Search Results

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. The Landmark Study - Worker Survey The Worker Survey is now closed We appreciate the time you've dedicated to completing our survey. See the results and recommendations based of the data. Learn more

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

Future Work Teams and Organisations Anchor 4 Individuals Mature Workforce Healthy Work (Stream 6)\ RESEARCH STREAMS AND PROJECTS Centre For Transformative Work Design - Our Research Play Video Stream 1: Future Work Change in technology, business, the economy, and society - such as cognitive computing, globalization, flexible work spaces, and an ageing population - all shape the ‘what/how’, ‘where/when, and ‘who’ of work. This research stream focuses on how work is changing, and in particular, addresses the question: ‘what is the role of work design in delivering the benefits (or mitigating against the detriments) of radical change occurring in work and society?' Working Across Life and Careers (WALC) Work Design and Entrepreneurship Work Design and Cognition Careless Responding Longitudinal Raine Study EMHS Remote Monitoring Services How does the use of ICT affect individuals? A work design perspective Future Work Stream 2: Transforming Individuals Traditional work design research focuses on how well-designed jobs are motivating and healthy; an important perspective that we continue with here. But we also go further to assess how work design might facilitate adult growth. We investigate the potentially powerful role of work design in preventing cognitive decline, fostering moral reasoning, and promoting identity change. Via a new national longitudinal study, we address two key questions: ‘what is the role of work design in accelerating individual learning and development, including enhancing brain plasticity and preventing cognitive decline? and ‘which work designs optimize psychological growth across the lifespan?’ Work design profiles Job crafting intervention on work design, learning and well-being Job crafting: A new approach of work redesign by employees Working Across the Life and Careers (WALC) Leadership and Workplace Agility Individuals Stream 3: Transforming Teams and Organisations Our economic success depends on teams delivering critical services, creating infrastructure, and making innovative products. Work design research has always considered the design of team tasks. But, like research at the individual level, team work design research has mostly concerned motivation. Issues such as how teams should be structured to enhance knowledge-sharing, or how control can be maintained without sacrificing flexibility, have had short shrift. In this stream, we ask: “how can work design enable coordinated agility within and across teams - reconciling the tension between control and flexibility – to achieve teams that are both efficient and innovative?”. Working in virtual teams Undiagnosed Diseases Program WA Communication Analysis Tool (CAT) Organisation-led flexible intervention on communication, well-being and performance Organisational-led work redesign interventions on performance Hot surgery project Making Surgeries Safer: Non-technical skills in operating theatres Proactive behaviours and job crafting in teams Teams and Organisations Stream 4: Antecedents of Work Design It is a striking observation that - despite much evidence of negative effects for individuals, organisations, and society - there continues to be many low quality jobs, lacking in autonomy and other positive work characteristics. In this stream, we seek to better understand why poor work design persists, and how this situation can be changed. We ask: ‘which global, national, organisational, and individual processes shape, and are shaped by, work design options and choices?’ and ‘what knowledge, skills, and motivation do stakeholders need to actively design good work?’ Enablers of and barriers to good work design Antecedents of work design - Poor work design begets poor work design How would you design work for others? Anchor 4 Stream 5: Mature Workers in Organisations This research stream is part of the ARC Centre of Excellence for Population Ageing . Led by Sharon Parker, in conjunction with Professor Marian Baird, University of Sydney and Professor Kaarin Anstey, Australian National University, the aim of this research is to identify work designs and practices to attract and retain mature workers in organisations, thus enhancing their performance and well-being, and improving productivity within organisations and society more broadly. Mature Workers in Organisations Mature Workforce Stream 6: Healthy Work Poorly designed work is detrimental to employees’ health and well-being as it can cause stress, fatigue, anxiety, depression, diminished meaning in life, work-life conflict, physical illness, etc. Well-designed work, however, may not only mitigate the adverse effects of unhealthy work but also help employees thrive and flourish. This research stream focuses on the influences of work design on employees’ health and well-being and intends to address the question “how does work design affect employees’ health and well-being, both in the short term and in the longer term?” Lifetime Influences of Work Design on Health and Well-Being Development of a Work Design Intervention to Help Employees Thrive at Work FIFO mental health and wellbeing FIFO workers experience during COVID-19 (New study) Healthy Work (Stream 6)\

Using data from a publicly available longitudinal study conducted in the US, this project investigates the role of cognition in influencing the long-term changes of work design. Top of Page Longitudinal Examination of Work Design Changes: The Role of Cognition Project Brief Using data from a publicly available longitudinal study conducted in the US, this project investigates the role of cognition in influencing the long-term changes of work design. Contact for more information: Yukun Liu or MK Ward Who's involved? Yukun Liu Sharon Parker MK Ward Other Projects on Future Work

