Working conditions encompass all aspects of the work environment that—according to the performance determinant concept—can positively or negatively influence the performance of individual employees and the organization as a whole. These conditions are considered skill characteristics that directly affect motivation, job satisfaction, and productivity.
While definitions vary in both literature and practice, a broad definition is preferred here, as it more effectively reflects the real drivers of demands, motives, and work performance. This broader understanding moves beyond the narrower ergonomics-based definition, which focuses primarily on physical workplace factors.
Working conditions include factors such as:
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Physical environment (e.g. lighting, noise, ergonomics)
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Organizational structure and task clarity
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Workload, autonomy, and role expectations
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Social dynamics (e.g. team interaction, leadership quality)
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Tools and technology available for task execution
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Scheduling, compensation, and job security
These conditions are:
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Variable, meaning they change over time and across contexts
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Partially controllable, influenced by internal policies and external circumstances
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Highly situational, with their impact depending on the specific job and company setup
In human resource management, working conditions are key to:
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Job analysis (condition analysis)
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Performance evaluation (as contextual performance factors)
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Job design and workplace structuring
Despite their importance, defining and assessing working conditions in a company-specific and time-specific way remains complex. The development of a clear, actionable taxonomy of performance-relevant work conditions continues to be a challenge in both theory and practice.
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