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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

SMART Work has Tolerable demands About the model The last letter in the SMART work framework stands for 'Tolerable demands'. This refers to the extent to which a job involves time pressure, emotional demands and role conflict. Time pressure refers to the degree to which an adequate amount of time is provided to complete your work. Emotional demands describes the degree to which your work creates emotionally demanding situations. Finally, role conflict refers to the extent to which feedback, instruction and demands are inconsistent.Whilst some jobs will be more difficult than others from a physical or cognitive perspective, there is always a need for these demands to be at a tolerable level. JUMP TO Stimulating Mastery Agency Relational RELATED RESEARCH SMART Design for Care Watch this animated explainer video on Tolerable demands Characteristics of Tolerable demands A job with tolerable demands would likely involve: a manageable work load with reasonable time pressure and work hours work with manageable emotional, mental or other pressures that create challenge without unnecessary strain work without excessively conflicting expectations or instructions “Our staff don't have to worry about data input - that's all automated. They just monitor analysis, the good stuff not the boring stuff.” - Tech Company "The job itself is not hard but volume wise, you're feeling so drained at the end of the day." - Finance Officer Characteristics of Intolerable Demands In contrast, jobs that are less tolerable are likely to: not have enough time allocated to complete the required tasks contain tasks that are too cognitively or emotionally challenging for individuals, leading to a sense of burnout conflicting feedback and instructions with a high degree of unnecessary ambiguity What are the risks of jobs with intolerable demands? All work involves demands because there are goals to achieve, and effort must be put in to achieve these goals. When demands are challenging and present at appropriate levels (and supported by adequate resources) they can increase employee engagement [1]. However, demands become problematic when the level of demand exceeds the individual’s ability to meet those demands [2]. Roles with intolerable job demands carry risks for both individuals as well as organisations: Employees can experience high levels of job stress, home-work conflict, and increased risk of making mistakes. Moreover, an intolerable job can have a negative impact on mental health and increase the risk to develop anxiety, depression and burnout [3]. It can also impact physical health, as intolerable jobs are associated with a higher risk for cardiovascular diseases. For organisations, the risks of jobs with intolerable demands include higher accident rates, turnover, presenteeism and absenteeism, as well as less a greater number of workers’ compensation claims and slower return to work after an injury or illness [4]. Research spotlight The fifth European Working Conditions Survey which includes a sample of over 43,000 people highlighted a clear association between tolerable work demands and the general health of workers. It was shown that high job demands, job insecurity and poor interpersonal relationships were associated with the presence of poor health. Furthermore, it was shown that excessive job demands were clearly linked to increases in ill mental health and worked related accidents across genders and industries [5]. One study looked at a sample of over 90,000 workers to determine their likelihood of accessing stress related medication such as that associated with insomnia, anxiety, and depression. It was found that those who worked at organisations which were typified by a high degree of change were significantly more likely to access these medications. This effect was the most pronounced for individuals working in larger organisations that underwent broad, simultaneous changes [6]. Strategies to make demands more Tolerable If you find that your role involves intolerable time pressure, emotional demands or role conflict, we have collected a number of strategies for you to try out. Strategies for Employees Strategies for Managers Strategies for Organisations Here are some tips to make your job demands more tolerable: Discuss and negotiate your deadlines with your manager. They may not be aware of current length of time some tasks take to complete. Take an adequate number and amount of time for breaks. A quick ten minute walk around the block can assist greatly with cognitively demanding tasks. To learn more strategies, check out our training opportunities. Explore opportunities Given the risks of low tolerability jobs, it is a good idea to apply strategies to make job demands more tolerable for your employees: Monitor workloads during periods of high demands and provide additional support where required. Allow employees to take breaks or ‘time out’ from emotionally demanding work. 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] Van den Broeck, A., De Cuyper, N., De Witte, H., & Vansteenkiste, M. (2010). Not all job demands are equal: Differentiating job hindrances and job challenges in the Job Demands-Resources model. European Journal of Work and Organizational Psychology, 19(6), 735 -759. [2] Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2), 274-284. [3] Harvey, S. B., Modini, M., Joyce, S., Milligan-Saville, J. S., Tan, L., Mykletun, A., … & Mitchell, P. B. (2017). Can work make you mentally ill? A systematic meta-review of work-related risk factors for common mental health problems. Occupational and Environmental Medicine, 74(4), 301-310. [4] Hakanen, J. J., Scaufeli, W. B., & Ahola, K. (2008). The job demands-resources model: A three-year cross-lagged study of burnout, depression, commitment and work engagement. Work and Stress, 22(3), 224-241. [5] Ardito, Chiara & Leombruni, Roberto & Pacelli, Lia & d'Errico, Angelo. (2012). Eurofound. Health and Well-being at Work: A Report Based on the Fifth European Working Conditions Survey. Dublin, Ireland: Eurofound. [6] Dahl, M. S. (2011). Organizational change and employee stress. Management Science, 57(2), 240-256.

FIFO Worker Mental Health and Wellbeing: The impact of COVID-19 Summary of Findings 'No end in sight': Border closures take mental toll on Mandurah FIFO workers Mandurah Mail Article WA's tough border policy has been credited with keeping virus numbers low in the state, but for those separated from their loved ones it is coming at a cost. For FIFO worker Kyle, who has not been able to return to WA for seven weeks, the isolation has left him struggling with a sense of perpetual uncertainty. More media articles: Study Tackles Mental Health Impacts of FIFO Work During COVID-19 (myosh ) Fly in, fly out mine workers: adapting for a post-Covid-19 world (MiningTechnology ) FIFO rosters taking toll on miners (Australian Mine Safety Journal ) Coronavirus pandemic sees psychological distress soar to 40 per cent among WA FIFO workers (The West , Albany Advertiser , Narrogin Observer ) COVID-19 lessons to inform workplace safety strategies (OHS Alert ) Key messages from the research Results show mental health is worse in 2020 Support is still a key protective factor for mental health and wellbeing Flexibility with workload models (work from home, time off, flexible rosters) is appreciated by workers Communication with home is really important to workers, and having flexibility to contact home when needed Workers recognise and appreciate social connections on-site COVID-19 rules limit people’s freedoms, but also make workers feel safe. Balancing these rules is important to maintain social connection. What is important to consider right now? Regularly checking in on workers’ mental health Providing support Flexibility with workload, and work models Make accommodations for work-life balance as needed Facilitate social connections: with home and on-site Survey: FIFO work during COVID-19 In 2018 more than 3000 FIFO workers participated in a project on FIFO workers' experiences and wellbeing . Many important recommendations emerged from the report which were disseminated widely with health professionals, consultants and representatives from the resources industry . Thank you if you participated in that research. Since then, much has changed for many FIFO workers, and we are seeking to understand those changes and the impact on your lives. COVID-19 has changed many aspects of our lives and how FIFO work operates is no exception. It is important that we understand the impacts of the current COVID-19 situations on workers. You are invited to complete this survey on FIFO (fly-in-fly-out) work and wellbeing. The research is being conducted by a team of experts from Curtin University and University of Western Australia led by Professor Sharon Parker and Dr Jess Gilbert at the Centre for Transformative Work Design. Curtin University Human Research Ethics Committee (HREC) has approved this study (HRE2018-0449) Click here to read summary As part of this study, we offered all participants to enter in a prize draw for a chance to win one of 10 x $150 vouchers. All winners have been contacted. Frequently Asked Questions What is the aim of the research? The research investigates mental health and wellbeing in FIFO workers during COVID-19 and aims to identify the attributes of FIFO workplaces that contribute to mental health. Who is funding the study? This research is being funded by the Australian Research Council; which is the major funding body for research in Australia. This research is independent from any specific interests of unions, companies, industry bodies, or other stakeholders. The research has been granted approval from Curtin University’s Human Research Ethics Committee. Who can participate? Employees working in a FIFO role in the resources industry in Australia. What happens to the data collected? The data you provide will be used for research purposes only and results will be made publicly available here as the study progresses. What would I be asked to do if I took part? Taking part will involve completing a survey. In the survey, you will be asked to consider a number of statements about your workplace and your well-being and mental health in the context of changes that have occurred due to COVID-19. We will also ask you for some basic demographic information. If you are happy to be involved in continuing to contribute to this study, we would like to invite you to also complete two shorter surveys about your wellbeing over the next 2 months. We would also invite you to chat with us about your experience during COVID-19 in an interview. How is confidentiality maintained? All information you provide will be kept confidential. None of your individual responses will be passed on to any person outside the research team. De-identified individual level data may be shared with other researchers. All data will be stored within the university. What happens if I do not want to take part or if I change my mind? It is up to you to decide whether or not to take part. If you decide to take part you are still free to withdraw at any time without giving a reason and without detriment to yourself. Will I be paid for participating in the research? There is no payment for taking part. However, you can enter your details into a prize draw for one of ten $150 vouchers. What is the duration of the research? Completing the questionnaire should take approximately 30 minutes. What if something goes wrong? If there are any issues regarding this research, or you need help or advice after completing the questionnaire, please contact: Dr Jess Gilbert Jess.Gilbert@curtin.edu.au Will the outcomes of the research be published? We expect that the results of this study will be published in academic journals and communicated to stake holders and government bodies. This will only include summary data and no information from individual surveys will be passed on. We will provide updates on the findings here on the website, with special attention to organisational strategies that have been helpful in supporting workers during COVID-19. Dr Laura Fruhen Laura.Fruhen@uwa.edu.au Professor Sharon Parker S.Parker@curtin.edu.au Check out the findings from our previous research on FIFO workers' mental health and wellbeing (conducted in 2018) Full report Executive Summary Highlights

Top of Page Lifetime Influences of Work Design on Health and Well-Being Project Brief This project utilizes some existing longitudinal datasets to examine the lifetime effects of certain work characteristics on employees’ health and well-being as well as some personal or contextual factors that could either buffer or intensify the undesirable influences of unhealthy work. Contact for more information: Yukun Liu Faculty: Yukun Liu Sharon Parker M.K. Ward Other Projects on Team and Organisations

PARTNER WITH US RESEARCH PARTNERS At CTWD, we seek to foster high quality jobs through rigorous and relevant research on work design on a wide variety of related topics. Example topics include: team work, job autonomy, ageing workers, innovation, skill development, agile teams, and flexible working. The Centre’s research crosses disciplinary boundaries, and is conducted in private, public, and not-for-profit sectors. Methods we use include observation, experiments, longitudinal surveys, in-depth field studies, neuro-imaging, analysis of physiological indicators of strain (e.g., cortisol, heart rate variability), and big data analyses. We are keen to establish links with scholars interested in work design research. We will soon have visiting scholarships for exceptional scholars with a passion for work design research. Please check back here soon to find out more. PWUResearch INDUSTRY PARTNERS With a strong focus on research relevance, CTWD is committed to partnering with industry across all sectors in fostering good work design. We partner with industry partners in numerous ways some examples of which are listed below: Collaborative research. One of the ways that we work with partners is through collaborative research in which our research goals are progressed alongside the strategic goals of the partner. Sometimes this research is funded via an ARC Linkage grant, in which the partner contributes funds that are then leveraged into a larger amount of funding. Usually these partnerships are long-term, lasting for multiple years. Commercial research. Some partners have a specific need that we address through our research on a commercial basis. This might be a literature review on a particular topic; a work stress diagnosis; a systematic evaluation of change; or something else. Sponsorship/ donations. Partners who share our commitment to creating quality work sometimes prefer to support our research through donation or sponsorship, such as through funding a PhD scholarship or an international visiting scholar. Engagement with collaboratory activities. We run training and development workshops, think tanks, public lectures, and other activities in our Collaboratory. If good work design, and evidence-based practice or policy, matters to you, then partner with us today by contacting us. PWUIndustry

Our research streams Where innovation begins The Centre for Transformative Work Design is a Research Centre where passionate organisational psychology researchers and professionals are working together to transform work under the directorship of Australian Research Council Laureate Fellow, Professor Sharon K. Parker . Read more about Professor Sharon Parker Our research focuses on all things work design By work design, we mean the nature and organisation of people’s tasks, responsibilities, relationships, and activities, such as whether people work in teams and how much decision-making responsibility people have. From a practical perspective, we use the SMART work design model to capture the key aspects of work that research has shown profoundly affect outcomes like mental health and job performance. What is work design? Learn more about our SMART Work Design model Our research themes Stream 1 Work Design For Mental Health and Well-being Read more Stream 2 Work Design for Performance, Learning, & Beyond Read more Stream 3 Changing Work Design: Influences, Crafting, and Work Redesign Read more Stream 4 Working from Home, Flexible, & Virtual Work Read more Stream 5 Digitalisation and the Future Workforce Read more STREAM 1 Work Design For Mental Health and Well-being Focuses on work design as an important influence on worker mental health, influencing the full spectrum of outcomes, from mental ill-health (such as anxiety and depression) to positive well-being (e.g., thriving). Read more Stream 2: Work Design For Performance, Learning and Beyond In this stream, we focus on how work design can shape job performance (e.g., creativity, productivity), learning-related outcomes (e.g., cognition, active development), and other outcomes including moral development and identity change. STREAM 2 Read more STREAM 3 Changing Work Design: Influences, Crafting and Work Redesign The focus of this stream is understanding why poor work design persists, and how this situation can be changed through work redesign and crafting interventions. Read more STREAM 4 Working from Home, Flexible and Virtual Work This stream explores the evolving nature of work in the 21st century, focusing on the rise of remote work, greater flexibility in work locations and methods, and the growth of virtual workspaces. These shifts are transforming the concept of work itself, with significant implications for the health, wellbeing, and performance of both individuals and teams. Read more STREAM 5 Digitalisation and the Future Workforce This stream examines the dynamic forces shaping work, including advances in technology, business trends, the economy, and societal changes such as cognitive computing, globalization, flexible workspaces, and an aging population. These factors influence the "what," "how," "where," "when," and "who" of work. Read more Centre launch On Monday 5 November 2018, the Centre for Transformative Work Design celebrated its move to the heart of the historic Perth CBD with a launch event showcasing original artwork from our Artist in Residence this year, Lynne Chapman. View the Sketching Work Design project sketches

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. Starts 1 September 2025 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

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]. Want to discover how SMART your work is? