ABSTRACT
Although work environments are mostly designed with a focus on supporting the primary processes – enhancing productivity, stimulation of collaboration and social interaction, and cost reduction or cost-effectiveness – employee satisfaction is often one of the objectives as well (Van der Voordt, Ikiz-Koppejan and Gosselink, 2012). Satisfi ed employees can be an objective in itself, a means to avoid trouble, or a means to support labour productivity, based on the assumption that a happy worker is a productive worker. For the same reasons satisfaction is often a highly prioritised value in FM and CREM (Van der Voordt et al., 2012; Van der Voordt and Jensen, 2014). Although the relationship between employee satisfaction and labour productivity is not always statistically signifi cant and can be interfered with by variables such as intrinsic motivation and competition with colleagues, various studies have confi rmed that both constructs are correlated (Zelenski et al., 2008; Fassoulis and Alexopoulos, 2015). Besides, in this knowledge age the human capital of an organisation, i.e. highly skilled employees, is one of its most important resources for production and as such leads to its success and performance.
