Employees’ appraisal of workplace changes during COVID-19: findings from a state-owned oil and gas company

Abstract

This study aims to explore employees’ perceptions of workplace management practices (i.e. planning before workplace change, implementation process, management after workplace change) at the PTT headquarters building in Thailand. Another purpose is to examine workplace change development during COVID-19 to understand the organisation’s planning and processes, which serves as a means to contribute to Facilities Management and Corporate Real Estate Management (CREM) theory. Employees' responses to workplace management practices at different stages (i.e., before, during, and after workplace change) were affected by the company's strategic direction and management approach, particularly in terms of planning and implementing workplace change development. This study demonstrates that the employee engagement and involvement process is critical during and after workplace change. A lack of process at these times can result in negative impacts, as evidenced by low satisfaction percentages in various areas, including improving the workplace based on suggestions from employees, and training employees on how to use office space when returning to the workplace. The case organisation's strategic planning in relation to crisis management, reflects the supply and demand alignment dimension and the CREM strategy of corporate real estate alignment. No existing research has appraised employees' responses in terms of the preparation and implementation of workplace change. This study provides new insights into workplace change development during COVID-19, including planning, implementation, management after the change, and the impacts on employees' perceptions.