The State Government has engaged the Centre for Transformative Work Design (CTWD) at Curtin University to design and implement a research and evaluation project on mental health, awareness, respect and safety - the MARS Landmark Study in the mining industry. MARS Landmark Study The Mental Awareness, Respect and Safety (MARS) Landmark Study is a research project focused on improving the health, safety and wellbeing of workers across Western Australia’s mining industry. MARS Landmark Study: Have your say and help shape the future of WA's mining industry As part of the first Mental Awareness, Respect and Safety (MARS) Landmark Study in 2023, the research team received input from over 2500 mining workers, who provided insight into their experiences and perceptions of work in the WA mining industry. It is now time to conduct a follow up study, to understand how workers’ experiences have changed, where progress has been made and where more work remains. Your feedback will help the research team to make evidence-based recommendations to the State Government to help create and sustain positive work in this critical industry. Participation is open until Sunday 18 October 2026 JUMP TO Key findings Our approach Publications Contact us RELATED RESEARCH Previous study (2018) How can I take part? Complete an online survey Time commitment: 30 minutes Share your views on mental health, safety and respect in WA's mining industry via a confidential survey. Prefer a paper survey? You can request a paper copy to be mailed to you by contacting marslandmarkstudy@curtin.edu.au . Complete the survey Register your interest for an interview Time commitment: 60 minutes Share about your experiences further with a member of the research team. Due to the broad scope of the Landmark Study, we will be running two interview streams, focusing on: Mental awareness and safety Respect in mining Register your interest Learn more about the follow-up study About this research The Mental Awareness, Respect and Safety (MARS) Program is a WA Government initiative that aims to improve the health, safety and wellbeing of workers and others in the mining industry. The Landmark Study is one of the many initiatives under the MARS Program . The Landmark Study was commissioned by the Western Australian Government to design and implement a research and evaluation project focused on the mining industry, regarding three focus areas: Creating mentally healthy workplaces By managing psychosocial hazards and promoting positive practices at work that support mental health and wellbeing Building a culture of safety and respect With healthy, safe, gender-equitable, respectful and inclusive workplaces Preparing workplace safety in the future mine Addressing emerging risks and fostering innovation in safety by design, automation and artificial intelligence The Landmark Study will be completed over a four year period, including: A mapping and scoping exercise of initiatives currently undertaken by the Australian mining industry, and initiatives that are applicable to the mining industry A literature review to summarise the existing research A workplace policy and practices survey to understand the initiatives related to mental health, respect, and safety that WA mining companies currently undertake One-on-one, confidential listening sessions with workers and contractors An employee survey of workers and contractors to better understand perceptions of mental health, respect and safety LATEST RESEARCH Mental Awareness, Respect and Safety (MARS) Program Landmark Study Report: Insights from the worker survey and interviews The Insights from the Worker Survey and Interviews report surveyed 2,550 WA mine workers to understand their perceptions of mental health awareness, respect and safety. Sixty further workers were interviewed one-on-one. Read Ministerial Statement Full report Infographic Summary Report launch slides Key findings Safety remains a strength of the industry Most WA mining workers reported high levels of safety behaviours such as safety compliance and safety participation 4 in 10 workers Reported experiencing positive aspects of mental health at work Levels of bullying are high while preliminary indicators suggest that rates of bullying have decreased since 2018, 16% of workers reported experiencing bullying at least 2-3 times per month in the last 6 months. Underreporting of notifiable safety incidents and near misses While low continue to exist in the industry Nearly 4 in 10 workers Reported feeling burnt out at work Covert forms of sexual harassment (e.g., sexism, misogyny, sexual remarks) are far more prevalent in the mining industry compared to overt forms of sexual harassment Our Approach Our advisory groups Industry Panel We have invited representatives from peak bodies, unions, government and public health to join the MARS Industry Expert Panel. The Industry Expert Panel includes representatives from organisations, associations and bodies who are committed to contributing to meaningful change in the mining industry. A key aim of the Industry Expert Panel is to maximise the impact of the MARS Landmark Study by ensuring that the research is guided not only by scientific evidence, but also that findings and recommendations are contextualised for the current Australian mining context and resonates with practices in the mental health sector. The industry expert members of this panel will advise the project team on the unique challenges and issues of the mining industry, to provide feedback at each stage of the project, to connect the project team to organisations in the mining industry, to contextualise findings, and assist with disseminating findings and recommendations. Academic Panel We have a team of senior academics who are subject matter experts who are established and well-respected in their fields. Members of this panel include senior academics from Curtin University (School of Population Health), Bankwest Curtin Economics Centre and the University of Western Australia (School of Psychological Science). The academic members of this panel will provide technical oversight of the methodology, contribute to selection of reliable and valid survey measures and provide advise on data analysis approaches, and review key reports. Publications Mental Awareness, Respect and Safety (MARS) Program Landmark Study Report: Insights from the worker survey and interviews This report establishes a baseline of current practices and experiences, through: a workplace policy and practices survey that assesses the initiatives that mining companies engage in to support employee well-being; an employee survey that assesses employees’ experiences in regard to the three focus areas; employee interviews to understand the lived experiences of employees in relation to the three focus areas. Access the report Mental Awareness, Respect and Safety in the mining industry – MARS Program Landmark Study: Workplace policy and practice survey This report establishes as baseline of current pracitces and experiences, through a workplace policy and practice survey. The survey asked than 100 human resources and related experts about the initiatives engaged in by their current companies. Access the report Mental Awareness, Respect and Safety in the mining industry – The Landmark Study: A review and synthesis of the literature This report provides a literature review which provides an overview and synthesis of the current literatureconcerning the three focus areas: Creating mentally healthy workplaces Building a culture of safety and respect Preparing for workplace safety in the future mine Access the report Towards a healthy and safe workforce in the mining industry: A review and mapping of current practice This report provides an assessment of employee well-being in the mining sector and develops an innovative approach to construct measures of employers’ prioritisation of three dimensions of well-being: mental health and well-being, physical health and safety, and workplace culture that protects against sexual harassment. Access the report Impact of FIFO work arrangements on the mental health and wellbeing of FIFO workers Report produced for the WA Mental Health Commission (September 2018) Access the report Learn more about our original study on FIFO mental health In 2018 extensive research was conducted by expert researchers from Curtin University and the University of Western Australia on the impact of fly-in-fly-out (FIFO) arrangements on the mental health and well-being of workers. More than 3000 FIFO workers and partners were surveyed or interviewed. See our research Sign up for updates To receive invitations to the workshops and survey For any enquiries for the MARS Landmark Study, please email marslandmarkstudy@curtin.edu.au. First name Last name Email Position I currently work in the WA mining industry Subscribe to the MARS Landmark Study mailing list (Required) Submit Thank you.