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

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

Resources for Professionals and Educators Work design refers to the nature and organisation of individuals' and teams' tasks, responsibilities, activities, and decisions. When thinking about whether a person has a mentally healthy work design, this means considering questions like: Who makes decisions in the work place? How many responsibilities do people have in their jobs, and are they reasonable? Are the activities that people are assigned varied or repetitive? Sometimes, the answers to these questions indicate that the work has "psychosocial risks", or 'stressors' , that need to be addressed to ensure work is mentally healthy . For example, if all of the work decisions are made by a manager rather than the worker - even down to when the worker can have a restroom break- this means the worker might experience a very low level of job control. A great deal of research shows that if people have low job control, then they are likely to experience stress . Preventing and addressing psychosocial risks is part of legally complying with Work Health and Safety laws about "preventing harm" in the work place. This means that work design is a very important way to prevent harm at work. Sometimes the answers to these questions affect how productive or innovative a person can do , and so they need to be addressed to ensure that work is high performing . For example, if a person's work lacks variety or doesn't use their skills, it can be very demotivating, which means they put in less effort . Or if a worker has to defer every decision to their boss, it can slow things down and make responses to customers very ineffective. This means that work design is a very important way to promote performance in the work place. The topic of work design is important because - when an organisation is wanting to achieve healthy and productive work - it puts the emphasis on the work itself, rather than the worker. Of course both are important! But sometimes, for people to be healthy and high performing at work, it is important to change the work itself. This video shows a real life example of how the work can be changed to ensure a healthier work design, where a person is not overloaded. To help guide you as to which are the most important psychosocial aspects of work design that will keep a worker healthy and productive, please refer to our SMART Work Design model. SMART Work Design website As well as psychosocial aspects of work design, work design also encompasses cognitive, physical, biomechanical characteristics of work (see Figure opposite). Work design questions one might raise for each category are as follows: Cognitive: How cognitively challenging is the work? Does the job involve long hours of concentration with little opportunities for breaks? Psychosocial: Does the job offer the worker a chance to engage in decisions that affect them? Do staff use a variety of skills? Is the level of time pressure reasonable? Physical: What physical hazards are staff exposed to? Are the physical demands manageable by all workers, including mature staff? Bio-mechanical: Is the individual repetitively using the same muscle groups over and over? How much sitting is there in the job? In the Centre for Transformative Work Design, we mostly focus on psychosocial aspects of work, although all the elements are often inter-related. Work Design in Practice - Slide deck A slide deck including information about who we are, SMART Work Design Recap and a Class Case Study Activity. Work Design in Practice Case Study A case study: Redesigning work to improve communication and efficiency in Perth hospitals Download We've created some freely available work design teaching content .

