Addressing Mental Health of FIFO Workers RESEARCH REPORT Impact of FIFO arrangements on the mental health and wellbeing of FIFO workers Fly-in, fly-out (FIFO) work practices are common in Western Australia (WA), with the industry providing employment for an estimated 60,000 people[1]. The information presented in this booklet shows a small selection of findings from extensive research conducted by researchers from Curtin University and the University of Western Australia[2]. Full report Executive summary Highlights QUICK LINKS Key findings Improve the climate Strategies Contact us RELATED RESEARCH Landmark Study Report Overview FIFO workers' mental health and wellbeing - How do FIFO workers experience FIFO work? Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied Designing work to protect and enhance mental health More than 3000 FIFO workers and partners were surveyed or interviewed. The work was funded by the Mental Health Commission of Western Australia, and supported by a reference group. The research shows FIFO workers and their partners are an at-risk group for mental ill health. Importantly, the research identifies strategies to protect and enhance FIFO workers’ mental health. Focusing on mental health is not only good for workers and their families, but also for productivity and business outcomes. Why it matters What is mental health? Mental health is a state of wellbeing in which a person realises their potential, can cope with the normal stresses of life, can work productively, and is able to contribute to their community (WHO, 2013). Common mental health issues are depression, anxiety, burnout, or drug and alcohol use. FIFO Worker Mental Health Our results show that more FIFO workers suffer from mental health issues than average Australians (norm samples)[3], as well as people who have a similar demographic profile (the benchmark sample)[4]. In particular, FIFO workers showed: Key findings Worse Levels of Burnout FIFO workers reported higher levels of exhaustion, cynicism and inefficacy (measures of burnout) compared to the benchmark sample. Higher Levels of Psychological Distress (Depression and Anxiety) In comparison to the benchmark and norm sample, FIFO workers indicated the highest level of psychological distress. More Frequent Suicidal Thoughts Compared to the benchmark sample, FIFO workers scored significantly worse on sense of belonging; a measure used to indicate suicidal thoughts and higher levels of suicidal intent. How we can improve the current mental health climate Research shows that good work design and a positive workplace culture enhance the mental health and wellbeing of employees. This is also true for FIFO work. Our research identified various aspects of FIFO work that contribute to mental health and well-being: Accommodation on Site Having a permanent room on-site is linked with better mental health compared to other accommodation arrangements. Workplace Culture Experiencing a culture on site and at camp that upholds mental health as a key value is beneficial for FIFO worker mental health. Similarly, reducing perceptions of stigma and barriers to care can protect FIFO workers. Lower stigma enables workers to openly discuss their issues and to seek support when needed Social Activities Loneliness on site affects FIFO workers’ mental health. From an array of amenities and activities (such as gyms), we found recreational activities with a clear social element such as barbecues and social sports were linked to better mental health in FIFO workers Support from Supervisors & Team Members FIFO workers benefit from supervisors and team mates that offer are supportive and understanding. Being knowledgeable and being practiced in offering the kind of emotional support that FIFO workers need can be key. Work Design When designing FIFO jobs, job security and adequate workloads are key to protecting worker mental health. Giving employees’ autonomy (or agency) as to how they carry out their work (e.g. task scheduling, choosing work methods) protects their mental health and helps them to thrive in their work. Rosters Mental health of FIFO workers varies for different rosters. FIFO workers on even-time and shorter rosters (i.e. 2 weeks on/2weeks off, 8 days on/6 days off, 5 days on/2 days off) have the best mental health. Rosters should provide sufficient time to recover during R&R. High compression rosters and travelling long distances can encroach on recovery time of FIFO workers and increase their stress and fatigue levels. Working dayshifts only was best for FIFO worker