Literature Review on the Design and Organisation of a Workplace

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Literature Review on the Design and Organisation of a Workplace

Introduction

The design and organisation of workplaces has become an important focus within human factors and ergonomics, particularly as work has increasingly shifted towards digital, knowledge based, and home working environments. A workplace is not only a physical location but a complex system made up of interacting physical, organisational and psychosocial components. Poor workplace design can contribute to musculoskeletal disorders, fatigue, stress, reduced productivity and errors, while well designed systems can support health, wellbeing and performance.

This literature review examines the design and organisation of a home based office workstation, a setting with which many people are now familiar. The review first adopts a systems perspective, recognising the workplace as part of a wider socio technical system. It then focuses on key interactions within this system, particularly physical ergonomics and psychosocial factors, while also considering organisational influences. The review draws on human factors literature from journals such as Ergonomics, Applied Ergonomics and BMJ Quality and Safety, and demonstrates critical analysis of current research.

A Systems Perspective on Workplace Design

Human factors literature consistently emphasises that workplaces should be understood as systems rather than isolated components. According to Carayon et al. (2006), a work system includes people, tasks, tools and technologies, physical environment and organisational conditions, all of which interact dynamically. This systems approach highlights that changing one element, such as introducing new technology or altering working hours, can have unintended consequences elsewhere in the system.

Macro level systems include organisational policies, management practices, regulatory requirements and wider societal trends such as remote working. Micro level systems focus on the individual worker, their posture, cognitive workload, social interactions and immediate physical environment. Effective workplace design requires alignment between these levels. Research by Dul et al. (2012) shows that ergonomics interventions are more successful when organisational support and management commitment are present, rather than focusing solely on physical adjustments.

In the context of home working, the macro system includes organisational expectations around availability, performance monitoring and flexibility. The micro system includes the worker’s workstation layout, chair, screen height, lighting and noise levels. A failure to consider these interactions can result in increased strain, stress and reduced job satisfaction.

Physical Ergonomics in the Workplace

Physical ergonomics focuses on the interaction between the human body and the physical elements of the workstation. Extensive research links poor workstation design to musculoskeletal disorders, particularly affecting the neck, shoulders and lower back. Hedge (2016) notes that prolonged sitting combined with awkward postures is a major risk factor in office based work.

Studies published in Applied Ergonomics highlight the importance of adjustable furniture, particularly chairs and desks, to accommodate individual differences. Robertson et al. (2013) found that employees who received ergonomics training and adjustable equipment reported reduced discomfort and improved productivity. However, the literature also shows that providing equipment alone is insufficient if users are not trained to adjust it correctly.

Home offices often lack the standardisation found in traditional workplaces. Research by Oakman et al. (2020) indicates that many home workers use dining tables or sofas as workstations, leading to sustained non neutral postures. This suggests a disconnect between organisational policies that promote home working and the physical realities of employees’ home environments.

Organisational Factors and Work Design

Organisational ergonomics examines how work is structured, including job design, workload, schedules and communication. High workload, lack of autonomy and unclear expectations are associated with stress and burnout. According to Karasek’s job demand control model, high demands combined with low control increase the risk of psychological strain.

In remote working contexts, organisational factors such as expectations of constant availability and digital monitoring can intensify stress. Literature in BMJ Quality and Safety highlights that poorly designed work systems increase the likelihood of errors and reduce overall system resilience. When organisations fail to adapt policies to support remote work, physical and psychosocial risks increase simultaneously.

Critically, some studies argue that flexible working can improve wellbeing and work life balance when supported by appropriate organisational practices. Grant et al. (2019) found that autonomy and trust were key moderators of positive outcomes in remote work settings. This demonstrates that organisational design is a crucial macro system influencing micro level experiences.