The State Government has engaged the Centre for Transformative Work Design (CTWD) at Curtin University to design and implement a research and evaluation project on mental health, awareness, respect and safety - the MARS Landmark Study in the mining industry. MARS Landmark Study Worker Survey Have your say and help shape the health, safety and wellbeing of workers across Western Australia’s mining industry. MARS Landmark Study: Have your say and help shape the future of WA's mining industry As part of the first Mental Awareness, Respect and Safety (MARS) Landmark Study in 2023, the research team received input from over 2500 mining workers, who provided insight into their experiences and perceptions of work in the WA mining industry. It is now time to conduct a follow up study, to understand how workers’ experiences have changed, where progress has been made and where more work remains. Your feedback will help the research team to make evidence-based recommendations to the State Government to help create and sustain positive work in this critical industry. Participation is open until Sunday 18 October 2026 How can I take part? Complete an online survey Time commitment: 30 minutes Share your views on mental health, safety and respect in WA's mining industry via a confidential survey. Prefer a paper survey? You can request a paper copy to be mailed to you by contacting marslandmarkstudy@curtin.edu.au . Complete the survey Register your interest for an interview Time commitment: 60 minutes Share about your experiences further with a member of the research team. Due to the broad scope of the Landmark Study, we will be running two interview streams, focusing on: Mental awareness and safety Respect in mining Register your interest Frequently asked questions What is the aim of the research? The Mental Awareness, Respect and Safety in the Future Mine (MARS) Landmark Study is a large-scale research and evaluation project focused on the future of safety, wellbeing and work in the mining industry, led independently by the Centre for Transformative Work Design at Curtin University.The study focuses on three key areas:creating mentally healthy workplaces, by managing psychosocial hazards and promoting positive workplace practices that support mental health and wellbeingbuilding a culture of safety and respect, by supporting safe, gender-equitable, respectful and inclusive workplacespreparing for safety in the future mine, by addressing emerging risks and fostering innovation in safety by design, automation and artificial intelligence Why are you doing the study again? Who is doing the research? Why does this research matter? Who can take part? Why am I being asked to take part? What will I have to do? Are there any benefits to being in the research project? Are there any risks, side-effects, discomforts or inconveniences from being in the research project? Who will have access to my information? What happens to the data collected? Do I have to take part in the research project? Who can I contact about the research?

Innovative Research.Informed Decision-Makers. Inspired Workers.The Centre for Transformative Work Design is led by Sharon Parker and based in Western Australia Have your say and help inform the future of the WA mining industry! WA mining workers are invited to share their experiences as part of the follow-up Mental Awareness, Respect and Safety (MARS) Landmark Study. Participation is open until 18 October 2026. Learn more The Centre for Transformative Work Design is a Research Centre where passionate organisational psychology researchers and professionals are working together to transform work under the directorship of Australian Research Council Laureate Fellow, Professor Sharon K. Parker . We conduct high-quality, independent and innovative research to understand the role of work design in generating healthy and productive work. Want to learn more about creating a healthy work environment? We produce resources about work design for educators, researchers, managers, workers, and the community. See our resources Cutting-edge research publications Explore our wide range of high-quality research, including journal articles, expertly written book publications, reports, and more. Learn about our research MARS Landmark Study in the mining industry The MARS Program Landmark Study was commissioned by the Western Australian Government to design and implement a project assessing the mining industry, regarding three focus areas: 1) mental health and well-being, 2) sexual harassment, assault, and a respectful culture, and 3) the future of work in mining. Learn more Latest news

Top of Page The CAT (Communication Analysis Tool) Project Brief At least on some intuitive level, everyone knows that underneath the structures, processes, and technicalities, organisations are fundamentally made up of people and their interactions – and that these can make or break an organisation. For example, the contribution of poor teamwork and miscommunication to error in the operating theatre is now a hot topic in the medical profession. Despite this, for many professionals, managers, and executives, things like communication and teamwork are seen to be intangible and difficult to measure. Simultaneously, scholars with expertise on these topics are limited by the outdated methods available to conduct and translate their field-based research, usually relying on inaccurate notes hastily scribbled on paper, which then need to be laboriously digitised, analysed, and transformed into digestible feedback for the organisations involved. These issues mean that the wealth of evidence on communication and teamwork is rarely translated into practice in a timely and effective way. We have developed a prototype of a web-based application – the Communication Analysis Tool (CAT) – which allows its users to swiftly measure, analyse, and visualise data on communication patterns. We are looking for people to test the CAT, in any way they see fit. If you are interested in finding out more about the CAT – its features, potential applications, or anything else – please get in touch. Contact for more information: Georgia Hay and Florian Klonek