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Top of Page Work (Re)design in Practice: Enablers of and Barriers to Good Work Design Project Brief There is a wealth of research on the importance of good work design. Yet, poor work design (i.e. work that is meaningless, monotonous, conflicting, or under-resourced) is pervasive across the globe. This project aims to understand the day-to-day realities of the design (and re-design) of jobs and organisations, and the factors that may enable or inhibit the design of good work (e.g. expertise, occupational culture, values, and cognitive biases). Specifically, we are conducting case studies of work re-design in real organisations, conducting interviews, surveys, and collecting archival documents to construct a model of the process of work re-design, and its effects on outcomes such as individual wellbeing as well as organisational performance, innovation, and sustainability. If you or your organisation is considering or currently conducting a re-design, and would be interested in participating in this research, please get in touch . Contact for more information: Georgia Hay Georgia Hay Sharon Parker Partners : The WA Undiagnosed Diseases Program (Department of Health Office of Population Health Genomics & Genetic Services WA); Fiona Stanley Hospital; and other anonymous organisational partners From Parker, Van den Broeck, & Holman (2017): See other Research Projects from this Stream

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

SMART Work enables Mastery About the model The second letter in the SMART work framework stands for 'Mastery'. Mastery consists of three different components which are, role clarity, feedback and task identity. Role clarity describes your understanding of role, the expectations required and your responsibilities. This is achieved through constructive feedback, this refers to the information your are provided on your performance in the role, Finally, task identity is the degree to which your job allows you to take a task from beginning to end. JUMP TO Stimulating Agency Relational Tolerable demands RELATED RESEARCH SMART Design for Care Watch this animated explainer video on Mastery Qualities of work with a high degree of Mastery Work that enables mastery is work in which: you are clear on what to do and why you receive feedback and recognition from supervisors and peers in addition to feedback on performance from the job itself you can complete a whole piece of work with identifiable outcomes "Even though you feel tired, you get emails and stars to tell you thanks." "Regular appraisals help you to improve or to give you feedback if you did well." - Aged Care Worker “It’s challenging to accept that your staff are not going to tell you when you’ve done something well. You’re a business owner – you don’t get feedback.” - Café owner Qualities of jobs with a low degree of Mastery In contrast, jobs with a low degree of mastery involve: excessive ambiguity about your role and responsibilities irregular or no feedback including a lack of recognition for good performance working on fragmented 'bits' of a process allowing no big picture perspective What are the risks of low Mastery jobs? The research is clear when it comes to work that doesn’t support mastery. For individuals, it can lead to job stress, poor well-being, job dissatisfaction, turnover, and even a failure to learn [1] [2]. For organisations, it can mean impaired performance, inefficiency, and a lack of agility [3] [4]. While this is important to note, encouragingly, there are things that you can do to increase your own, or your teams, sense of mastery and improve the overall experience at work. Research spotlight Far-reaching occupational changes have occurred in recent years. Work hours and environments have become more flexible, and organisations have had to overcome numerous transformations, such as restructuring, downsizing, and outsourcing. A systematic review of 33 studies, comprised of 19,926 individuals, explored a number of role stressors at work and found that a lack of role clarity was a significant predictor of depression. This research is in line with other findings that show that work that doesn’t support mastery can lead to job stress and impaired performance. [5] Strategies to increase Mastery We know that good work is productive work. If you find yourself or your employees in a role that provides little opportunity for mastery, there are a number of strategies you may find beneficial. Strategies for Employees Strategies for Managers Strategies for Organisations Below are some practical strategies to help boost the degree of mastery you receive in your job: Be the first to give and ask for formal and informal feedback. Check if the any of the tasks you complete can offer immediate feedback. Meet with your manager and ask for more clarity about the tasks you have been assigned and why. You may like to ask for clear performance criteria. To learn more strategies, check out our training opportunities. Explore opportunities Guiding your team towards experiencing mastery can lead to a number of positive outcomes. Show employees where to look for feedback in their tasks. Reorganise work by combining tasks done by different people, so one employee completes a process. Where possible, combine interdependent tasks into a job. To learn more strategies, check out our training opportunities. Explore opportunities To learn more strategies, check out our training opportunities. Explore opportunities Further resources References [1] Abramis, D. J. (1994). Work role ambiguity, job satisfaction, and job performance: Meta-analyses and review. Psychological reports, 75(3_suppl), 1411-1433. [2] Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of management journal, 34(3), 555-590. [3] Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. Journal of applied psychology, 92(5), 1332. [4] Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661-691. [5] Schmidt, S., et al. (2014). "Uncertainty in the workplace: Examining role ambiguity and role conflict, and their link to depression—a meta-analysis." European Journal of Work and Organizational Psychology 23(1): 91-106.