mental health. Alcohol and Other Drug Use FIFO workers on average drink more alcohol, and more of them drink at risky levels, compared to norm data and the benchmark group. Those who experience more autonomy (sense of choice and control) during time off work at camp also report less alcohol consumption. Perceived masculinity norms, stigma, loneliness, home- work life conflict, and difficulty with the psychological transitioning to and from work are associated with riskier drinking patterns. FIFO workers report taking more illicit drugs than norm groups and the benchmark group. Alcohol and other drug use can be an (ineffective) coping strategy for FIFO workers. How to mitigate poor mental health Recommendation 1 Develop a culture that prioritises mental health Recommendation 2 Assess psychosocial risks and monitor the mental health of FIFO workers and the factors that affect their mental health Recommendation 3 Provide mental health training for direct line managers Recommendation 4 Address the stigma associated with mental health Recommendation 5 Educate and promote a broad range of support services Recommendation 6 Ensure strategies, policies and procedures are in place to manage mental health emergencies and injury Strategies to adopt What can FIFO workers do to improve their own mental health and well-being? FIFO workers adopt a range of strategies to deal with the mental health implications of their employment. Some of these strategies are positive and are likely to be effective at addressing mental health issues. Other strategies are negative and could harm workers further. Strategies POSITIVE STRATEGIES NEGATIVE STRATEGIES 01/ Planning Make a plan (with partner/family) to include duration of FIFO employment, financial goals, and exit strategy. Consider (if possible) a roster and role that suits worker and family requirements. Plan ahead for R&R time to ensure worker and family needs are accommodated. 02/ Relationships Whilst on site, maintain regular communication with family and friends that accommodate everyone’s routines. Engage in active, open, and positive communication with loved ones. Recognise differing family needs and be flexible, especially with children. 03/ Support Foster relationships on site and talk to supportive colleagues and supervisors. For both FIFO worker and partner, foster and maintain friendships and identify support networks in home community. Support each other with family and household responsibilities during R&R period. Build resilience and resourcefulness to manage time apart. Seek help if needed and see this as a strength not a weakness. 04/ Health When at work take regular breaks. Adopt healthy habits physical (exercise and nutrition) and mentally (wind down activities). Ensure sufficient rest and manage fatigue during all stages of a swing. 01/ Planning No financial, contingency or exit plan and assumed job security. Persisting with FIFO work arrangement when there is a significant impact on worker and/ or family mental health and wellbeing. No plan for R&R time and negative affect on family, loss of friendships and disengaging from social activities and hobbies. 02/ Relationships Poor understanding of each other’s (FIFO worker and partner) needs and stressors when together and apart. Not recognising the importance of regular and good communication for nurturing relationships with loved ones. (ie. Family conflict and competing demands). 03/ Support Not seeking help due to organisation not being committed to mental health, stigma evident and leaders not supportive. Not raising concerns due to fear of losing job and leaders with a poor management style. 04/ Health Disengaging from feelings and withdrawing from social networks and activities. Not talking about concerns and ‘putting on a brave face.’ Using alcohol as a form of coping. Accepting or ‘putting-up’ with work encroaching on R&R time. To learn more about our findings and mental health recommendations download our reports Full report Executive summary Highlights