Faculty More about the CAT Media Release Journal Article Florian Klonek Sharon Parker Student Georgia Hay Collaborators working with us to test the CAT: Fabiola Gerpott & Sofia Schlamp (VU Amsterdam); Thomas O’Neill (University of Calgary); With interest from researchers and teachers from UWA (Australia), Hamburg University (Germany) , TU Braunschweig (Germany), York University (Canada), Bielefeld University (Germany), and Kassel University (Germany) With support from the UWA Research Development and Innovation Office Publications: Klonek, F.E., Meinecke, A., Hay, G., & Parker, S. (2020). Capturing team dynamics in the wild: The communication analysis tool. Small Group Research, 51(3) , 303-341. Doi: 10.1177/1046496420904126 Klonek, F.E., Gerpott, F., Lehmann-Willenbrock, N., & Parker, S. (2019). Time to go wild: How to conceptualize and measure process dynamics in real teams with high resolution? Organizational Psychology Review, 9(4), 245–275. Doi: 10.1177/2041386619886674 Research projects that have used CAT: Schlamp, S., Gerpott, F. H., & Voelpel, S. C. (in press). Same talk, different reaction? Communication, emergent leadership, and gender. Journal of Managerial Psychology Kanse, L., Muhammad Farid, H., & Klonek, F.E. (2020). Facilitating the tasks of observers and observees. In R. Charles & D. Golightly (Eds.), Proceedings of Contemporary Ergonomics & Human Factors Conference 2020 & the 13th International Symposium on Human Factors in Organisational Design and Management (ODAM2020) (pp. 332-333), 28-29 April 2020, Stratford-upon-Avon / virtual. Birmingham, UK: Chartered Institute of Ergonomics and Human Factors. More about CAT in our Blog Baking a cake without a recipe: The study of teamwork processes - Part 3 Decoding a diagnostic riddle, wrapped in a medical mystery, inside an enigma - Part 2 The claws are out! Introducing the CAT (Communication Analysis Tool) – Part 1 Watch our CAT Playlist

Flexible Work Resources About this research This project, funded by the Western Australian State Government (details below), has as one of its aims to provide evidence-based and practical resources that inform and enhance the experience of flexible working. JUMP TO Bite sized resources Presentation slides Additional resources Hybrid work blog posts Project scope The resources provide strategies for employees, teams, and managers. Maximising the benefits and reduce the risks of flexible work, and thereby help to support businesses, government, and not-for-profit agencies. The project is part of the Centre for Transformative Work Design ’s research program and supports the Thrive at Work initiative ; both of which are part of Curtin University’s Future of Work Institute . Visit, Thrive at Work Guides Evidence-based and practical resources developed for individuals, teams and managers How to make my Flexible Work SMART This guide provides practical, evidence-based strategies on how the worker can optimise their performance and well-being when working flexibly. Guide for Workers Up How to Manage Virtual Teams This guide provides evidence-based recommendations on how to effectively lead virtual teams to optimise team member performance and wellbeing. Guide for Managers Up How to Lead Flexible Work This guide provides evidence-based recommendations on how to effectively lead and manage flexible working to optimise the well-being and productivity of employees. Policy and Practice guide Up Research Grant Details: Parker, S. K., Griffin, M. A., Jorritsma, K., and Knight, C. (Chief Investigators). Supporting health and productive flexible working. Project funded by the Western Australian State Government Department of Jobs, Tourism, Science and Innovation. 2020. C1128000380. Bite sized resources Read our short guides below, tailored for busy professionals Is flexible work for you? this could be due to individual differences, such as in one’s personality as well as differences in one’s life situation (e.g., the space for a home office). Teams are ideal for problem solving Tips to foster problem solving in virtual teams: Review what kind of tasks your team/s are working on to ensure that sufficient levels of problem-solving are involved. Maximise the advantages of the virtual setting and encourage team brainstorming to be carried out using email or text-based chat. If you manage a hybrid team, identify which tasks are better suited to be carried out virtually vs face-to-face, keeping in mind that face-to-face communication is superior for tasks that involve negotiation and/or require high interdependence among team members. Work-home segmentation preference brainstorming to be carried out using email or text-based chat. If you manage a hybrid team, identify which tasks are better suited to be carried out virtually vs face-to-face, keeping in mind that face-to-face communication is superior for tasks that involve negotiation and/or require high interdependence among team members. Stay connected with your hybrid team Flexible work can affect how much contact you have with colleagues. If you need social contact (high need for relatedness); this can be done by going into the office when needing social contact to achieve work or to get support, or using ICTs to connect with people. Six benefits of high role clarity According to research, high levels of role clarity benefit both virtual and non-virtual teams in a number of ways, including: Higher levels of employee job satisfaction Reduced turnover, higher collective well-being of team members, especially in relation to understaffed teams. Increased extra-role performance and team engagement Fostering the development of team trust, better team coordination. Virtual teams thrive on complexity Complex work can improve virtual team performance through its ability to stimulate efficient and effective communication, team reflection and learning, and better team solutions. Basic psychological needs According to Self-determination theory (SDT), there are three universal psychological needs: autonomy; competence; and relatedness, and SDT suggests that the satisfaction of these three basic psychological needs is essential for individuals to thrive at work. SDT focuses