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

Our Visitors Check out our global visitors! BY YEAR Upcoming 2022 2024 2021 2019 2018 2023 2020 Upcoming - 2025 Carolin Schneider (University of Amsterdam, Netherlands) January 2025. Marvin Grabowski (University of Hamburg, Germany) February 2025. Recipient of the CTWD Early Career Visiting Award 2024-25. Matias Venegas (University of Valencia, Spain) February 2025. Recipient of the CTWD Early Career Visiting Award 2024-25. Dr Hai-Jiang Wang (Huazhong University of Science and Technology, China) February 2025. Julia Buettner (Ulm University, Germany) February 2025. Host: Professor Patrick Dunlop. Antoine Bujold (HEC Montréal, Canada) March 2025. Recipient of the CTWD Early Career Visiting Award 2024-25. Felix Hoch (University of Münster, Germany) March 2025. Dr Jun (Jade) Yin (Shenzhen University, China) March 2025. Recipient of the CTWD Early Career Visiting Award 2024-25. Jasmine Bhatia (Macquarie University, Australia) May 2025. Host: Dr Madison Kho. Dr Shenyang Hai (Hainan University, China) July 2025. Recipient of the CTWD Early Career Visiting Award 2024-25. 2024 Marie Steinkampf (Tilburg University, Netherlands) February 2024. Host: Professor Sharon Parker. Professor Maria Tims (Vrije Universiteit Amsterdam, Netherlands) February 2024. Host: Professor Sharon Parker. Margo Janssens (Tilburg University, Netherlands) February 2024. Host: Professor Sharon Parker. Victoria Lister (Griffith University, Australia) February 2024. Host: Professor Sharon Parker. Professor Anja Olafsen (University of South-Eastern Norway, Norway) February 2024. Host: Professor Marylène Gagné. Herman Paryono (University of Groningen, Germany) February 2024. Host: Professor Karina Jorritsma. Kang Leng Ho (University of Zurich, Germany) February 2024. Host: Professor Karina Jorritsma. Professor Sabine Sonnetag (Mannheim University, Germany) February 2024. Host: Professor Sharon Parker. Lina Mulder (University of Bremen, Germany) February 2024. Host: Dr Arian Kunzelmann. Lucas Alexander Maunz (University of Innsbruck, Austria) February 2024. Host: Ilker Camgoz. Franzisca Fastje (University of Groningen, Netherlands) February 2024. Host: Professor Sharon Parker. Associate Professor Nicolas Roulin (Saint Mary's University, Canada) March 2024. Host: Professor Patrick Dunlop. Associate Professor Nini Xia (Southeast University, China) March 2024. Lisa Boenke (University of Neuchâtel, Switzerland) May 2024. Host: Annika Mertens. Associate Professor Mohan Thite (Griffith University, Australia) June 2024. Host: Professor Sharon Parker. Anna Neumer (Mannheim University, Germany) July 2024. Host: Professor Sharon Parker. Dr Olusegun Oladeinde (Bells University of Technology, Nigeria) July 2024, Host: Professor Sharon Parker. Leyao Wang (China University of Mining and Technology, Beijing) September 2024. Yuting He (Renmin University of China, China) September 2024. Professor Anya Johnson (The University of Sydney, Australia) October 2024. Professor Nicky Dries (KU Leuven, Belgium) October 2024. Dr Tom Junker (Tilburg University, Netherlands) October 2024. Recipient of the CTWD Early Career Visiting Award 2024-25. David Lim (Macquarie University, Australia) October 2024. Host: Dr Madison Kho. Seth Coetzee (Macquarie University, Australia) October 2024. Host: Dr Madison Kho. Jasmine Bhatia (Macquarie University, Australia) October 2024. Host: Dr Madison Kho 2023 Professor Maria Tims (Vrije Universiteit Amsterdam, Netherlands) February 2023. Host: Professor Sharon Parker. Dr Melissa Twemlow (Vrije Universiteit Amsterdam, Netherlands) February 2023. Host: Professor Sharon Parker. Dr Elisa Lopper (Humboldt-University of Berlin, Germany) February 2023. Host: Professor Sharon Parker. Dr Katharina Klug (Bremen University, Germany) February 2023. Host: Professor Sharon Parker. Assistant Professor Giverny De Boeck (IESEG School of Management, France) March 2023. Host: Professor Sharon Parker. Dr Irina Gioaba (Kean University, USA) June 2024. Host: Dr Daniela Andrei. Professor Ronit Kark (Bar-Ilan University, Israel) June 2023. Host: Professor Sharon Parker. Associate Professor Bin Wang (Shanghai University, China) July 2023. Host: Professor Sharon Parker. Associate Professor Andrew Yu (The University of Melbourne, Australia) September 2023. Host: Professor Sharon Parker. Carolin Bontrup (The University of Queensland, Australia) November 2023. Host: Leah Zoszak. Professor Fabiola Gerpott (Otto Beisheim School of Management, Germany) December 2023. Host: Professor Sharon Parker. Associate Professor Prisca Brosi (Kühne Logistics University, Germany) December 2023. Host: Professor Sharon Parker. 2022 Lioba Gierke (WHU - Otto Beisheim School of Management, Germany) March 2022. Host: Dr Florian Klonek. Professor Karoline Strauss (ESSEC Business School Paris, France) April 2022. Host: Professor Sharon Parker. Dr Lander Vermeerbergen (Radboud University, Netherlands) May 2022. Host: Professor Sharon Parker. Dr Nate Zettna (University of Sydney, Australia) July 2022. Host: Dr Anu Jolly. Professor Anja Olafsen (University of South-Eastern Norway, Norway) August 2022. Host: Professor Marylène Gagné. Dr Michela Carraro (University of Padua, Italy) October 2022. Host: Dr Georgia Hay. Wiebke Roling (Ruhr University Bochum, Germany) October 2022. Host: Dr Caroline Knight. Selina Stracke (Technical University of Munich, Germany) October 2022. Host: Professor Sharon Parker. Susan Reh (University of Exeter, U.K) November 2022. Host: Dr Daniela Andrei. 