SMART Work Design A framework for designing meaningful and motivating work. About the model Created by Professor Sharon Parker and based on decades of research, the SMART work design model outlines five key themes to consider when creating or developing work, that result in positive outcomes that contribute to creating a Thriving organisation. The five themes for SMART work are: Stimulating , Mastery , Agency , Relational , and Tolerable Demands . JUMP TO Stimulating Mastery Agency Relational Tolerable demands RELATED RESEARCH SMART Design for Care The SMART Work Design model is based on the following research paper: Parker, S. K. & Knight, C. (2024). The SMART model of work design: A higher order structure to help see the wood from the trees. Human Resource Management, 63, 265-291 Click to read The SMART in SMART work stands for: Create positive change Poor work design affects outcomes at multiple levels including whether employees feel engaged or stressed at work, and whether the organisation achieves its targets. This framework can assist individuals and organisations to better understand the elements of work design and enable the development of tailored solutions that best fits the organisation, individuals and situation. Create meaningful work Designing work that incorporates and considers how to optimise the job characteristics in the SMART Work Design model will lead to more meaningful, interesting and motivating work which will have significant benefits for employees and employers alike. Research has shown us that good work design practices have positive impacts on individual wellbeing, teams and organisations productivity. Why is SMART Work Design important? Preventing harm SMART work design practices can protect individuals from harm by eliminating or minimising the risk of physical and psychological harm before it occurs [2]. Higher commitment This has been linked towards individuals being more committed to their organisations, more creative, more engaged, higher performing and more innovative [3] [4]. Enhanced Wellbeing Introducing positive work design principles through the SMART model can help improve employee wellbeing, which extends beyond the absence of mental ill health towards a sense of thriving. Increased productivity Research demonstrates that good work design can result in significant financial benefits to organisations through both cost saving and productivity gains [5]. More from SMART The benefits continued More positive outcomes that organisations can expect from their employees including: 1. Increased motivation, job satisfaction [7] and organisational commitment [8] 2. Increased creativity, proactivity and innovation [9] 3. Enhanced wellbeing and psychological health [10] [11] [12] 4. Higher levels of personal resources such as self efficacy, optimism and self esteem [13] 5. Reduced risk of sickness and stress-related illness [14] 6. Reduced numbers of critical safety incidents [15] 7. Enhanced learning and development and better cognitive functioning in later life [16] Workplace Wellbeing SMART work design is a key component of Thrive at Work, a world-first wellbeing initiative centred on designing work that helps employees, organisations and industry to thrive. SMART work design is specifically related to the Prevent Harm pillar of the framework.The Thrive at Work framework incorporates and extends beyond the elements of the SMART work design model and explains how we can support people in workplaces to get well (Mitigate Illness ), stay well (Prevent Harm ) and be the best they can be (Promote Thriving ). Led by the Future of Work Institute- at Curtin University, Thrive at Work has been developed with leading mental health bodies – for and with, businesses. Visit Thrive at Work SMART Work in the digital age The nature work is rapidly changing. The size of the labour force is increasing, part time work is more common than ever, and Australia has continued to shift away from manufacturing towards a service economy. Alongside this, flexible work requirements, an ageing population, access to disruptive technologies and the gig economy all present further challenges [6]. In response to these challenges, the SMART work model has been developed. SMART work presents a unifying model that empowers employees and managers alike to start making meaningful changes to their work in order to improve wellbeing, reduce risk and enhance productivity in the digital age [3]. SMART in action Case study: How 5 minutes a day could save Perth hospitals millions Recent research conducted by CTWD illustrates the large and critical impacts that even small SMART work design changes can make to organisational outcomes. The CTWD Perth hospital study trialled the use of inter-discipline surgical briefings in order to increase the Relational and Mastery domains of the SMART model. These briefings encouraged team members to come together just five minutes before the beginning of surgery and introduce themselves, discuss the upcoming procedures and any areas of concern. This simple positive SMART work design practice looked to increase role