on the degree to which individuals experience need satisfaction in different contexts, as such, it is recommended that: You understand your need for autonomy, relatedness and competence at work; Whether these needs are likely to be satisfied in a flexible work arrangement, and; Any strategies to increase your needs satisfaction in a flexible work arrangement. High-quality team charters for effective virtual teams The creation of high-quality team charters, which clearly lay out team roles, responsibilities, and processes, have been found to lead to more effective team performance over time, especially in combination with high quality team performance planning. Autonomy preferences If you like to have a lot of autonomy, you might be a good candidate for a flexible work arrangement. However, a risk of flexible working is that it can lead to an increase in managerial control “micromanagement” type behaviours, which can decrease one’s autonomy, leading to greater frustration in individuals attempts at satisfying their need for autonomy at work. Embrace complexity Allow your virtual team to embrace complexity: Avoid breaking down complex tasks into piecemeal ones. Provide your virtual team with enough time to master the complexity of a project. Facilitate learning and growth by allowing time for your team to reflect on the process once a project is complete. Home office setup A separate workspace in the house is important firstly due to potential greater work-home conflict associated with a lack of a physical boundary and secondly, for your recovery and ability to switch off from work during non-work time. Four ways to create role clarity within virtual teams Ensure the team has clear expectations around its duties, responsibilities, and the tasks of each team member. Allow time to explain what tasks need to be completed and what the objectives are: Encourage team members to share information about their tasks and responsibilities to increase transparency across the team and provide team-level role clarity. Remember that providing role clarity isn’t a ‘one off thing– make sure to check in with your team occasionally to ensure that your expectations still match up. Be careful not to define roles too tightly. Consider defining objectives and responsibilities at the team-level and then encouraging team members to autonomously define their own roles Flexible Work Resources Launch 26 November 2020 Download presentation slides Additional Resources Mentally Healthy Workplaces during COVID-19 These guides have been created by experts to provide practical tips and advice on helping employers and employees look out for the signs that someone may need support, and assist them to find help when they need it. Click to learn more Flexible work deep dive Read our extensive list of blog posts and articles 1 2 3 4

Sketching Work Design Stories

Resources Click here to edit the text and include the information you would like to feature. SMART Work Design Click here to edit the text and include the information you would like to feature. Thrive at Work Click here to edit the text and include the information you would like to feature. Flexible Work Click here to edit the text and include the information you would like to feature. Working from Home Click here to edit the text and include the information you would like to feature. Sketching Work Click here to edit the text and include the information you would like to feature. Videos Click here to edit the text and include the information you would like to feature. Podcasts and Interviews Click here to edit the text and include the information you would like to feature. What is Work Design Click here to edit the text and include the information you would like to feature. For Educators and Professionals Click here to edit the text and include the information you would like to feature. SMART Work Design Survey Items

Sketching Work Competition Exhibition All entires We were so pleased with the calibre of the competition entries that we decide to host an online exhibition of the sketches. Thank you again to all the participants for sharing their artwork as well as the story of behind the worker they featured. Abeleda, Diana FIFO Girl Read the Story Aska Science Presenter Read the Story Azarenko, Ania The Author Read the Story Azarenko, Ania Jewellery Master Read the Story Baxter, Katie Amy the Waitress Read the Story Baxter, Katie Sam the Mechanic Read the Story Bhatia, Anita Fresh and Organic Read the Story Blomqvist, Sabine Watercolor Artist and Instructor - Painting in Tuscany Read the Story Blomqvist, Sabine B&B Ancora del Chianti Read the Story Blomqvist, Sabine Wedding Planner Read the Story Chan, Rufina T My Split Worlds of Optometry Read the Story Clapp, Noreen Tracy Finds Fulfillment in Caring Read the Story Cortez de Matos, Rita The Last Bookbinder of Beja Read the Story Dittbenner, Jyl Math and Science Teacher Read the Story Peanut, Sophie Hairdresser Read the Story Peanut, Sophie Sam - Car Mechanic Read the Story peanut, Sophie Amy - Waitress/Barista Read the Story powell, D. kate Upholsterer Read the Story rodriques, Tanya m Ophthalmic Technician Read the Story starr, sarah M.R. Starr Family Butcher Read the Story Dittbenner, Jyl Food Pantry Volunteer and Greenhouse Worker Read the Story Eichi, Dominique We are Dog Walkers Read the Story Stephens, ottilia English-Japanese Translator Read the Story Tan, bee Education Officer Read the Story Tan, bee Coordinator of Women's and Early Childhood Programmes Read the Story waechter, monique Story of a Writer/Illustrator Read the Story williams, angela The Last Jar - Carlton Read the Story wilson, peggy Box Turtle Tattoo Studio Read the Story gates-stuart, eleanor Headspace Read the Story gates-stuart, eleanor Under the Surface Read the Story gates-stuart, eleanor Sudio Lab Read the Story Goldenberg, Eileen P. Ceramic Artist Read the Story haldane, chris Concord Florist Read the Story khashchina, nina Martial Arts School - Taekwondo Read the Story khashchina, Nina The Cellist Read the Story kulkarni, rohit Crown Mutton Shop - Bangalore Butcher Read the Story kulkarni, rohit The Almost Fairy-Tale Workforce at Garmenting Unit Read the Story lesage, marla In-Home Nursing Read the Story Menon, Urmila Usha - The Super Homemaker Read the Story Newman, Kathleen Cattle Buyer Read the Story

