfully managed.” 52

It is characterized by three factors:

 Feelings of energy depletion and exhaustion

 Mental distance from the job
 Reduced performance at work

2.2 The Impact of Workplace Design on Employee Performance

Based on the above, we can conclude that the design of an office is a combination of several
variables, each of which impacts employee performance in its own way.

In this section, we will discuss the impacts of each workplace design variable on the performance
of employees.

2.4.1 Noise and Performance

52
Healthy people, healthy business Embedding a culture of employee health and wellbeing

44
Schwartz (2004) states that noise harms us more than we can think of, and sometimes without us
knowing about it. Office workers consistently report that the ability to focus with noise and
distractions is one of the most important aspects of the workplace.

2.4.2 Colors and Performance

As discussed in a previous section, every color has different effects on the human body. Some
colors provide comfort and calmness, some are stimulating, and others have a different impact.
This implies that colors will affect the mood of office occupants.53 Consequently, appropriate
colors chosen to improve the mood of employees are a good means of improving their
performance. If unsuitable colors were chosen, employees might experience negative
psychological effects such as boredom, stress, and dullness.

On another note, colors play an important role in creating attention: “a blue office is ideal for
someone who must focus and concentrate.”54 This is particularly important for employee
performance because, without concentration, work will be low in quality.

2.4.3 Lighting and Performance

53
Kwallek, Nancy & Lewis, Carol & Robbins, Ann. (1988). Effects of Office Interior Color on Workers' Mood and Productivity. Perceptual and
Motor Skills. 66. 123-128.
54
Kamarulzaman, Noorazlina & Saleh, Alia & Hashim, S. & Hashim, Hasnan & Abdul-Ghani, A.A. (2011). An Overview of the Influence of
Physical Office Environments Towards Employee. Procedia Engineering. 20. 262-268. 10.1016/j.proeng.2011.11.164.

45
Lighting can affect performance in two ways: directly and indirectly. The direct effect occurs
because lighting alters how well we can see, either by changing the stimuli to the visual system
or by changing the operating state of the visual system. The indirect effect occurs because
lighting can gather attention, alter mood and behavior, and modify the body’s hormonal
balance.55

As long as lighting affects someone’s mood and vision, it will also affect their job satisfaction.
Hence, employees feel demotivated in the presence of bad lighting and will not perform at their
highest level.

According to Frank (2000), lighting is a critical element in creating a comfortable workspace. By

providing the best lighting design to encourage human interaction with the visual environment,
employers ensure worker productivity and satisfaction and reduce absenteeism and turnover.

2.4.4 Indoor Air Quality and Performance

Because the performance of employees often depends on their health, they may feel less
productive in a polluted indoor environment. “Numerous studies have connected the effects of
air pollutants to worker productivity, showing impurities in the air may actually lower
productivity and therefore economic growth.”56 According to Welch (1996), unpleasant odors
increase the heart rate and in turn, this might increase stress levels and result in a loss of
productivity.

Employees who are frequently exposed to bad indoor air quality may also experience mood
swings and a loss of ability to focus. They feel less comfortable at work and believe that their
managers are not taking their well-being into account which results in a demotivated
environment and therefore weakened productivity and a higher turnover rate.

2.4.5 Office Layout and Performance

55
Amofa, A. K., Yawson, M. T. A and Okronipa, G. A. (2016) The Effect Of The PhysicalOffice Environment On Employee Productivity: The
Case Of Some Selected Banks In The Sekondi-TakoradiMetropolis, Ghana Africa Development and Resources Research Institute Journal,
Ghana: Vol. 25, No. 4 (3). Pp. 24-36, ISSN: 2343-6662, 29th February, 2016
56
https://www.airsystems-inc.com/resources/blog/air-purifiers/poor-indoor-air-quality-negatively-affects-employee-health/

46
The way you set up your office has a significant impact on the performance of your employees.
A carefully planned setting arrangement allows employees to complete tasks more quickly and
effectively, favors collaboration between them, and has a positive effect on their engagement and
well-being.57

2.4.6 Office Type and Performance

The layout of a workspace, along with efficient management processes, plays a major role in
boosting employees’ productivity and improving organizational performance.58

People carrying out difficult tasks perform better in private offices, whereas employees
performing simple tasks are more productive in non-private settings. However, researchers have
found that open-plan offices are associated with lower perceived privacy, decreased job
satisfaction, and reduced motivation. Moreover, working in an open-plan office can lead to
disruption and distraction, which have a negative effect on performance.59

2.3 Ergonomics

Whether we realize it or not, office ergonomics impacts each one of us directly and indirectly. It
is not a philosophy, not a trend, and not an opinion. It takes neither the employer’s nor the
employee’s side. It is a human-centered design that focuses on people as the most important
factor in offices.