clarity and feedback from others (Mastery), while building relationships (Relational) in line with the organisation’s strategic objective. Preliminary results indicate a number of positive outcomes. First, there was found to be a 30% increase in efficiency within teams that engaged in the initiative. This was calculated to correspond to a $5 - 17 million saving for a hospital if they were to fully implement the initiative. Second, surgical teams acknowledged that the briefings resulted in increased engagement and better communication within teams. Improved communication is likely to result in better patient safety outcomes and enhance productivity more broadly. Use SMART Work Design in your research For researchers who are keen to assess SMART, you can view the items used in the Parker and Knight (2023) paper here. It is important to note that the measures are provided for research purposes and should not be used for any other purpose without the permission of the original authors of the various scales. Email us for access Key resources to inspire and educate you about SMART work The Power & Science of Social Connection Designing SMART teamwork: How work design can boost performance in virtual teams Changes in work during COVID-19 (and beyond) - Talk by Sharon Parker Support Your Team… Quietly: HBR Article Managing the High-Intensity Workplace: HBR Article The Amazing Race: Working Conditions at Amazon How to Make Work-Life Balance Work: TED Talk Microsoft - "Hit Refresh" The Sweet Spot. Goldilocks Tasks. Mental Stimulation and Dementia Risk TED Talk: How to build your creative confidence Learning from mistakes: No-blame management and accountable teams. The Power of Hidden Teams: HBR Article Atlassian: Seven Tips to Improve 1 on 1's Bored out of your mind at work? - Dan Cable HBR Podcast - Bored and Disengaged Boring work can be risky for organisations Structure That’s Not Stifling: HBR Article References [1] Parker, S. K., Morgeson, F. P., & Johns, G. (2017). One hundred years of work design research: Looking back and looking forward. Journal of applied psychology, 102(3), 403. [2] Burton, J. (2010). WHO healthy workplace framework and model: Background and supporting literature and practices. World Health Organisation; Geneva. [3] Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661-691. [4] Schaufeli, W. B., Bakker, A. B., & Van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30(7), 893-917. [5] Garrow, V. (2016). Presenteeism: A review of current thinking. Institute for Employment Studies (507). [6] Cassells, R., Duncan, A., Mavisakalyan, A., Phillomore, J., Seymour, R., & Tarverdi, Y. (2019). Future of Work in Australia. Bankwest Curtin Economics Centre. Perth, Australia. [7] Hackman, J. R., & Oldham, G. R. (1975) Development of the job diagnostic survey. Journal of Applied Psychology, 60(2), 159-170. [8] 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, 1332–1356. [9] Tornau, K., & Frese, M. (2013). Construct clean-up in proactivity research: a meta-analysis on the nomological net of work-related proactivity concepts and their incremental validities. Applied Psychology, 62, 44–96. [10] Nieuwenhuijsen, K., Bruinvels, D., & Frings-Dresen, M. (2010). Psychosocial work environment and stress-related disorders, a systematic review. Occupational Medicine, 60, 277-286. [11] Theorell, T., Hammarström, A., Aronsson, G., Träskman Bendz, L., Grape, T., Hogstedt, C., Marteinsdottir, I., Skoog, I., & Hall, C. (2015). A systematic review including meta-analysis of work environment and depressive symptoms. BMC Public Health 15, no.1. [12] Stansfeld, S., & Candy, B. (2006). Psychosocial work environment and mental health—a meta-analytic review. Scandinavian Journal of Work, Environment & Health, 32, 443-462. [13] Xanthopoulou, D., Bakker, A.B., Demerouti, E., & Schaufeli, W.B. (2007). The role of personal resources in the job demands–resources model. International Journal of Stress Management, 14, 121–41. [14] Belkic, K. L., Landsbergis. P. A., Schnall, P. L., & Baker, D. (2004). Is job strain a major source of cardiovascular disease risk? Scand. J. Work Environ. Health, 30, 85–128. [15] Parker, S. K., (2015). Does the evidence and theory support the ‘Good Work Design Principles’: An educational resource. Safework Australia. [16] Karp, A., Andel, R., Parker, M.G., Wang, H.X., Winblad, B., & Fratiglioni, L. (2009). Mentally stimulating activities at work during midlife and dementia risk after age 75: follow-up study from the Kungsholmen Project. Am. Journal of Geriatric Psychiatry, 17, 227–36.