Stream 4: Work From Home, Flexible & Virtual Work About stream 4 In this stream, we look at new and emerging forms of how work is changing in the 21st century. Increases in working-from-home (WFH), increased flexibility where and how work is performed and virtual workspaces are changing the very nature of work. This has important implications for health, wellbeing, and performance both for individual workers and for teams. QUICK LINKS Stream 1 Stream 2 Stream 3 Stream 5 Ongoing and Past Projects Virtual teams. In a world characterized by rapid technological advancements and increasingly flexible workplaces, highly capable information and communication technologies have created the possibility of work environments strongly influenced by technology-mediated-communication. We see an increasing prevalence of virtual teams – that is, teams working on interdependent tasks under conditions of geographical and/or organizational dispersion and who have to rely on communication technology (e.g., Klonek & Parker, 2021 ). These advancements have spurred both a societal and a research interest in designing work for teams that is beneficial for performance. In our research, we focused on getting a better understanding of how team work design and team virtuality interactively affect team functioning (Handke et al., 2020 ). In reviewing the literature, we identified that virtuality does not always harm team functioning and in some cases virtual teams may even outperform traditional teams, but it depends on how their work is designed. Job resources, such as feedback, social support and job autonomy, have shown to be especially helpful for virtual teams. Feedback helps to reduce negative consequences of lacking interactivity in virtual environments, team autonomy enables team members to switch between different communication channels, and social support compensates for the lack of warmth, trust and cohesion, which is often experienced in virtual collaborations. The research also identified key work design features that are likely to be detrimental for virtual team functioning, such as, certain knowledge characteristics like work complexity, ambiguity, increased problem-solving requirements and time pressure, have shown to have significant impact on virtual team performance and trust (Handke et al., 2019 ). Based on this research, we also have contributed conceptual work on team perceptions of “virtuality” which we propose to be a cognitive-affective team emergent state which is grounded in collectively experienced feelings of distance and perceptions of information deficits (Handke et al., 2021 ). In our research, we propose that team-level work design features like team autonomy and interdependence are critical in reducing the extent to which teams experience distance and information deficits (Handke et al., 2021 ) Remote working/ working from home. We conducted empirical work in China in the early days of pandemic to better understand the challenges experienced by remote workers (Wang, Liu, Quian, & Parker, 2021 ). Our research identified four key remote work challenges (work‐home interference, ineffective communication, procrastination, and loneliness), as well as four virtual work characteristics that affected the experience of these challenges (social support, job autonomy, monitoring, and workload) and one key individual difference factor (workers’ self‐discipline). The COVID-19 pandemic impacted where and how work was done, with government mandates forcing individuals to work from home indefinitely to minimise spread of the virus. This large-scale movement to home working is set to persist. Yet, whilst working from home has benefits for some people, there are also significant challenges. For example, trying to work while homeschooling children was very difficult for many parents, while others may have found themselves at home alone and suffering from lack of social contact. At the same time, others found that managers were closely monitoring them remotely, causing anxiety and stress (Parker et al., 2020 ). In April 2020, we commenced a 15 wave longitudinal survey study to investigate the impact of the COVID-19 pandemic on work design, adaptation to the pandemic, and well-being of those working from home. Amongst a sample of nearly approximately 500 workers, we found that in April 2020, psychological distress was much higher than pre-pandemic (Knight et al., 2020 ). Over the following three months, latent growth modelling revealed a group of individuals whose distress initially increased and then plateaued, and a group of individuals whose distress gradually decreased (Knight et al., 2022 ). Source: Knight et al., 2022 Further, we observed that job demands were salient predictors of who was likely to be in which profile group, with high workload, underload, and close monitoring predicting increased distress over time. Job resources such as autonomy and support did not predict which profile a person was in. However, detaching from work was important, with those who were more able to detach being more likely to belong to the decreasing distress profile. These findings demonstrate the importance of designing work for those working from home that has manageable demands and allows people to detach and recover adequately. Our COVID study also investigated performance and found that in April 2020, the majority of employees reported being just as productive, or even more productive, than pre-pandemic (Keller et al., 2020 ). Factors promoting productivity included support from the organisation and coworkers whilst working remotely, engaging in daily planning and goal setting, and taking time to relax. Taken together, our COVID study reveals much about the role of job demands and resources in optimising work design while working from home, as well as the importance of individual proactivity in adopting helpful strategies to adapt to the new work environment. Our Thrive at Work model includes, but goes beyond, work design. Our website (thriveatwork.org.au) outlines the Thrive at Work model, survey, audit, and resources. Parker, Jorritsma, and Griffin (2022) describes the Thrive model, providing a holistic overview of mental health strategies in the workplace, including the role of work design. smartworkdesign.com.au provides details of the SMART work design model; this practical paper provides an outline of the model; and this video shows Sharon providing an overview of the model. Practical resources about virtual work/ working from home can be found on our website Practical resources Parker, S. K., Jorritsma, K., & Griffin, M. A. (2021). Shifting the Mental Health Conversation: Present and Future Applications of the “Thrive at Work” Framework. In P. Brough, E. Gardiner, and K. Daniels. (Eds). Handbook on Management and Employment Practices, Handbook Series in Occupational Health Sciences, Springer Nature. Cangiano, F., Parker, S. K., & Ouyang, K. (2021). Too proactive to switch off: When taking charge drains resources and impairs detachment. Journal of Occupational Health Psychology, 26(2), 142-154. https://doi.org/10.1037/ocp0000265 Chapman, M. T., Temby, P., Crane, M., Ntoumanis, N., Quested, E., Thøgersen-Ntoumani, C., Parker, S. K., Ducker, K. J., Peeling, P., & Gucciardi, D. F. (2021). Team resilience emergence: Perspectives and experiences of military personnel selected for elite military training. European Journal of Social Psychology. https://doi.org/10.1002/ejsp.2795 Gucciardi, D. F., Lang, J. W. B., Lines, R. L. J., Chapman, M. T., Ducker, K. J., Peeling, P., Crane, M., Ntoumanis, N., Parker, S. K., Thøgersen-Ntoumani, C., Quested, E., & Temby, P. (2021). The emergence of resilience: Recovery trajectories in sleep functioning after a major stressor. Sport, Exercise, and Performance Psychology, 10(4), 571–589. https://doi.org/10.1037/spy0000268 Parker, S. K., & Jorritsma, K. (2021). Good work design for all: Multiple pathways to making a difference. European Journal Of Work And Organizational Psychology, 30(3), 456-468. https://doi.org/10.1080/1359432X.2020.1860121 Reich, T. C., Hershcovis, M. S., Lyubykh, Z., Niven, K., Parker, S. K., & Stride, C. B. (2021). Observer reactions to workplace mistreatment: It’s a matter of perspective. Journal of Occupational Health Psychology, 26(5), 374–392. https://doi.org/10.1037/ocp0000205 Stephan, U., Zbierowski, P., Pérez-Luño, A., Wach, D., Alba Cabañas, M., Barki, E., Benzari, A., Bernhard-Oet, C., Boekhorst, J., Dash, A., Efendic, A., Eib, C., Hanard, P.-J., Iakovleva, T., Kawakatsu, S., Khalid, S., Leatherbee, M., Li, J., Parker, S., Qu, J., Rosati, F., Sahasranamam, S., Sekiguchi, T., Yshikawa Salusse, M. A., Thomas, N. A., Torres, O., Ward, M. K., Wiklund, J., Williamson, A. J., & Zahid, M. (2021). Agility or Wait-and-See? How the Covid-19 Crisis Impacts Entrepreneurs’ Well-being across Countries. Academy of Management Proceedings, 2021(1), 11848. https://doi.org/10.5465/AMBPP.2021.11848abstract Turner, N., Barling, J., Dawson, J. F., Deng, C., Parker, S. K., Patterson, M. G., & Stride, C. B. (2021). Human resource management practices and organizational injury rates. Journal of Safety Research, 78, 69-79. https://doi.org/https://doi.org/10.1016/j.jsr.2021.06.003 Zhang, F., Wang, B., Qian, J., & Parker, S. K. (2021). Job crafting towards strengths and job crafting towards interests in overqualified employees: Different outcomes and boundary effects. Journal of Organizational Behavior. https://doi.org/10.1002/job.2517 Chapman, M. T., Lines, R. L. J., Crane, M., Ducker, K. J., Ntoumanis, N., Peeling, P., Parker, S. K., Quested, E., Temby, P., Thogersen-Ntoumani, C., & Gucciardi, D. F. (2020). Team resilience: A scoping view of conceptual and empirical work. Work & Stress, 34(1), 57-81. https://doi.org/10.1080/02678373.2018.1529064 Koen, J., & Parker, S. K. (2020). In the eye of the beholder: How proactive coping alters perceptions of insecurity. Journal of Occupational Health Psychology, 25(6), 385–400. https://doi.org/10.1037/ocp0000198 Parker, S. K., & Jorristma, K. (2020). Good work design for all: Multiple pathways to making a difference. European Journal of Work and Organizational Psychology. Special issue on impact. https://doi.org/10.1080/1359432X.2020.1860121 Thøgersen-Ntoumani, C., Quested, E., Smith, B. S., Nicholas, J., McVeigh, J., Fenton, S. A. M., Stamatakis, E., Parker, S., Pereira, G., Gucciardi, D. F., & Ntoumanis, N. (2020). Feasibility and preliminary effects of a peer-led motivationally-embellished workplace walking intervention: A pilot cluster randomized trial (the START trial). Contemporary Clinical Trials, 91, 105969. https://doi.org/https://doi.org/10.1016/j.cct.2020.105969 Wang, B., Liu, Y., Qian, J. & Parker, S.K. (2020), Achieving effective remote working during the COVID‐19 pandemic: A work design perspective. Applied Psychology , 70(1), 16-59. https://doi.org/10.1111/apps.12290 Ward, M. K., Yam, C. M. H., Palejwala, Z., Wallman, K., Taggart, S. M., Wood, F. M., & Parker, S. K. (2020). An Experimental Simulation of Heat Effects on Cognition and Workload of Surgical Team Members. Annals of Surgery. https://doi.org/10.1097/sla.0000000000004598 Wu, C., Wang, L., Griffin, M. A., & Parker, S. K. (2020). Effects of chronic job insecurity on Big Five personality change. Journal of Applied Psychology, 105(11), 1308-1326. http://dx.doi.org/10.1037/apl0000488 Andrei, D. M., Van den Broeck, A., & Parker, S. K. (2019). Good work, poor work? We need to go far beyond capitalism to answer this question. Industrial and Organizational Psychology, 12(4), 463-468. https://doi.org/10.1017/iop.2019.90 Cangiano, F., Parker, S. K., & Yeo, G. (2019). Does daily proactivity affect well-being? The moderating role of punitive supervision. Journal of Organizational Behavior, 40(1), 59-72. https://doi.org/10.1002/job.2321 Palejwala, Z., Wallman, K., Ward, M. K., Yam, C., Maroni, T., Parker, S. K., & Wood, F. (2019). Effects of a hot ambient operating theatre on manual dexterity, psychological and physiological parameters in staff during a simulated burn surgery. PLoS ONE, 14(10). https://doi.org/10.1371/journal.pone.0222923 Key relevant papers from pre-2017 