Objective: Psychological detachment facilitates recovery from work, but detachment is sometimes difficult in flexible work arrangements (FWAs). This study examined the effects of a co-created two-step workplace intervention that introduced new work strategies to facilitate psychological detachment and promote recovery in office workers with FWAs. The intervention comprised an individual-level course on digital tools and work strategies, followed by a workgroup-level workshop to develop common rules and routines in FWAs.

Methods: Office workers with FWAs in a Swedish governmental agency (intervention group, n = 97; control group, n = 70) completed a web-based questionnaire on three occasions between 2018 and 2020: at baseline 3 months before the intervention; after the individual-level course 6 months after baseline, and after the workgroup-level workshop 12 months after baseline. Effects of the intervention on need for recovery (NFR) as mediated by psychological detachment, and moderation of these effects by baseline NFR, were estimated with adjustment for covariates.

Results: At the 6- and 12-month follow-ups, we found no unmoderated statistically significant changes in NFR mediated by psychological detachment. However, the intervention appeared more beneficial for employees with high baseline NFR compared to those with low NFR, with moderated mediation by detachment at the 12-month follow-up.

Conclusions: Introducing new work strategies and common rules and routines for flexible work may be an effective intervention to facilitate detachment and reduce the need for recovery among office workers with particularly high needs.

Work time control may offer opportunities, but also implies risks for employee recovery, influenced by increased work-related ICT use and overtime work. However, this risk–opportunity tradeoff remains understudied. This study aimed to test two different models of associations between work time control, work-related ICT use, overtime work, and the need for recovery. These models were constructed based on data on office workers with flexible work arrangements. Cross-sectional data were obtained with questionnaires (n = 2582) from employees in a Swedish multi-site organization. Regression models treated the three determinants of the need for recovery either as independent, or as linked in a causal sequence. The test of independent determinants confirmed that more work time control was associated with less need for recovery, whereas more ICT use and overtime work were associated with a higher need for recovery. In a test of serial mediation, more work time control contributed to a greater need for recovery through more ICT use and then more overtime work. Work time control also had a competitive, indirect effect through a negative association with overtime work. Our results suggest that work time control is beneficial for employee recovery, but may for some be associated with more work-related ICT use after regular working hours, thus increasing recovery needs. Policies that support work time control can promote recovery, but employers must attend to the risk of excessive use of ICT outside of regular working hours.

Objectives

Physical and cognitive tasks occur together in many occupations. Previous reviews of combined tasks have mainly focused on their effects in a sports context. This review investigated to which extent combinations (concurrent or alternating) of occupationally relevant physical and cognitive tasks influence responses reflecting biomechanical exposure, stress, fatigue, performance, and well-being.

Methods

We searched Scopus, Pubmed, Cinahl, and Psychinfo for controlled experiments investigating the effects of combinations of occupationally relevant physical and cognitive tasks in participants aged 18 to 70. In total, we identified 12 447 records. We added recent papers that had cited these studies (n = 573) to arrive at a total of 13 020 publications. After screening for relevance, 61 studies remained, of which 57 were classified to be of medium or high quality. Of the 57 studies, 51 addressed concurrent tasks, 5 alternating tasks, and 1 both concurrent and alternating tasks.

Results

Most studies of concurrent physical and cognitive tasks reported negative effects, if numerically small, on indicators of biomechanical exposure, fatigue, and performance, compared to a physical task alone. Results were mixed for stress indicators, and well-being was too little studied to justify any conclusions. Effects depended on the tasks, including their intensity and complexity. Alternating physical and cognitive tasks did not appear to influence outcomes much, compared to having passive breaks in-between physical tasks.

Conclusions

The reviewed evidence indicated that concurrent physical and cognitive work tasks have negative, yet small effects on biomechanical indicators, fatigue and performance, compared to performing the physical task alone, but only if the physical task is intense, and the cognitive task is complex. Alternating between physical and cognitive tasks may have similar effects as breaking up physical tasks by passive breaks, but studies were few. Future studies should address ecologically valid combinations of physical and cognitive tasks, in particular in controlled field studies devoted to the long-term effects of combined work.

This longitudinal study examines the impact of office type on employees’ perception of managers’ leadership behaviours, which is an unexplored area. The expanding research related to activity-based flexible offices (AFOs) has mainly focused on employees’ working conditions and health outcomes, not on the changes in leadership behaviours when moving from traditional offices to AFOs. Office workers (n = 261) from five office sites within a large Swedish government agency were included in a controlled study of a natural intervention. At four sites, traditional offices were replaced by AFOs, while workers at one site with no relocation acted as the control. The same employees rated different leadership behaviours in a web-based questionnaire at baseline and at one follow-up. The analyses showed that relocations from cell and open-plan offices to AFOs were clearly related to a decrease in the perception of relation-oriented leadership behaviours. However, coming from open-plan offices to AFOs also decreased the perception of the other leadership dimensions. As expected, the control group was stable over time in their perceptions. This emphasises the need for organisations to provide managers with prerequisites so they can keep up with behaviours that support employees’ performance and health when office designs and ways of working are changed.