2021 Professor Helena Nguyen (The University of Sydney, Australia) March 2021. Host: Professor Sharon Parker. Professor Anya Johnson (The University of Sydney, Australia) March 2021. Host: Professor Sharon Parker. 2020 Professor Anja Van den Boeck (KU Leuven, Belgium) February 2020. Host: Dr Georgia Hay. Professor Fred Zijlstra (Maastricht University, Netherlands) February 2020. Host: Professor Sharon Parker. Dr Hannah Berkers (Eindhoven University of Technology, Netherlands) February 2020. Host: Professor Sharon Parker. Professor Ulrike Fasbender (University of Giessen, Germany) February 2020. Host: Professor Sharon Parker. Associate Professor Anita Keller (University of Groningen, Netherlands) March 2020. Host: Professor Sharon Parker. Professor Bernadeta Goštautaitė (ISM University of Management and Economics, Lithuania) March 2020. Host: Professor Sharon Parker. 2019 Assistant Professor Elisa Adriasola (Adolfo Ibáñez University, Chile) January 2019. Host: Professor Sharon Parker. Professor Anja Van den Boeck (KU Leuven, Belgium) February 2019. Host: Professor Sharon Parker and Dr Daniela Andrei. Associate Professor Roy Sijbom (University of Amsterdam, Netherlands) February 2019. Host: Professor Professor Sharon Parker. Dr Jessie Koen (University of Amsterdam, Netherlands) February 2019. Host: Professor Sharon Parker. Professor Chia-Huei Wu (Durham University, UK) April 2019. Host: Professor Sharon Parker. Professor Gwen Fisher (Colorado State University, USA) July 2019. Host: Professor Sharon Parker and Dr Gigi Petery. Assistant Professor Xavier Parent-Rocheleau (HEC Montréal, Canada) September 2019. Host: Professor Sharon Parker. Professor Maria Tims (Vrije Universiteit Amsterdam, Netherlands) November 2019. Host: Professor Sharon Parker. Associate Professor Lena Wang (RMIT University, Australia) November 2019. Host: Professor Sharon Parker. Professor Patrick Waterson (Loughborough University, UK) October 2019. Host: Professor Sharon Parker. Dr Ciara Kelly (Sheffield University, UK) November 2019. Host: Professor Sharon Parker and Dr Caroline Knight. What our visitors say "What I enjoyed most during my stay at FOWI was the passion with which the team supports each other’s research projects and the value that is seen in collaborating and exchanging expertise." Lioba Gierke WHU – Otto Beisheim School of Management, Germany It was great to be able to work in the research-focused atmosphere, and to learn from some of the best scholars in the world. Jessie Koen University of Amsterdam It was great to be able to work in the research-focused atmosphere, and to learn from some of the best scholars in the world. Ross Andel University of South Florida The dynamic CTWD environment was tremendously helpful in moving our research forward. Everyone (post-doc, PhD students, visitors, staff) share ideas and feedback, creating a stimulating atmosphere. Xavier Parent-Rocheleau HEC Montreal, Canada I learned a lot about job design and I enjoyed the high-level content discussions with members of the Centre who, at the same time, were also very welcoming and warm. Giverny de Boeck KU Leuven, Belgium It was great to get feedback on my ideas not only from Sharon and the CTWD researchers, but also the other visitors who were there at the same time. Lisa Handke TU Braunschweig, Germany I came back home with many new ideas and concrete plans for future research, but also with new friendships which are very dear to me. Gudela Grote ETH Zürich, Switzerland The climate at the CTWD is awesome! Everyone is absolutely supportive and I felt at home from the first until the last day. Fabiola H. Gerpott Vrije Universiteit Amsterdam I was fascinated to get the inside-story on such a range of jobs, many of which were not at all as I expected, once we got beneath the surface. Lynne Chapman Urban Sketcher It was fascinating to see how the CTWD works at the interface between research and practice. Annika L. Meinecke University of Hamburg, Germany The Centre for Transformative Work Design welcomes visits from researchers from all around the world. We highly value our research network, the exchange of ideas and the mutual benefits of our collaborations. Enquire about visiting

Top of Page Development of a Work Design Intervention to Help Employees Thrive at Work Project Brief This project intends to develop and validate a low-cost intervention on work design that could help raise employees’ awareness of the quality of their work and motivate them to craft their work to achieve desirable outcomes. Contact for more information: Yukun Liu Researchers involved in this project: Yukun Liu Sharon Parker Bin Wang Maria Tims Other Projects on Team and Organisations

Research OP-ED UPCOMING EVENTS Archive Tags Follow Us