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Examples of possible relationships between productivity and other value parameters

Examples of possible relationships between productivity and other value parameters

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Article
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Purpose This paper aims to investigate how facilities management (FM) and corporate real estate management (CREM) can add value to organisations by contributing to improved productivity of knowledge workers, and to explore interrelationships between productivity, employee satisfaction and other value parameters. Design/methodology/approach This is...

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Context 1
... for satisfaction and innovation and creativity addresses in the two previous sections, the relationships between productivity and other value parameters have not been investigated much and are consequently less clear. Table 2 presents examples of the potential effect of productivity on 11 other value parameters that were identified by Jensen and van der Vordt (2017), and vice versa, of these value parameters on productivity. Due to the limited evidence, these potential effects should mostly be regarded as propositions or hypotheses of assumed cause-effect relationships. ...
Context 2
... may use table 2 and the former findings to start a discussion with FM/CREM staff, HRM and IT managers and representatives of employees and to assess whether their own business could benefit from these insights to implement further improvements. Researchers may use table 2 as a starting point for future research. So far, most studies in this field concerned effects of office environments on labour productivity. ...

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Research Proposal
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Chapter
This book chaper starts with my personal involvement in Facilities Management, and how my interest in user experiences of the built environment evolved from Post-Occupency Evalauations of buildings-in-use to Design for All, Crime Prevention through Environmental Design, Adaptive Reuse, Adding Value through appropriate Corporate Real Estate Management and Facilities Management, and how to incorporate this knowledge in succesful CREM/FM strategies. The chapter continues with a discussion of simmilarities and dissimilarities between CREM and FM, how to align FM and CREM to organisational objectives, the relationship between FM and CREM alignment and added value, and trends in FM/CREM strategies. The chapter ends with general conclusions and future perspectives.