2.5.1 Definition

57
https://www.ciphr.com/features/how-does-office-design-affect productivity/#:~:text=A%20well%2Dplanned%20workspace%20can,health
%2C%20wellbeing%2C%20and%20engagement.
58
https://dergipark.org.tr/en/pub/jbef/issue/32421/360528
59
Hedge, A. (1982). The Open-Plan Office: A Systematic Investigation of Employee Reactions to Their Work Environment. Environment and
Behavior, 14(5), 519–542. https://doi.org/10.1177/0013916582145002

47
Ergonomics is a science that focuses on fitting the workplace to the needs of employees. It
designs equipment, processes, and systems, in a way that ensures interaction between them and
those who use them.60

Offices depend entirely on people: without them, nothing can be accomplished. In consequence,
the aim of ergonomics is to adapt the office to the individuals involved. This requires an in-depth
understanding of the characteristics of people in offices: their capabilities, limitations, and
preferences.

2.5.2 Why Is Office Ergonomics Important?

It goes without saying that having good office ergonomics impacts the productivity of employees
(Danner, 2001).

In previous sections, we discussed that the key to a successful business lies in a healthy and
motivated workforce. The aim of ergonomics is to create comfortable workspaces that promote
good posture, reduce repetitive motions, and decrease the need for high-force tasks. Taken
together, these factors promote the health and well-being of employees by helping them avoid
injuries and stay safe while at work.

In addition, companies that use ergonomic equipment encourage workers to be more positive,
work at a faster pace, make fewer errors, and have higher energy levels, all of which increase
their satisfaction and allow them to be more productive.

2.5.3 The Ergonomic Office

The first step in setting up an ergonomic workspace is to understand that individuals do not come
in one size nor do they have the same preferences and dislikes. Each one of us is unique and
behaves in his own way. This is why managers should avoid adopting a one-size-fits-all
approach.

When designing ergonomic offices, the following needs to be considered:61

60
Nidhi Deouskar (2017), “THE IMPACT OF ERGONOMICS ON THE PRODUCTIVITY OF PEOPLE” International Journal of Marketing &
Finance, Volume 5, pp 59-63
61
https://www.ohcow.on.ca/edit/files/workbooks/24234%20OHCOW%20Office%20Ergonomics%20Handbook%20Website.pdf

48
 - Make the best use of the available space: workers find it difficult to concentrate in a
crowded place. A cluttered office may cause their stress levels to rise which negatively
affects their productivity.
When planning your layout, make sure that desks are arranged in a way that ensures
everyone has enough personal space. Any unnecessary equipment or furniture should be
removed. Moreover, restrooms, lounges, and staircases must be situated away from the
work area in order to encourage movement.
- Invest in ergonomic furniture: adjustable workstations such as sit-stand desks reduce the
amount of time employees spend in sedentary positions and give them the ability to
switch between standing and seated positions throughout the day.
Ergonomic chairs also ensure that the worker’s body is in a safe position to reduce stress
on the neck and the spine.
- Introduce natural light: in order to allow natural light in, you can replace walls with glass
partitions. This can improve health and wellness among employees.
- Improve air quality: as mentioned in the air quality section, working in a clean
environment helps workers perform better. Include an air purifier in your office and
regularly clean your ventilation system.
- Offer temperature control: employees feel happier when they have the ability to change
the temperature of the room.

In conclusion, by incorporating ergonomics in the workplace, employers attract and retain the
most talented individuals, and provide them with working conditions that keep them healthy and
productive and allow them to perform at their highest level.

49
 Chapter 3

Methodology and Case Study of Faber Castell

Building a study on and relating it to existing data and knowledge consist a bottleneck for all
academic researchers. This is why research methodology is a crucial step in every scientific
research.

This chapter is composed of three sections:

 In the first section, we will identify the independent and the dependent variables in our
study;
 In the second section we will present the research method and the research technique we
have chosen to conduct this research;
 The last section identifies the sample chosen and the reason for this choice.

3.1 The Independent and Dependent Variables

The research problem addressed in this paper is the following: what is the impact of workplace
design on employee performance?

Therefore, we have formulated the following hypotheses:

 H1: Workplace design (independent variable) has a significant impact on the

performance of employees (dependent variable).

50
  H2: Excessive noise in offices (independent variable) can have a negative effect on the
health and overall well-being of employees (dependent variable).
 H3: Ergonomics in the workplace (independent variable) can affect the level of job
satisfaction among employees (dependent variable).

3.2 Research Methodology

Research methodology is a systematic way to solve a problem. It involves a set of procedures

and techniques used to collect, analyze, and interpret data in order to understand a specific
phenomenon. In other terms, research methodology can be understood as the science of studying
how the research will be carried out.