Contact Us Get in touch Whether you are exploring research collaborations, looking for a work design expert for a talk at your next event or enquiring about collaboration opportunity around your organisation's work design. Please contact us to discuss how the Centre for Transformative Work Design can help you. +61 8 9266 4668 ctwd@curtin.edu.au Curtin Graduate School of Business 78 Murray Street, Perth WA 6000

Cruise Highlights

Stream 1: Work Design For Mental Health and Well-Being About stream 1 In this stream, we build on an existing large research base (summarised in Parker, Morgeson, and Johns, 2017 ) to assess the impact of work design on worker mental health and well-being. We recognise that changing work design (or work redesign; see Stream 3) is a powerful way to reduce or eradicate psychosocial risks, and is thereby an important way to prevent work-related mental ill health. QUICK LINKS Stream 2 Stream 3 Stream 4 Stream 5 Ongoing and Past Projects SMART Design for Care (on-going). This is a project in New South Wales funded by icare, an insurance company, that aims to redesign work in aged care, disability care, and other organisations in the New South Wales Healthcare and Social Assistance (H&SA) industry. The goal is to improve worker mental health, and ultimately to reduce workers’ compensation claims. The H&SA sector is large and diverse, employing more than 1.5 million workers across Australia from various backgrounds and in different occupations (e.g., aged care, disability care). To date, research on the importance of work design - the tasks, responsibilities, and organization of work roles - in this sector remains scarce. Our understanding of interventions is also limited due to the dominant focus on individual responsibility for treatment (e.g., Employee Assistance Programs) rather than changing the work systems causing mental ill-health. We take a systemic approach Focused on designing both individual and structural interventions (such as work redesign), which have been shown to be superior to alternative approaches in preventing and reducing psychological injury at work. Our focus is therefore addressing the question: how we can leverage work design as an intervention for the prevention of psychological injury and promoting thriving at work for workers in the health and care industry? For more information, contact us at Design for Care . Safework funded project that focuses on improving worker mental health in an aged-care organisation (on-going). Our specific focus is on how we can alleviate or mitigate the effects of excess work demands through an organisational-level work redesign. For more information, contact Dr Daniela Andrei Mental health, respect, and safety in the WA mining sector (on-going). In this project, funded by DMIRS, we are carrying out a Landmark Study of the mining sector. For more information, contact Dr Cheryl Yam A large-scale study of the mental health and well-being of FIFO workers (completed). In 2018, funded by the Mental Health Commission in WA, we conducted a large-scale project with multiple study elements to assess the mental health and well-being of FIFO workers in the mining/resources sector. In this research, we identified FIFO workers and their partners as an at-risk group for mental ill health. Importantly, our research identified strategies to protect and enhance FIFO workers’ mental health, including work design factors such as rosters. In 2020, we extended this study to investigate the impact of COVID-19 on FIFO workers mental health. Mental health and work design in WA Care Workers (on-going). For example, we have been working with Silverchain and Chorus, both aged care organisations, to understand how to improve workers’ mental health, well-being, and effectiveness. Various Thrive at Work projects across Australia (on-going). In these projects, we apply the Thrive at Work model to analyse worker mental health and well-being, and their drivers. Practical Resources Change the work This “change the work” video of a real situation shows how poor work design can cause severe distress for workers. It shows how we need to give more attention to ‘changing the work’ instead of ‘changing the person’, with the latter being the more common focus. Our Thrive at Work model includes, but goes beyond, work design. Our website 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 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. Click here for more information on SMART Practical resources about virtual work/ working from home can be found on our website Research Publications Related to Work Design and Mental Health 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, am bidexterity, 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 . For further information on our research See our publications page Click here

Top of Page Investigating the impact of an organisational-led flexible working intervention on communication, well-being, and performance Project Brief This study aims to assess the impact of the implementation of a flexible working policy in a public sector organisation in Perth, WA. In particular, we are interested in how the intervention impacts communication, well-being, and performance. This project is currently in the pilot stages. Contact for more information: Caroline Knight Faculty Caroline Knight Sharon Parker Karina Jorritsma and a public sector organisation in Perth, WA Other Projects on Team and Organisations