Parker, S. K., Morgeson, F., & Johns, G. (2017). One hundred years of work design research: Looking back and looking forward. Journal of Applied Psychology, 102(3), 403-420. https://doi.org/10.1037/apl0000106 Wu, C., Luksyte, A., & Parker, S. K. (2015). Overqualification and subjective well-being at work: The moderating role of job autonomy and culture. Social Indicators Research, 121(3), 917-937. https://doi.org/10.1007/s11205-014-0662-2 Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661-691. https://doi.org/10.1108/LODJ-05-2012-0063 Warr, P. B., Bindl, U., Parker, S. K., & Inceoglu, I. (2014). Four-quadrant investigation of job-related affects and behaviours. An expanded approach to job-related affects and behaviours. European Journal of Work and Organizational Psychology, 23(3), 342-363. https://doi.org/10.1080/1359432X.2012.744449 Parker, S. K., Johnson, A., Collins, C., & Nguyen, H. (2013). Making the most of structural support: Moderating influence of employees’ clarity and negative affect. Academy of Management Journal, 56(3), 867-892. https://doi.org/10.5465/amj.2010.0927 Wu, C. H., & Parker, S. K. (2013). Thinking and acting in anticipation: A review of research on proactive behavior. Advances in Psychological Science, 21(4), 679–700. https://doi.org/10.3724/SP.J.1042.2013.00679 Hershcovis, S. M., Parker, S. K., Reich, T. C. (2010). The moderating effect of grievance procedures and equal opportunity perceptions on sexual harassment from different perpetrators. Journal of Business Ethics, 92(3), 415-443. https://doi.org/10.1007/s10551-009-0165-2 Weigl, M., Hornung, S., Parker, S. K., Petru, R., Glaser, J., & Angerer, P. (2010). Work engagement and accumulation of task, social, and personal resources: A three-wave structural equation model. Journal of Vocational Behavior, 77(1), 140-153. https://doi.org/10.5465/ambpp.2010.54493463 Parker, S. K. (2003). Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics. Journal of Applied Psychology, 88(4), 620-634. https://doi.org/10.1037/0021-9010.88.4.620 Parker, S. K., & Griffin, M. A. (2002). What's so bad about a little name-calling? Negative consequences of gender harassment for over-performance demands and psychological distress. Journal of Occupational Health Psychology, 7(3), 195-210. https://doi.org/10.1037/1076-8998.7.3.195 Parker, S. K., Griffin, M. A., Sprigg C., and Wall, T.D. (2002). Effect of temporary contracts on perceived work characteristics and job strain: A longitudinal study. Personnel Psychology, 55(3), 689-719. https://doi.org/10.1111/j.1744-6570.2002.tb00126.x Parker, S. K., Axtell, C., & Turner, N. A (2001). Designing a safer workplace: Importance of job autonomy, communication quality, and supportive supervisors. Journal of Occupational Health Psychology, 6(3), 211–228. https://doi.org/10.1037//1076-8998.6.3.211 Sprigg, C.A., Jackson, P.R., and Parker, S. K. (2000). Production team-working: The importance of interdependence for employee strain and satisfaction. Human Relations, 53(11), 1519-1542. https://doi.org/10.1177/00187267005311005 Parker, S. K., & Sprigg, C. A. (1999). Minimizing strain and maximizing learning: The role of job demands, job control, and proactive personality. Journal of Applied Psychology, 84(6), 925-939. https://doi.org/10.1037/0021-9010.84.6.925 Teuchmann, K., Totterdell, P., & Parker, S. K. (1999). Rushed, unhappy, drained: An experience sampling study of relations between time pressure, mood and emotional exhaustion in a group of accountants. Journal of Occupational Health Psychology, 4(1), 37-54. https://doi.org/10.1037/1076-8998.4.1.37 Parker, S. K., Chmiel, N., & Wall, T.D. (1997). Work characteristics and employee well-being with a context of strategic downsizing. Journal of Occupational Health Psychology, 2(4), 289-303. https://doi.org/10.1037/1076-8998.2.4.289 Wall, T. D., Jackson, P. R., Mullarkey, S., & Parker, S. K. (1996). The demand-control model of job-strain: A more specific test. Journal of Occupational & Organizational Psychology, 69(2), 153-167. https://doi.org/10.1111/j.2044-8325.1996.tb00607 . Research publications Handke, L., Costa, P. L., Klonek, F. E., O’Neill, T. A., & Parker, S. K. (2021). Team perceived virtuality: An emergent state perspective. European Journal of Work and Organizational Psychology, 30(5), 624-638. https://doi.org/10.1080/1359432X.2020.1806921 Handke, L., Klonek, F., O’Neill, T. A., & Kerschreiter, R. (2022). Unpacking the role of feedback in virtual team effectiveness. Small Group Research, 53(1), 41-87. https://doi.org/10.1177/10464964211057116 Handke, L., Klonek, F. E., Parker, S. K., & Kauffeld, S. (2020). Interactive effects of team virtuality and work design on team functioning. Small Group Research, 51(1), 3-47. https://doi.org/10.1177/1046496419863490 Klonek, F. E., Kanse, L., Wee, S., Runneboom, C., & Parker, S. K. (2022). Did the COVID-19 lock-down make us better at working in virtual teams?. Small Group Research, 53(2), 185-206. https://doi.org/10.1177/10464964211008991 Klonek, F., & Parker, S. K. (2021). Designing SMART teamwork: How work design can boost performance in virtual teams. Organizational Dynamics, 50(1), 100841. https://doi.org/10.1016/j.orgdyn.2021.100841 Knight, C., Keller, A. C., & Parker, S. K. (2023). Job demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic. Work & Stress, 37(1), 55-77. https://doi.org/10.1080/02678373.2022.2117879 Parker, S. K., Knight, C., & Keller, A. (2020). Parker, S. K., Knight, C., & Keller, A. (2020). Remote managers are having trust issues. Harvard Business Review, 30, 6-20. https://hbr.org/2020/07/remote-managers-are-having-trust-issues Wang, B., Liu, Y., & Parker, S. K. (2020). How does the use of information communication technology affect individuals? A work design perspective. Academy of Management Annals, 14(2), 695-725. https://doi.org/10.5465/annals.2018.0127 Wang, B., Liu, Y., Qian, J., & Parker, S. K. (2021). Achieving effective remote working during the COVID‐19 pandemic: A work design perspective. Applied Psychology, 70(1), 16-59. https://doi.org/10.1111/apps.12290 Parent-Rocheleau, X., & Parker, S. K. (2022). Algorithms as work designers: How algorithmic management influences the design of jobs. Human Resource Management Review, 32(3), 100838. https://doi.org/10.1016/j.hrmr.2021.100838 For further information on our research See our publications page Read More