A research methodology is essential to ensure that research is conducted in a reliable manner. It

provides researchers with a framework to follow, which helps ensure that the data collected is
unbiased, accurate, and relevant to the research question being addressed.

3.2.1 The Choice of Research Method

The choice of which research method to employ is usually dependent upon the nature of the
research problem.62 There are basically two main types of research methodologies: quantitative
and qualitative. In the present study, we have chosen quantitative research to gather the
necessary data.

The main difference between these two methods is that quantitative research focuses on numbers
whereas qualitative research involves the collection and analysis of non-numerical data.

In this paper, we are clearly interested in understanding the relationship between two variables,
workplace design and employee performance, which is why quantitative research has been
chosen. First, it enables us to test our hypotheses and explore the cause-and-effect relationship
between our variables of interest. Second, it allows a more precise analysis of information as it

62
https://www.researchgate.net/profile/Khairul-Baharein Noor/publication/26517241_Case_Study_A_Strategic_Research_Methodology/links/
5462bd800cf2c0c6aec1b83e/Case-Study-A-Strategic-Research-Methodology.pdf

51
involves the use of statistical procedures, and finally, it is faster and reduces the time for data
collection.

3.2.2 The Choice of Research Technique

In order to achieve the objectives of this study, we have chosen the questionnaire as our data
collection technique because it enables quantitative data to be collected in numerical order and in
a standardized way that is coherent with the flow of our analysis.

“A questionnaire is simply a list of mimeographed or printed questions, that is completed by or

for a respondent to give his opinion.”63 Questionnaires are an effective way to gather large
amounts of data in a relatively short time and can be administered in several ways, such as in
person, by phone, or online.

The questionnaire we designed for the purpose of this study (see Appendix) consists of 17
questions and is divided into four sections:

• The first section involves personal questions that allow us to understand the
demographics of our sample.
• The second section involves statements aiming to uncover how employees, and
specifically their performance, are affected by the design variables of the workplace. The
aim of this section is to provide the data necessary to test the first hypothesis of the
research.
• The third section was specific to the noise variable, and the questions were asked for the
purpose of discovering if excessive noise levels can actually impact the health and well-
being of employees.
• In the last section, we wanted to understand employees’ attitudes toward office
ergonomics and if they actually believe that investing in good ergonomics would increase
their satisfaction with the job.

63
World Health Organizations. Research methodology (2nd ed).

52
3.2.3 The Sample

A sample is defined as a group of individuals, objects, or events, taken from a large population
for measurement.64

Our questionnaire was administered to 35 Faber-Castell office workers that were randomly
chosen from the following departments: operations, sales, marketing, finance, and human
resources. The main reason behind the choice of this sample is simply the fact that all workplace
design variables discussed in the previous chapter (noise, lighting, colors, indoor air quality,
office layout, and office type) are present in Faber-Castell offices.

3.3 Company Background

In this section, we will discuss the history of the company Faber-Castell, its mission, vision,
values, and departments.

3.3.1 History

• The Fourth Generation

Faber Castell is one of the oldest pencil manufacturers in the world. Its history began in 1761,
when Kaspar Faber started his own pencil factory in Stein, to support his family.

The pencil manufacturing business allowed the early generations of the Faber family to
experience great success, however, Kaspar’s great-grandson, Lothar von Faber, was the reason
behind the triumph of the company.

In 1839, Lothar inherited the business from his father Georg Leonhard. He secured first-class
raw materials from a graphite mine in Serbia and modernized the production plant, resulting in
the creation of pencils of excellent quality. His products were differentiated from the inferior
goods offered by his competitors because he marked them by the name of the company “A.W.
Faber”. His success led to several imitators using his name, so in 1874, he submitted a petition to
protect trademarks and therefore became the pioneer of these laws in Germany. Under his
64

53
management, the factory developed and became a company with international standing. His
brother worked by his side, and in 1879, he established his own pencil manufacturing company
in Nuremberg.65

• The Fifth Generation

In 1847, Lothar married Ottilie Richter who supported him while he managed the company.
Wilhelm von Faber, their only child, was destined to take over the business. He went on trips to
France and Italy to gain experience and received his business training in a Swiss boarding
school. He joined the company at eighteen, took over a managerial position in Paris five years
later, and became an authorized signatory in 1876. Wilhelm and his wife Bertha had five
children. Unfortunately, his two sons died in infancy and Wilhelm himself died shortly before his
forty-second birthday. As Lothar von Faber had no male heir, the business passed to his wife
Ottilie, after his death in 1896, which marked the end of the male line of the Faber family. 66

65
https://www.faber-castell.com/corporate/history/familiy/lothar
66
https://www.faber-castell.com/corporate/history/familiy/wilhelm

54
• The Sixth Generation

“Should the male line die, the foundation would go to the eldest daughter”67. Since her brothers
had died during childhood, Lother’s eldest granddaughter, Ottilie, became the owner of the
property established by her family. In 1898, she married Alexander Graf zu Castell-
Rüdenhausen. To comply with Lothar’s will that the name “Faber” had to be retained when the
heiress was married, the couple was known as “Count and Countess von Faber-Castell”.