Top of Page Working in virtual teams Project Brief 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. This is reflected in the high prevalence of so-called virtual teams–that is, teams working on interdependent tasks even under conditions of geographical and/or organizational dispersion. Moreover, these advancements have spurred both a societal as well as academic interest in designing future jobs and teamwork in a way that both workers and organizations can benefit from. Albeit the strong conceptual overlap of team virtuality and work design from a socio-technical systems approach, little has yet been done to build bridges between the individual-level focus on e.g., job characteristics and the team-/group-centered perspective of autonomous (virtual) work groups and socio-technical systems theory. In this research project, we aim to combine these two research streams to gain a better understanding of how team virtuality and work design affect each other as well as team - and individual-level outcomes. On 17 August 2020, our CTWD team (Dr Florian Klonek and Cecilia Runneboom) co-facilitated with Dr Lisette Kanse in a session called “Working in virtual teams” in Unit PSYC5556 (Work Design). We recorded the session and reflected on the virtual team simulation below: Contact for more information: Florian Klonek Faculty: Florian Klonek Sharon Parker Partners: Lisa Handke (Free University Berlin) Tom O’Neill (University of Calgary) Patricia Costa (University Institute of Lisbon) Lisette Kanse (UWA) Serena Wee (UWA) Publications: Handke, L., Costa, P., Klonek, F.E., O’Neil, T., & Parker, S. (2020). Team perceived virtuality: An emergent state perspective. European Journal of Work and Organizational Psychology (Advanced online publication) . Doi: 10.1080/1359432X.2020.1806921 Handke, L., Klonek, F.E., Parker, S., & Kauffeld, S. (2020). Interactive effects of team virtuality and work design on team functioning. Small Group Research , 51(1), 3-47. doi:10.1177/1046496419863490 Radio interview Full journal article Virtual teams’ can overcome barriers to thrive How you can improve the performance of your virtual team - Psychology Today article Team Virtuality and team functioning: What is it, why should we care, and what can be done about it? Video lecture Other Projects on Team and Organisations

Top of Page Leadership and Workplace Agility Project Brief Innovation—the introduction, promotion, and implementation of new ideas—is pivotal for building and maintaining organizational competitiveness. We are currently examining the role of leadership, personal agility and innovation among working adults in Australia and Germany. Our research provides two contributions. First, we seek to offer a stronger empirical foundation for theoretical innovation-specific leadership styles. Second, we assume that our research is important to advance the scholarly field of leadership as it will provide stronger causal claims for leadership innovation theory. We believe that it is necessary to replicate previous findings by using research designs with stronger confirmatory power. This is also important from a practitioner perspective. The popularization of any leadership theory in mainstream media can strongly influence managerial practice, which is problematic in case the existing evidence for a theory suffers from methodological artefacts, cannot be generalized to different populations, or does not reflect true causal relationships. This project is investigated through an immersive leadership simulation in our lab. Contact for more information: Dr. Florian Klonek Who's involved? Florian Klonek Sharon Parker Students: Cecilia Runneboom Meredith Carr Partners: Fabiola Gerpott A conceptual replication of ambidextrous leadership theory: Challenges and learnings from a 3-year journey Dr. Florian Klonek, Curtin University discusses their aim to constructively replicate previous research with an experimental design, more rigorous measures, and data analytical approaches Video: WBRC Seminar Abstract Other Projects on Future Work

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

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

Professional Development and Training Backed by research The Centre for Transformative Work Design offers a range of evidence-based professional development programs and bespoke training solutions designed to improve work design, support workplace wellbeing and enhance organisational productivity. For individuals Online Curtin Credential: SMART Work Design How can we rethink the way we work to increase job satisfaction and the wellbeing of employees, and improve productivity? You will explore the SMART framework to create and redesign jobs to increase satisfaction, reduce stress and lead to a flourishing organisation. Intake dates: 1 June, 7 September Learn more For organisations Online, In-person SMART Work Design Essentials We partner with you. Your organisation is unique, with its own context, structure, and goals. We work collaboratively with you to tailor the program from start to finish, so it meets the specific needs of your organisation. Flexible start date Learn more

