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Weekly Updates2.3.1. Workspace models
Working activities should be supported by suitable working environments. To understand classification of workspace, two developed models could be used. First, the 'work patterns and space' model, a two-dimensional matrix, presents the relationship between interaction and autonomy (Figure 2).
Four major work environments are (Laing et al., 1998; Nenonen, 2004; Szarejko and Trocka-Leszczynska, 2007):
Hive suits routine work which does not require confidentiality or concentration.
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Cell suits specific work which requires concentration and confidentiality.
Den suits simple teamworking activities or collaborative activities.
Club suits complex and multi-task works which require high level of transaction, and mutual interactions.
Second, as shown in Figure 3, the 'knowledge-mind workspace' model presents the relationship between knowledge work and minded space (Ward and Holtham, 2000).
The horizontal axis of the model presents a level of minded space where single-minded space is a space for a single function and open-minded space is used for multifunctional or participative working activities. The vertical axis presents a degree of knowledge work which ranges from individual to collaborative level. Individual knowledge work requires a particular knowledge of a person who performs one task. Whereas, collaborative knowledge work needs interactive ideas from many people performing one or more tasks (ibid).
2.3.2. Portfolio flexibility
The concept of portfolio flexibility has been developed by Gibson and Lizieri (1999) for supporting flexible use of commercial workspace. Portfolio flexibility provides ranges of property or workspace use for organisations that have different utilisation objectives (Gibson and Lizieri, 2000)
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As shown in Figure 4, flexibility of each peripheral area is categorised by utilisation purpose (Gibson and Lizieri, 1999; Gibson and Lizieri, 2000; Gibson, 2000). Core periphery is an area used for long-term purposes. Long-term-contract staff usually work in this area. For the first peripheral portfolio--an organisation generally uses this for supporting its business requirement in the short-term. Short-term lease or license is required for occupying this area and the occupying organisation should be able to exit at any time. The second periphery portfolio is typically used for very short-term periods. For example, this area is suitable for training and organising very short-term events and use as a temporary office.
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2.3.3. Combination of work space-portfolio flexibility models
The workspace models and the portfolio flexibility models can be merged in order to increase the degree of flexibility of workspace management models (Figure 5). As influenced by the workspace models, working areas can be arranged into four major types, which are hive, cell, den, and club in order to support staff activities. The portfolio flexibility model enables the organisation to categorise its workspaces into three flexible utilisation levels which are core, first, and second peripheries. Combining the two models (Figure 5) gives a different perspective on flexibility.
Therefore, when the organisation can arrange its workspace, based on the combination of these models, it may achieve the higher level of 3Es, in particular:
--Staff can perform the right activities in the right areas, based on work-space concepts (Laing et al., 1998; Ward and Holthem, 2000). Consequently, overall working performance and staff satisfaction are likely to be higher;
--When the organisation can arrange flexibility peripheries of its office area, some working areas may be able to be let in short- or very short-term (Gibson and Lizieri, 1999; Gibson, 2000). Therefore, most working areas will be properly operated by internal and external people. This is likely to promote the higher level of financial flexibility.
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2.4. Scottish local authority--flexible working
The adoption of flexible working has been discussed as a suitable concept for managing the modern office environment (NAO, 2006a). The benefits of adopting flexible working appear in several organisations. For example, occupancy costs have been reduced, and working atmosphere has been improved (ibid). Although organisations adopting flexible working may receive positive outcomes, the success of flexible working adoption in one organisation cannot guarantee that other followers will obtain the same results. Scottish Local Authority (SLA) is an organisation having unique characteristics regarding its management system, including ICT, HR, and workspace management. Consequently, the working environment of SLAB may vary from place to place and by size. To understand the characteristics of flexible working, especially workspace management strategy in SLAB, workspace should be evaluated in terms of its arrangement and flexibility (Laing et al., 1998; Ward and Holthem, 2000; Gibson and Lizieri, 1997; Gibson, 2000). This present research aims to find out some implications of the current property management practice in SLAB and provide some recommendations for achieving the higher benefits of flexible working.
3. RESEARCH METHODOLOGY
The research has as its main question to understand flexible working practice in Scottish Local Authorities (SLAB). In particular:
--How does flexible working impact SLAB, in terms of operational efficiency?
--How can SLAB effectively move on to the higher flexible-working environment?
Objectives of this research are:
--To investigate the current workspace management practice of SLAB;
--To find out implications of working-area proportion of SLAB;
--To propose a suitable route for taking up of flexible working, supported by current workspace management concept, in the SLAB.
The research aims to acquire information from middle management working in ICT, HR, and property/estate/facility management of SLAB. The invited participants are experienced staff who would be able to respond to the specific research questions in depth from their broad experience. These include, for example, property manager, senior estate officer, facility manager, ICT manager, personnel manager, and human resource management manager. The selected participants were expected to reflect the current SLAB policy direction and demands of subordinates regarding the flexible-working environment (Bryman, 2004).
Since SLAB are scattered throughout Scotland, a postal questionnaire survey was selected as the most suitable survey method for the research (Fink, 2006). In the questionnaire, there are a number of structured questions. Data from the structured questions was used in numerical and categorical analysis and interpretation (Dawson, 2006).
After the questionnaire was prepared, a pilot test was undertaken with the City of Edinburgh Council staff. After the pilot test was completed, there were some amendments, particularly inappropriate language, difficult questions, unclear statements, too-many ranking choices, and vague wording. After the pilot test and questionnaire amendment, the size of the survey instrument was significantly reduced (by 25 per cent from the original). Benefits of pilot testing and questionnaire amendment include reducing vague questions, adjusting questionnaire structure, reducing difficulty of questionnaire and increasing the applicability of the questionnaire (Dillman et al., 2002).
According to the preliminary interview during the pilot test, some management staff were of the opinion that the flexible working concept may be poorly understood as the modern concept of property management of SLAB, because flexible working is currently promoted as a tool for only HR. Therefore, to maximise the number of responses regarding this concern, the research employs the best practice of questionnaire survey. These include advance warning of the survey request, incentivisation of survey participation, proper cooperation during the survey period, and adequate and proper follow-ups (Dillman et al., 2002; Dillman, 2000). According to this, the invitation letter and the survey information were sent to inform invited participants prior to the survey material being sent out. Follow-up emails with electronic questionnaires were sent to non-responded participants 4 weeks after the questionnaire had originally been sent out. After the first follow-up, further e-mails were sent out after 2 weeks and follow-up letters were sent again to non-responding participants. Some questionnaires were resent to selected participants. The response collection period finished eight weeks after the first questionnaire had been sent.
4. SURVEY RESULT
Out of 100 invited participants, 21% of participants returned completed questionnaires. 8% of respondents sent back blank questionnaires and letter informing they could not respond to the survey because, for example, they did not have specific information or experience regarding flexible working practice in their SLAB. The survey results are presented as follows.
4.1. Number of head-offices
Table 1 presents information on the 'number of head-offices' of respondents. Of total respondents, approximately 52% work in SLAB which have more than five head office premises, 24% work in SLAB having between 2 and 4 head offices, while a further 24% of respondents work in SLAB which have a single head-office.
4.2. Working hours in different working areas
Table 2 presents the data on working hours in different areas of SLAB' offices. There are six different working areas to be focused on which are individual or personal office, open-plan, informal meeting, formal meeting, team working, and outside office areas.
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