In 1918, their marriage dissolved, Ottilie married Philip von Brand, transferred the foundation of
her family to her son Roland and received a yearly annuity for life. From then on, Count
Alexander was the only owner of the company.

• The Seventh Generation

After the death of his father, count Roland von Faber-Castell took over the management of the
business. Back then, the global economic depression caused a huge fall-off in the pencil
business. In order to keep costs down and make efficient use of their production plants, the two
companies A.W. Faber-Castell and Johann Faber entered into a cooperative agreement. Shortly
after World War II the company expanded internationally into Austria, Peru, Argentina. and
Ireland and reacquired many subsidiaries that had been lost during the war.68 New products such
as ballpoint pens and mechanical pencils were introduced to the market.

In 1950 the logo changed to an oval design incorporating the family crest and the color green
which had been used since 1905.69

• The Eighth Generation

67
Countess Ottilie von Faber-Castell (1877-1944). FC-ECom. (n.d.), from https://www.faber-castell.co.nz/corporate/history

68
The seventh generation. FC-ECom. (n.d.). Retrieved February 5, 2023, from https://www.faber-castell.com/corporate/history/familiy/roland

69
https://en.wikipedia.org/wiki/FaberCastell#:~:text=Faber%2DCastell%20was%20founded%20in,%2C%20and%20his%20wife%2C%20Ottilie.

55
In 1978, Count Anton-Wolfgang von Faber-Castell took over as head of the company. He
extended the portfolio in the same year and started manufacturing wood-cased cosmetic pencils
for firms selling under their own label.

New markets were opened internationally, especially in South America and the Pacific region.

In the mid-1980s, the Count initiated a forestry project in Brazil, as a way to ensure future
supplies of wood, which was obviously an important resource for a pencil manufacturer. Then, in
1992, Faber-Castell became the first wood-cased pencil manufacturer to introduce eco-friendly
water-based paint technology in Germany. 70

• The Ninth Generation

The four siblings- Count Charles von Faber-Castell, Countess Sarah von Faber-Castell, Countess
Victoria von Faber-Castell, and Countess Katharina von Faber-Castell represent the ninth
generation of the company. They initiated a new ownership strategy that set the course for the
successful future of Faber-Castell.71

Today, the company does business in more than 120 countries, including Lebanon, which is
where our study will take place.

3.3.2 Mission

The customer is at the center of the company’s mission. They believe that in order to be
successful, the brand has to engage consumers in creative experiences, by delivering inspiring
product concepts that motivate them to express themselves and bring their ideas into reality. This
is the tangible benefit Faber-Castell offers so that their customers continue choosing their
products over time.

3.3.3 Vision

70
https://www.faber-castell.com/corporate/history/familiy/anton-wolfgang
71
https://www.planet-advertising.com/en/2021/08/02/faber-castell-adopts-new-ownership-strategy/

56
“If a person wants to accomplish something, he must unleash his innate creative potential.“ 72
Lothar von Faber to his brother Eberhard, 31. May 1869

Faber-Castell is joining spaces that allow creative thinking and expression, bringing together
inspiring and inspired human beings from all over the world. Every employee within the
company is making a contribution in his or her own way, regardless of their position and
department.

Since individuals have hands, Faber-Castell has been using them to leave a mark in this world.

To feel, to communicate, and to move from thought to action.

3.3.4 Values

The company’s values are typically its way of behaving in order to reach its intended objectives.

 They act with an entrepreneurial spirit that consistently encourages them to seek new
opportunities, they take ownership of their actions and utilize their skills and talents to
realize their goals.
 They live a tradition of rethinking. Their future is built on the foundation of previous
generations. At the heart of the company’s tradition is a spirit of enthusiasm, motivation,
and dedication. They believe in “walking the talk” and they passionately believe in what
they do.
 They are determined to be the best. They strive for exceptional quality and results in
everything they do. Their teams are extremely diverse. They act sustainably and always
search for the most environmentally friendly solutions to preserve the planet.
 They are pioneers and dare to think fresh. This mindset is their motivation to create new
products, services, and experiences. They constantly work towards the new and the
better and aim to unleash everyone’s creativity.

3.3.5 Departments Within Faber-Castell

72
https://www.faber-castell.com/corporate/brand-essentials/vision

57
Unfortunately, we were not able to get an organizational chart for the company, however, we
gathered some information concerning its various departments.