This project intends to investigate the patterns of Western Australian employees’ unplanned leave (from a work design perspective) and to examine factors influencing patterns of unplanned leave. A Scientific Investigation of Employees’ Unplanned Leave in Western Australia Project Brief This project intends to investigate the patterns of Western Australian employees’ unplanned leave (from a work design perspective) and to examine factors influencing patterns of unplanned leave. Contact for more information: Yukun Liu or Karina Jorritsma Who's involved? Yukun Liu Karina Jorritsma and multiple industry partners including government agencies and consultancies Other Projects on Transforming Individuals

Design for Care Masterclass Series Apply SMART work design principles in real organisational settings, and implement practical work design change using the PARRTH process. About the masterclass series Over the past few years, we have worked closely with NSW H&SA organisations to test and refine a participatory work design change process, one that involves employees in the redesign of their work. We are now expanding our reach, so more organisations can take this on independently in the future. The Leading Work Design Change Masterclass Series is a facilitated program that supports HR, People & Culture, Work Health & Safety, and Organisational Development professionals, as well as senior managers, to take actions on work design challenges or psychosocial risks, with support and guidance from the experts in the field. By participating in the masterclass series, you will: Strengthen your professional toolkit with a powerful, evidence-based approach to work design Learn directly from leading researchers and experts in work design Build meaningful connections with peers across the NSW Health & Social Assistance sector who are navigating similar challenges Gain the practical skills, tools, and confidence to independently lead effective work redesign initiatives Eligibility criteria A NSW H&SA service provider Insured by icare NSW In a position to apply learning directly - with access to a team and the organisational support to carry out work redesign Able to provide 2 learners per organisation Program details Dates Cohort 1 starting October 2026 Time Commitment 5 full-day, in person sessions across 6 months Self-paced activities between sessions Drop-in support session (optional) Pre- and post- surveys and interviews (voluntary) Who Should Participate Ideal for HR, P&C, WHS, and OD professionals. Senior managers are also welcome. Location University of Sydney Business School Cost Free for eligible H&SA professionals – fully funded by icare NSW Register your interest in the Design for Care Masterclass Series Limited places available! Expressions of interest are reviewed on a rolling basis and places are allocated as organisations are confirmed. We'd encourage you to register early to secure a spot for your team. Register your interest

Burn surgery patient outcomes can be improved by raising ambient temperature of theatres (Bolenbaucher et al., 2016). Thermal discomfort in work spaces can affect performance by impacting those doing work (Berg et al., 2015; N. Gaoua et al., 2012). Top of Page Hot Surgery Project Project Brief Burn surgery patient outcomes can be improved by raising ambient temperature of theatres (Bolenbaucher et al., 2016). Thermal discomfort in work spaces can affect performance by impacting those doing work (Berg et al., 2015; N. Gaoua et al., 2012). High ambient heat increases demands of severe burn surgeries that are difficult, complex, and have longer durations than operating on less severe burns (Schmit et al., 2017). Research has focused on patient outcomes rather than the healthcare professionals who make recovery possible. Little is known about the effect of high ambient heat on healthcare professionals working repeatedly in such a hot environment (Rizzo, Rowan, Driscoll, Chan, & Chung, 2017). This research project will inform ways to mitigate adverse impacts of environmental stressors (e.g. high temperature) including costs (e.g., $160 billion in the United States), safety, health, and well-being. This project begins to resolve the tension between what is comfortable for burn surgery teams to work in versus higher temperatures that are better for patient outcomes (Katz, 2017). In what ways does high thermal stress in operating theatres impact healthcare professionals working in that environment? What can be done to buffer any detrimental (cognitive, physiological, and/or psychological) effects of heat exposure? Contact for more information: MK Ward Faculty MK Ward Sharon Parker and Fiona Wood Kristine Owen Fiona Stanley Hospital The University of Western Australia, School of Sport Science The University of Western Australia, Exercise and Health, Karen Wallman Zehra Palejwala More information References