The Optimal Workplace: Organizational and Managerial Structures Supporting Individual Role Quality in the Workplace

Abstract

Rationale: The purpose of this thesis is to examine employee perceptions and experiences in order to understand which attributes support the creation and maintenance of an optimal work culture. Aim: The thesis is driven by three areas of inquiry: an individual‘s perception of workplace quality and optimality; organizational and managerial attributes contributing to quality workplaces; and techniques applied in a workplace to achieve an optimal workplace culture and employee experience. Methodology: This investigation is situated under the rubric of the Interpretivist paradigm, which emphasizes the importance of understanding the ‗lived experiences‘ from the point of view of those who live it day to day as reality is socially and experientially based, local and specific. In line with this approach, qualitative methodology is used to address the research questions. The qualitative data used within this thesis are collected from four focus groups (n=11). Focus group interviews are conducted to collect original data about workplace managerial structures. The purpose is to add in-depth perspective to a small but growing collection of work in this area. The intent is not to generalize individual experiences, but to understand how a group of Saskatchewan government workers perceive the workplace and define what constitutes an optimal workplace. The data were analyzed using a grounded theory method. Lines of the transcription are sorted by thematic experiences, which are confirmed by empirical data to link individual experiences to relevant workplace issues. Discussion: Results show that personal growth, flexibility and autonomy, social networking, and managerial support, are the factors most sought after in a workplace. The focus group data indicates that individuals who have elevated levels of quality and satisfaction within their work role report more positive experiences in the workplace. Conclusion: Focus group participants discussed their workplace experiences and described how the organizational structure and management style of supervisors affected their perceived work culture. From the findings, interpersonal relationships with managers and peers were the most common source of support for individuals, followed by policies that promoted flexible environments and autonomy. Thus, it was determined that a workplace supporting individual efforts to balance work roles and obligations provides individuals with an advantage in maintaining work and personal role quality,and creating a sense of optimality at work. Keywords: Work and life roles; optimal workplace; role quality; support; managerial and organizational structures; balance; well-being; networking; and satisfaction.