Faber-Castell has several departments that work together to ensure a smooth flow of operations:

 The Operations Department: this department is responsible for overseeing and managing
the day-to-day operations, ensuring compliance with policies, and implementing
strategies to improve performance.
 The Marketing Department: the marketing department within Faber-Castell is responsible
for designing and implementing marketing strategies that help promote the company’s
products. They conduct market research and develop advertising campaigns to ensure that
products are well-represented in stores.
 The Sales Department: the sales department is responsible for selling Faber-Castell’s
products to wholesalers and retailers. They work closely with the marketing department
to identify new segments to target.
 Finance and Accounting: this department is responsible for managing the company’s
financial resources and ensuring that the financial transactions are recorded in
compliance with laws and regulations. It performs a range of functions including
financial planning and analysis, tax compliance, risk management, accounts payable and
receivable, and financial reporting.
 Human Resources Department: this department manages the human capital of the
company. It plays a critical role in creating and maintaining a positive work environment,
recruiting and retaining top talent, and designing and implementing training programs to
help employees develop the skills needed. They set performance standards and goals,
conduct performance evaluations, and design fair compensation and reward programs.
Additionally, they identify staff needs and manage employee relations.

58
 Chapter 4

Results Interpretation and Analysis

This chapter covers the analysis and interpretation of the data collected through the
administration of the questionnaire as per the objectives of the study. The total number of
employees at Faber-Castell is 60. A sample of 35 employees was taken and 35 questionnaires
were distributed for the purpose of data collection. The information gathered will be evaluated in
a descriptive manner.

59
4.1 Personal Information

This section is imperative to be included in the questionnaire in order to obtain a thorough

understanding of the demographics of the selected population. For this study, there were three
demographic variables that we have chosen to scrutinize which are age, gender, and the service
period.

4.1.1 Age of the Respondents

Age Gender
Frequency Percent
18-25 7 20.0
25-45 23 65.7
45-60 5 14.3
Total 35 100.0

Male Female

Table 1: Age distribution of the respondents

Table 1 shows that the 25-45 years group represents 65.7% of the sample and constituted the
highest number of respondents, followed by the 18-25 years group which made up 20% of the
sample. The lowest number of respondents was within the 45-60 years group which made up
14.3% of employees.

4.1.1 Gender of the Respondents

60
 Figure 1: Respondents’ gender distribution

Figure 1 above shows that 55% of the respondents were male while the rest (45%) were female.

4.1.1 Service Period

The service period refers to how long the employee has been working with the company.

Service Period Frequency Percent Table 2:

Respondents' service period
5 years and below 17 48.5
6-10 years 14 40
Based on 11-15 years 3 8.6 the table
above, we More than 15 years 1 2.9 can see that
most of the Total 35 100.0 employees
have been working in
Faber-Castell for less than 5 years (48.5%). The percentage was followed by respondents who
have been working for 6-10 years (40%). 3 employees have been working for approximately 11-
15 years (8.6%). And finally, one senior employee has been working for more than 15 years
(2.9%).

61
4.2 Respondents’ Attitudes Toward Workplace Design

In the second part of our questionnaire, we included 5-point Likert scale statements in order to
test our first hypothesis. Respondents were required to indicate their level of agreement with
each statement.

Because lighting, colors, indoor air quality, office type, and office layout are part of the design of
a workspace, we included them in our statements in order to come to draw a more precise
conclusion concerning the impact of workplace design on employee performance.

4.2.1 The Effect of Lighting

These two questions were asked to assess the impact of lighting on employees’ ability to
concentrate and on their productivity.
Below is a summary of their answers:

Strongly Disagree Neutral Agree Strongly

Disagree Agree
Poor office lighting affects 5.7 14.3 45.7 34.3
my ability to concentrate
on visual tasks.
I feel more productive in 2.9 14.3 25.7 40 17.1
the presence of good
lighting.

Table 3: Respondents' attitudes toward lighting

Based on the above, we can see that 5.7% of the respondents believe that bad office lighting has
no effect on their ability to concentrate and 14.3% had no clear answer. In contrast, the majority
(80%) believe that they cannot concentrate when the lighting in the office is of bad quality.

62
As for the second statement, six respondents (17.2%) disagreed that good lighting would make
them more productive and nine respondents neither agreed nor disagreed. The rest (57.1%) stated
that their productivity increases in the presence of good lighting.

4.2.2 The Effect of Colors

The purpose of this statement is to find out whether the colors of an office affect the mood of its
occupants.

Strongly Disagree Neutral Agree Strongly

Disagree Agree
The colors in my office can 8.5 11.4 20 37.1 22.9
affect my mood.

Table 4: Respondents' attitudes toward colors

Concerning the effect of colors on workers’ moods, 19.9% of the population believe that their
mood is not affected by the colors present in the office, while 60% believe the opposite. 20% of
the answers were neutral.