Berg, R. J., Inaba, K., Sullivan, M., Okoye, O., Siboni, S., Minneti, M., … Demetriades, D. (2015). The impact of heat stress on operative performance and cognitive function during simulated laparoscopic operative tasks. Surgery, 157(1), 87–95. https://doi.org/10.1016/j.surg.2014.06.012 Bolenbaucher, R., Cotner-Pouncy, T., Edwards, C., & Jackson, B. (2016). Burn Clinical Practice Guideline, 1–20. Retrieved from www. tetaf.org Gaoua, N., Grantham, J., Racinais, S., & El Massioui, F. (2012). Sensory displeasure reduces complex cognitive performance in the heat. Journal of Environmental Psychology, 32(2), 158–163. https://doi.org/10.1016/j.jenvp.2012.01.002 Katz, J. D. (2017). Control of the Environment in the Operating Room. Anesthesia & Analgesia, 125(4), 1214–1218. https://doi.org/10.1213/ANE.0000000000001626 Rizzo, J. A., Rowan, M. P., Driscoll, I. R., Chan, R. K., & Chung, K. K. (2017). Perioperative temperature management during burn care. Journal of Burn Care & Research, 38(1), e277-e283. Schmit, C., Hausswirth, C., Le Meur, Y., & Duffield, R. (2017). Cognitive Functioning and Heat Strain: Performance Responses and Protective Strategies. Sports Medicine (Auckland, N.Z.), 47(7), 1289–1302. https://doi.org/10.1007/s40279-016-0657-z Other Projects on Teams and Organisations Shaping a Nation: Fiona Wood Play Video Facebook Twitter Pinterest Tumblr Copy Link Link Copied

The intersection between work design and entrepreneurship has been considered, but generally speaking, the two domains have progressed separately. Merging these domains may prove fruitful given their potential overlap. Top of Page Work Design and Entrepreneurship Participate in our global study Click here to begin Project Brief The intersection between work design and entrepreneurship has been considered, but generally speaking, the two domains have progressed separately. Merging these domains may prove fruitful given their potential overlap. For instance, work design can be an important factor to inspire people to venture out in search of better work. Work design may help to answer the lingering question in entrepreneurship: how do we support success in entrepreneurship? Entrepreneurship may help to answer questions regarding how people design work for themselves and others. This is an exploratory project to discover ways in which work design and entrepreneurship can learn from each other to strengthen our understanding of both. Entrepreneurs' Resilience and Well-Being in the COVID-19 Pandemic Announcing an exciting, limited-time opportunity for entrepreneurs and founders to participate in an international study of COVID-19’s impact on small businesses and those who are self-employed . We’re leading the efforts to ensure Australian entrepreneurs are represented in an international study we’re conducting about the impact of COVID on founders’ work design and wellbeing. What it means to participate: Colleagues in London set up the study protocol, and the survey is ~25 minutes, and the daily calls are ~10 minutes the first day, then ~5 minutes on subsequent days Monday to Friday, for two work weeks. Top three benefits to you: Feedback Get detailed, evidence-based feedback on your psychological resources for coping with stress, innovating, and seeing/exploiting opportunities. You’ll get individualized feedback on your well-being, experience of stress and coping strategies – benchmarked against other entrepreneurs in the UK. Based on the daily calls, you’ll get insights about how these fluctuate for you. Think fitbit feedback, except it’s free, evidence-based, and it’s about your psych health and well-being. Pay it forward Policies and support programs are based in data, and this research study aims to build out a dataset that informs better government policies for entrepreneurs during future economic downturns. Better representation in research This is part of a massive, international study. Right now, Australians (especially women) are underrepresented in this study. These studies influence thinking and conclusions will reflect Australians, only if Australian founders participate. Spread the word: Contact for more information: Click here to begin survey Retweet this Twitter post Share this LinkedIn post M.K. Ward RESEARCH FELLOW Other Projects on Future Work

Stream 5: Digitalization & the Future Workforce About stream 5 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?' It also focuses on the “who” of work, and especially how the population is ageing creating a more mature workforce. QUICK LINKS Stream 1 Stream 2 Stream 3 Stream 4 Ongoing and Past Projects Digitalization and its impact on work. Technological change is accelerating rapidly, bringing with it both opportunities and challenges for work and society (Parker & Grote, 2020 ; Parker & Grote, 2022 ). On the positive side, there is potential for technology to replace dangerous or undesirable work, enable more efficient and cheaper public services, and augment human performance in critical tasks (such as the diagnosis of rare diseases; see Hay et al. 2020 ). Building on this, our research has explored how the use of information communication technologies (ICTs) affects the nature and quality of work, and the potential of these technologies to enhance employees’ work effectiveness and wellbeing (Wang et al., 2020 ). On the other hand, digital technologies bring substantial risks for work and workers. Our research has shown that some work practices enabled by digital technologies, such as the management of employees via algorithms, can be highly disruptive and lead to negative outcomes for workers (Parent-Rocheleau & Parker, 2021 ). Additionally, some researchers and commentators have highlighted the potential for automation and artificial intelligence to eradicate the need for human workers at all (Frey & Osbourne, 2017). While the extent to which digitalization will impact the future jobs market has been a source of contention, there is a general consensus that the overall structure of the workforce will change, particularly in regards to the less-skilled workforce (Brynjolfsson et al., 2018). Despite the clear potential for digital technologies to radically change the nature of our jobs and tasks, much of the existing research has emphasised how workers need to adapt to technology, rather than how work designs and technologies can be adapted to better meet the competencies, needs, and values of humans. A key priority of our research is to fill this deficit, providing a human-centred approach to reap the benefits of technological advancements. Aging workers. It is important to consider work design in regard to the future workforce. One significant trend here is population ageing, which increases the imperative to attract and retain older workers. We are conducting research on mature workers as part of the Centre of Excellence in Population Ageing Research, see here XXXXXX. Practical resources Animated video (Wang, Liu, & Parker, 2020): How does the use of ICT affect individuals? A work design perspective. Animated video (Parker & Andrei, 2020): How to reap the benefits of a mature workforce CEPAR report (Baird, Hamilton, Gulesserian, Williams, & Parker, 2021): An employer lens on COVID-19: Adapting to change in Australian workplaces Cepar report (Andrei, Parker, Constantin, Baird, Iles, Petery, Zozek, Williams, & Chen, 2019): Maximising potential: Findings from the Mature Workers in Organisations Survey (MWOS) Research Publications Related to Work Design and Mental Health Digitalization Gagné, M., Parker, S. K., Griffin, M. A., Dunlop, P. D., Knight, C., Klonek, F. E., & Parent-Rocheleau, X. (2022). Understanding and shaping the future of work with self-determination theory. Nature Reviews Psychology, 1(7), 378-392. https://doi.org/10.1146/annurev-orgpsych-032516-113108 Parker, S. K., & Grote, G. (2022). More than ‘more than ever’: Revisiting a work design and sociotechnical perspective on digital technologies. Applied Psychology, 71(4), 1215-1223. https://doi.org/10.1111/apps.12425 Hay, G. J., Klonek, F. E., Thomas, C. S., Bauskis, A., Baynam, G., & Parker, S. K. (2020). SMART work design: Accelerating the diagnosis of rare diseases in the Western Australian Undiagnosed Diseases Program. Frontiers in Pediatrics, 582. https://doi.org/10.3389/fped.2020.00582 Knight, C., Kaur, S., & Parker, S. K. (2021). Work Design in the Contemporary Era. In Oxford Research Encyclopedia of Business and Management. Oxford University Press. https://doi.org/10.1093/acrefore/9780190224851.013.353 Parker, S. K., & Grote, G. (2022). Automation, algorithms, and beyond: Why work design matters more than ever in a digital world. Applied Psychology, 71(4), 1171-1204. https://doi.org/10.1111/apps.12241 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 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., & Parker, S. K. (2021). Let’s get on the same page: Conceptual clarification of individual-level information and communication tec hnology use. Industrial and Organizational Psychology, 14(3), 404-408. https://doi.org/10.1017/iop.2021.80 F uture workforce including older workers Parker, S. K., & Andrei, D. M. (2020). Include, individualize, and integrate: Organizational meta-strategies for mature workers. Work, Aging and Retirement, 6(1), 1-7. https://doi.org/10.1093/workar/waz009 Petery, G., Andrei, D., & Parker, S. (2019). Mature workers in organisations: Insights from CEPAR's benchmarking survey of the Australian workforce. In the 5th Age in the Workplace Meeting. http://hdl.handle.net/20.500.11937/76910 Petery, G. A., Iles, L. J., & Parker, S. K. (2020). Putting successful aging into context. Industrial and Organizational Psychology, 13(3), 377-382. https://doi.org/10.1017/iop.2020.69 Petery, G. A., Wee, S., Dunlop, P. D., & Parker, S. K. (2020). Older workers and poor performance: Examining the association of age stereotypes with expected work performance quality. International Journal of Selection and Assessment, 28(4), 510-521. https://doi.org/10.1111/ijsa.12309 See our publications page Read More For further information on our research