Strategies for Employees Strategies for Managers Strategies for Organisations Here are some tips to help you increase challenge and variety in your job: Meet with your manager and ask for new challenges and skill development opportunities. Ask for a career counselling and brainstorming session to come up with ideas for moving forward. Try a rotation program, to learn about the tasks of your co-workers and hopefully alternate your day to day responsibilities with them to improve the variety of your work. They will probably enjoy the opportunity to learn new skills themselves. Make a list of your job variety in different areas: skills, activities, people interactions, etc. Try to focus on a different area each day. Given the risks of low stimulating jobs as well as the benefits of highly stimulating jobs, it is a good idea to apply strategies that increase challenge and variety for your employees: Provide opportunities for job shadowing or job rotation, so your employees can learn something new in a different part of the company. Check in with your employees to understand if they are sufficiently challenged by the tasks they have been given. Ensure your employees are allocated a variety of tasks. Regularly ask your employees what skills they would like to develop that could benefit their role. Be sure to allow time for skill development. Support your employees if they wish to take part in one of your organisation’s fellowship programs. Some companies offer short-term fellowship programs that last three to six months and may take place in other parts of the country or even offices abroad. Browse through and get inspired by our selection of resources available. Explore resources

Online surveys are widely used due to their many advantages compared to other modes of data collection. Unfortunately, careless responding, responses that do not reflect true scores (Ward, Meade, Allred, Pappalardo & Stoughton, 2017), is prevalent in online surveys and can cause a range of psychometric problems. Top of Page Careless Responding Project Brief Online surveys are widely used due to their many advantages compared to other modes of data collection. Unfortunately, careless responding, responses that do not reflect true scores (Ward, Meade, Allred, Pappalardo & Stoughton, 2017), is prevalent in online surveys and can cause a range of psychometric problems. Researchers recently began to focus on developing useful ways to identify and remove CR from online survey data (Curran, 2016). However, trimming careless respondents non-randomly alters the original sample, thereby threatening external validity. Thus, prevention is needed in addition to identification and removal. Results across studies suggest that no prevention strategy previously studied prevents all forms of CR (Ward & Meade, 2017; Ward & Pond, 2015). The underwhelming findings from previous prevention interventions strongly suggest a new approach to prevention is needed, preferably one that is grounded in empirically tested and robust theory. Work design has high potential to be a particularly useful theoretical area in which a new approach to CR prevention can develop. How can work design theory be applied to prevent careless responding during online surveys? Contact for more information: MK Ward Faculty MK Ward References Curran, P. G. (2016). Methods for the detection of carelessly invalid responses in survey data. Journal of Experimental Social Psychology, 66, 4–19. https://doi.org/10.1016/j.jesp.2015.07.006 Ward, M. K., & Meade, A. W. (2017). Applying Social Psychology to Prevent Careless Responding during Online Surveys. Applied Psychology, 0(0). https://doi.org/10.1111/apps.12118 Ward, M. K., Meade, A. W., Allred, C. M., Pappalardo, G., & Stoughton, J. W. (2017). Careless response and attrition as sources of bias in online survey assessments of personality traits and performance. Computers in Human Behavior, 76, 417–430. https://doi.org/10.1016/j.chb.2017.06.032 Ward, M. K., & Pond, S. B. (2015). Using virtual presence and survey instructions to minimize careless responding on Internet-based surveys. Computers in Human Behavior, 48, 554–568. https://doi.org/10.1016/j.chb.2015.01.070 More information https://www.psychologicalscience.org/observer/careless-responding-on-internet-based-surveys Other Projects on Future Work Laura Fruhen Jia-Xin Tay Sharon Parker

Tips for Optimal Engagement, Productivity and Mental Health while Working from Home Thrive at Work from Home Our evidenced-based guide and tips for successfully working from home Find out about our Working from Home survey We led a global longitudinal research study on your current work experiences, the Thrive at Work at Home survey. Survey results More on the Survey These are now the final results having screened out inappropriate / incomplete cases. Note that the most recent ABS data (2018) said 13% of people experience psychological distress, our survey shows has this number has doubled during the COVID-19 crisis. Media/blog articles OSH Alert article Employee productivity while working from home Improving employee mental health while working from home Additional resources for Thriving at Work at Home Remote Managers Are Having Trust Issues It seems that during the Covid-19 pandemic, some managers are having a hard time adjusting to managing employees without “line of sight.” Hand in hand with managers’ struggles, many employees are feeling the negative effects of close monitoring and distrust from their bosses. The good news is that these managers can be supported and trained to manage their employees more effectively from a distance. HBR article Need specific help or guidance for your team or organisation? Your needs for supporting your workers might be unique to your situation. We provide rapid literature reviews, pulse checks on the mental health of your workers, in-depth customised surveys, Thrive at Work audits of mental health practices, evaluations of change, and more. Contact us Thrive at Work website