4.2.3 The Effect of Indoor Air Quality

Both of these statements were addressed to establish the relationship between indoor air quality
and the health and well-being of employees on one hand, and on their job satisfaction on the
other hand.

63
 Strongly Disagree Neutral Agree Strongly
Disagree Agree
The quality of the indoor 5.7 28.6 14.3 37.1 14.3
air impacts my health and
well-being.
I am less satisfied with my 20 20 25.7 34.3
job when I have to work in
the presence of bad air
quality.

Table 5: Respondents' attitudes toward indoor air quality

51.4% of the respondents feel affected by the quality of indoor air quality in their offices while
34.3% disagreed with the statement. 14.3% were indifferent.

Concerning their satisfaction, most respondents (60%) stated that they would be less satisfied if
they had to work in a polluted indoor environment. 20% had no clear answers and 20% believed
that their satisfaction is independent of the indoor air quality in their office.

4.2.4 The Effect of the Office Type/Layout

This last statement helps establish whether the type and the layout of an office favor
collaboration between employees and foster their creativity.

Strongly Disagree Neutral Agree Strongly

Disagree Agree
I believe that my ability to 8.6 5.7 22.9 48.6 11.4
collaborate with colleagues
depends on the type of
office I work in.
Some office layouts 8.6 14.3 42.8 34.2
provide privacy when
needed while others don’t.

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Table 6: Respondents' attitudes toward the office type/layout
Based on the table above, 60% of the respondents agreed that their ability to collaborate with
their colleagues depends on the type of office they work in, while 14.3% disagreed with the
statement, and 22.9% had no clear answer.

Additionally, only 8.6% disagreed with the fact that some layouts provide privacy more than
others and 77% believed the opposite. 14.3% were neutral.

4.3 Respondents’ Attitudes Toward Excessive Noise Levels

In this section of the survey, we have asked questions concerning the noise levels employees are
exposed to in their offices.

Here are the questions and the results we obtained:

4.3.1 Noise Exposure

In this question, we asked the 35 employees if they have ever experienced excessive noise levels
in their office.

The table below provides a summary of their answers:

Frequency Percent
Yes 24 68.6
No 11 31.4
Total 35 100.0

Table 7: Respondents' exposure to excessive noise levels

As shown in the table above, 68.6% of the population said that they have experienced excessive
noise levels in their office, while 31.4% said the opposite.

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4.3.2 Symptoms Related to Excessive Noise Levels

For the respondents who answered “yes”, we asked them if they have ever felt any physical or
mental discomfort due to the noise levels they were exposed to.

Here are the results we obtained:

If you answered "yes" to the previous question,

have you ever experienced physical or mental
health symptoms due to excessive noise?
79.2
80

60

40
20.8
20

0
Yes No

Figure 2: Percentage of respondents displaying physical or mental health symptoms

The figure above shows that out of 24 respondents who have been exposed to excessive noise
levels in their workplace, 79.2% have experienced physical or mental health symptoms whereas
20.8% have not had any discomfort due to high noise levels.

4.3.3 Concentration Ability

Every respondent was required to provide an answer to this question, in order to understand how
noise impacts their ability to concentrate on tasks.

Strongly Disagree Disagree Neutral Agree Strongly Agree

I believe that the presence of 5.7 42.9 51.4
noise in the workplace affects my
ability to concentrate on tasks.

Table 8: Respondents' attitudes toward noise

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Based on the data above, it is evident that there wasn’t any respondent who disagreed with this
statement and only 5.7% of the responses were neutral. The majority (94.3%) agreed that if
present in the workplace, noise would make it difficult to concentrate on tasks.

4.4 Respondents’ Attitudes Toward Ergonomics

In this section, our focus was mainly on office ergonomics.

Here are the questions asked and the answers we collected from the respondents:

4.4.1 The Amount of Time Spent at a Desk

The purpose of the first question is to discover how much time employees spend sitting at their
desks on a typical working day.
The answers provided were as follows:

How many hours per day do you spend sit-

ting at your desk?
80 71.4
60
40
20
20 8.6
0
0
Less than 1 hour 1-3 hours 3-6 hours More than 6
hours
Figure 3: Amount of time employees spend sitting at their desk

Since our questionnaire was administered to office workers, we cannot be surprised that there
isn’t any respondent who spends less than one hour at their desks and that the majority (71.4%)
spend more than 6 hours sitting. Only 8.6% of the population spends 1 to 3 hours on their
workstations while the rest (20%) spend between 3 and 6 hours.

4.4.2 Physical Discomfort

In this question, the respondents were asked if they have ever felt any physical pain or
discomfort while sitting for long hours at their desks.

67
 Have you ever felt any physical discomfort or pain
while working at your desk for long hours?
No
25.80%

Figure 4: Experience of physical discomfort

Yes
74.20%
The figure above shows
that the Yes No majority of
the respondents (74.2%) said that they have felt some physical discomfort after sitting for long
hours at their desks, while 25.8% said that they have not felt any pain.

4.4.3 Productivity

The respondents who chose “yes” previously were required to answer this question in order to
discover whether the discomfort they felt affected their productivity.
Their answers were as follows:

Have you ever felt that the physical discomfort re-

sulting from sitting for long hours at your desk made
you less productive?
No
19.30%

Yes
80.70%

Yes No

Figure 5: Decreased productivity due to physical discomfort

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Out of 26 respondents, 21 (80.7%) felt less productive due to the discomfort resulting from
sitting for long hours working at their desks, while 5 respondents said that their productivity was
not affected.

4.4.4 Job Satisfaction

The purpose of this statement is to find out whether employees would be more satisfied with
their jobs if their organizations invested in good office ergonomics.
Respondents could either agree or disagree with the statement.

Strongly Disagre Neutral Agree Strongly

Disagree e Agree
I believe that I would be more 11.4 20 40 28.6
satisfied with my job if there were
good office ergonomics (adjustable
chairs and desks, wrist rest, document
holders...)

Table 9: Respondents' Attitude toward Ergonomics

As we can see, only 4 respondents (11.4%) disagree that good office ergonomics would increase
their job satisfaction. 20% had no clear answer, and the majority (68.6%) agreed with the
statement.

4.5 Analysis and Verification of the 1st Hypothesis

Our first hypothesis is the following:” Workplace design has a significant impact on employee
performance.”
Table 3 shows that the majority of respondents believe that bad office lighting affects their
ability to concentrate and that they feel more productive in the presence of good lighting.
Similarly, a significant number of employees reported being affected by the indoor air quality of
their offices and a majority believe that working in a polluted indoor environment would
decrease their level of satisfaction.

69
The results related to colors are more mixed. While the majority of respondents believed that the
colors in their offices affect their moods, a significant minority did not feel the same. This may
be due to the fact that individual preferences for colors can widely vary: what may be pleasing to
one, may be irritating or distracting to another.
Table 6 shows that most respondents agreed that some office types encourage collaboration
among them and some layouts provide more privacy than others.
All these findings highlight the ways in which various aspects of workplace design such as
lighting, colors, indoor air quality, office types, and office layouts can impact employee
collaboration, productivity, and more importantly their performance.
Therefore, we can confirm our first hypothesis that workplace design has a significant impact on
employee performance.

4.6 Analysis and Verification of the 2nd Hypothesis

Our second hypothesis is the following: “Excessive noise in offices can have a negative effect on
the health and well-being of employees.”
The findings in Table 2 suggest that 79.2% of the respondents who were exposed to excessive
noise levels at work reported physical or mental health symptoms.
This implies that excessive noise levels in the workplace have a negative impact on employee
health and well-being. This could include symptoms such as headaches, hearing problems,
increased stress, sleep disturbance, and decreased overall well-being.

In addition, the high percentage of employees who agreed that noise would make it difficult to
concentrate suggests that excessive noise levels also negatively impact employee productivity.

This could further contribute to stress and decreased overall well-being.

Thus, we can confirm our second hypothesis that excessive noise in the workplace can have a
negative effect on the health and well-being of employees.

70
4.7 Analysis and Verification of the 3rd Hypothesis

Our third hypothesis is the following: “Ergonomics in the workplace can affect the level of job
satisfaction among employees.”
The answers provided in the fourth section of the questionnaire suggest that there is a high
prevalence of prolonged sitting among our sample, with the majority spending more than 6 hours
working at a desk.
The fact that most of the respondents (74.2%) reported experiencing physical discomfort after
sitting for long hours represents a great concern, as prolonged sitting has been linked to several
health issues.73 This finding highlights the importance of providing ergonomic workstations to
reduce the risks associated with working long hours at a desk.
Furthermore, the high percentage of respondents (80.7%) who reported feeling less productive
due to the discomfort resulting from sitting for long hours is also concerning. This finding
suggests that the discomfort felt can negatively impact job performance, which could have
implications for employees in terms of decreased job satisfaction.
These results support our hypothesis. Specifically, they suggest that a lack of ergonomic support
in the workplace could lead to physical discomfort and reduced productivity, which negatively
impacts job satisfaction.
Therefore, we can confirm the third hypothesis that ergonomics in the workplace can affect job
satisfaction among employees.”

73
https://www.tno.nl/media/2839/too_much_sitting_tno_gl_l_14_05_1658e.pdf

71
 Chapter 5

Conclusions and Recommendations

5.1 Conclusion

In this research paper, the impact of workplace design on employee performance has been
thoroughly explored. The findings suggest that the design of an office plays an important role in
shaping employee performance, with factors such as sound, colors, lighting, indoor air quality,
office layout, and office type having a significant impact on employees’ productivity,
satisfaction, health, and well-being. It was also revealed that acoustics and privacy are important
factors in promoting employee satisfaction and hence improving their performance. The study
also highlighted the importance of good office ergonomics. In fact, it was clearly demonstrated
that poor ergonomics can have a huge impact on employees, including musculoskeletal
disorders, fatigue, stress, and reduced work efficiency, and that investing in ergonomic office
equipment is highly beneficial not only for employees but for the organizations as well.
However, the collected data suggest that there is no one-size-fits-all approach in workplace
design and each organization must tailor the design of its offices to the specific needs and
preferences of employees.
Our findings match the results of a study conducted in India by professor Son Alisaha, which
intended to analyze the impact of workplace design on employee productivity in selected IT
companies in the Pune region.

5.2 Limitations of the Study

- Due to the small sample size, the results of this study may not be generalizable to a larger
population.

72
 - Another limitation that prevents the generalizability of the results is the limited scope of
the study and the focus on one industry and on a specific type of workplace.
- The response bias in the questionnaire may result in inaccurate data that may not fully
capture the reality and the complexity of the research problem.
- Time constraints were the most challenging limitation that affected the ability to collect
sufficient data.

5.3 Recommendations

Based on the research we conducted and its findings, here are some recommendations that
companies can consider, to improve the performance of their employees through the design of
the workplace:

- Prioritize lighting: good lighting is important for employee performance as well as for
their well-being. Natural light is preferred, however, if that is not possible, artificial light
should be bright enough and free from glare. It’s also important to avoid harsh lighting
that may cause headaches and eye strain.
- Control noise levels: companies must ensure that noise levels are kept to a minimum.
Sound-absorbing material or noise-cancelling headphones are efficient solutions, and in
some cases, employers can provide designated quiet areas. This can reduce distractions
and improve employee concentration.
- Provide ergonomic furniture: ergonomic elements, such as adjustable chairs or desks, can
improve employee comfort which allows them to be more productive.
- Introduce natural elements: once incorporated into the office, plants or wooden shelves
can help reduce employee stress and improve their well-being.
- Use flexible workspace design: the design of the space should be flexible to allow
different types of work and accommodate both individual and group work. This can be
achieved by creating diverse work areas such as private offices, open-plan areas, or
collaboration zones.
- Allow for personalization: allowing employees to personalize their workspace gives them
a feeling of ownership and increases their satisfaction with the job. For instance,

73
 companies may provide employees with the flexibility to decorate their workspace or
choose their preferred seating arrangement.

In summary, companies should always consider the needs and preferences of employees
when designing their offices. By creating a comfortable and collaborative workspace,
organizations can substantially improve employee performance and thereby, the overall
success of the business.

In addition, as technology continues to play an important role in today’s offices, it is

therefore essential to understand how it can be incorporated into the design of the workplace.
However, what design strategies can companies employ to optimize the use of technology
while minimizing its adverse effects?

74
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 Appendix

Questionnaire

Section 1:

1. Age: 18-25 years

25-45 years
45-60 years

2. Gender: Male Female

3. How long have you been working with the company?

< 5 years 6-10 years 11-15 years > 15 years

Section 2:

Likert Scale (Strongly Disagree Disagree Neutral Agree Strongly Agree)

4. Poor office lighting affects my ability to concentrate on visual tasks.

5. I feel more productive in the presence of good lighting.
6. The colors in my office can affect my mood.
7. The quality of the indoor air impacts my health and well-being.
8. I am less satisfied with my job when I have to work in the presence of polluted air.
9. I believe that my ability to collaborate with colleagues depends on the type of office
I work at.

77
10. Some office layouts provide privacy when needed while others don’t.

Section 3:

1. Have you ever experienced excessive noise levels in your office?

Yes No

2. If you answered yes to the previous question, have you ever felt any physical or
mental discomfort due to the excessive noise levels you were exposed to?

Yes No

3. I believe that the presence of noise in the workplace affects my ability to concentrate
on tasks.

Strongly Disagree Disagree Neutral Agree Strongly Agree

Section 4:

4. How many hours do you spend sitting at your desk on a regular working day?

< 1 hour 1-3 hours 3-6 hours > 6 hours

5. Have you ever felt any physical or mental discomfort after sitting for long hours at
your desk?

Yes No

6. If you answered “yes” to the previous questions, have you felt that the physical
discomfort resulting from sitting for long hours has made you less productive?

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 Yes No

7. I believe that I would be more satisfied with my job if there were good office
ergonomics (adjustable chairs and desks, wrist rest, document holders...).

Strongly Disagree Disagree Neutral Agree Strongly Agree

79