Psychosocial work environment and performance

Kasper Edwards, Niels Møller

    Research output: Chapter in Book/Report/Conference proceedingArticle in proceedingsResearchpeer-review


    Good psychosocial work environment has been assumed to result in good work performance. However, little documentation exists which support the claim and the same goes for the opposite claim. This paper reports the first findings from a combined quantitative and qualitative study of the relationship between psychosocial work environment and performance in a large Danish firm. The objects of the study were more than 45 customer centers’ with 9-20 employees each. Using a combination of the Copenhagen psychosocial questionnaire and data from the firms’ balanced scorecard system we show a positive significant correlation between performance and psychosocial work environment. A sample of 12 departments was selected for in-depth qualitative study based on their relative change in performance and psychosocial work environment between 2005 and 2007. Through the qualitative study we are able to identity and describe the mechanism underlying the observed relationship. It is observed that a specific leadership style is responsible for creating a good working environment which leads to good performance. The leadership style can be described as process oriented, supportive and consistent but also demanding.
    Original languageEnglish
    Title of host publicationProceedings of the International Conference : Torwards Better Work and Well-being
    Number of pages136
    Place of PublicationHelsinki
    PublisherEdita Publishing Oy
    Publication date2010
    ISBN (Print)978-952-261-036-2
    Publication statusPublished - 2010
    EventInternational Conference Towards Better Work and Well-being 2010 - Helsinki, Finland
    Duration: 10 Feb 201012 Feb 2010


    ConferenceInternational Conference Towards Better Work and Well-being 2010


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