Flexible work arrangements are common worldwide, but knowledge on how to achieve a sustainable work environment is sparse. The aim of this study was to use a participatory approach to identify concrete suggestions and key areas for improvement that were considered relevant, effective, and feasible for promoting good work environment and health at organizational, work group and individual level (O-G-I), among office employees with flexible work arrangements. Eight focus group interviews (including 45 employees) were conducted in a large Swedish government agency in 2017. By using a Tree diagram approach, employees made a total of 279 suggestions for improvements, which were sorted into O-G-I levels and mapped into 18 key areas. We found that 13 key areas addressed organizational level (e.g., improving leadership, policy, job demands, and work efficiency), two key areas addressed group level (create common rules of availability and activity-based working), and three key areas addressed individual level (e.g., individuals’ responsibility to clearly communicate their availability). The participatory process was effective in obtaining concrete suggestions and key areas in need of improvement, which may provide an action plan that can guide organizations in developing interventions to promote good work environment and health in flexible work. 

Activity-based workplaces (ABWs) are becoming popular in Western countries and were implemented at four office sites of a large Swedish government agency. A fifth office was used as a control group. The study aim was to examine the effects of relocation to ABW on perceived productivity among employees and to determine if perceived change-oriented leadership behavior prior to relocation moderates potential effects. Data were collected three months prior to relocation, and three and 12 months after. 407 respondents were included in linear mixed regression models. Perceived productivity decreased significantly after relocation compared to the control group and these effects persisted 12 months after the relocation. However, the decrease in perceived productivity was significantly smaller among employees perceiving high change-oriented leadership before relocation. Our results point out the importance of a change-oriented leadership behavior during the implementation to avoid productivity loss among employees when implementing ABWs.

Distraction from the background environment while performing concentrationdemanding tasks is a common issue for office employees in shared work areas. However, few field studies have been conducted on the effects of different office types and work areas on objective measurements of cognitive performance. The first aim of the present field study was to investigate, before relocation to an activity-based workplace (ABW), differences in performance on a concentration-demanding cognitive task between individuals in shared/open-plan offices compared to cell offices. The second aim was to investigate, after relocation, how performance differs (withinperson) between different work areas within the ABW. This study included employees from five offices (n = 113), of which four relocated into an ABW. An acoustician measured the equivalent sound levels of the work areas. Data were analyzed using linear regression (aim 1) and mixed models (aim 2). Before relocation, employees working in shared/open-plan offices performed significantly worse (14%) than those in cell-offices, which had a 15 LAeq lower noise level. After relocation, employees performed significantly worse in the active zone without noise restrictions, compared to all other work areas. When shifting open-plan area from the active zone to the quiet zone cognitive performance increased significantly by 16.9%, and switching to individual working rooms increased performance by 21.9%. The results clearly demonstrate the importance for organizations to provide quiet areas or rooms with few distractions for employees working on tasks that demand concentration in an ABW. A daily drop in performance for each employee may be expensive for the organization in the long run.

Flexible work arrangements permitting workers to work anytime and anywhere are increasingly common. This flexibility can introduce both challenges and opportunities for the organisation, as well as for worker work-life balance (WLB). This cross-sectional study aimed to examine the extent to which occupational factors (organizational, leadership and psychosocial) and individual work-related behaviours (over-commitment, overtime work and boundary management) are associated with WLB, and whether these associations are modified by the perceived level of flexibility at work (i.e., control over when, where, and how to do the work). In total, 2960 full-time office workers with flexible work arrangements at the Swedish Transport Administration participated. Associations were determined using linear regression analyses with adjustment for covariates. The strongest negative associations with WLB were found for over-commitment, quantitative job demands, expectations of availability, and overtime work. Strongest positive associations were found for boundary management, information about organizing work, social support, and relation-oriented leadership. Perceived flexibility was positively associated with WLB, and interacted with several of the examined factors, buffering their negative associations with WLB. Results suggest that WLB can be promoted by organizational initiatives focusing on minimizing excessive job demands, increasing psychosocial resources, supporting boundary management, and enhancing perceived flexibility.

Alternating between physical and cognitive tasks has been proposed as an alternative in job rotation, allowing workers to recover from the physical work while still being productive. However, effects of such alternations on stress have not been investigated. This controlled experiment aimed at determining the extent to which stress-related responses develop during alternating physical and cognitive work, and to determine the extent to which cognitive task (CT) difficulty influences these responses. Fifteen women performed three sessions of 10 consecutive work bouts each including a seven-minute repetitive physical task (pipetting) and a three-minute CT (n-back) at one of three difficulty levels. Stress was assessed in terms of changes in heart rate variability, blood pressure, salivary alpha-amylase, salivary cortisol, perceived stress, and cognitive performance. The work session did not result in any marked stress response, and CT difficulty did not significantly influence stress, apart from alpha-amylase being higher at the easiest CT (F = 5.34, p = 0.02). Thus, according to our results, alternating between repetitive physical tasks and cognitive tasks may be a feasible alternative to classic job rotation between physical tasks only, even if the cognitive task is quite difficult. Future studies should address possible effects of the temporal pattern of alternations, and combine even other occupationally relevant tasks, preferably for extended periods of time.

Activity-based Flexible Offices (A-FOs) are implemented with varying degree of success. Employees relocate from cell or open-plan offices, from different organizational backgrounds, varying design and implementation processes, and have different types of work tasks. This study aims at investigating whether preference for the A-FO correlate with these preconditions. The results from Chi-square tests and Spearman’s non-parametric correlation of post-relocation questionnaires distributed to 11 A-FO sites, showed that a high preference for the A-FO correlated strongest with an A-FO preference prior to relocation, being a former open-plan office occupier and with frequent performance of innovation. Low preference for the A-FO correlated with frequent performance of concentration demanding tasks. Working with tasks with high confidentiality did not predict the preference ratings.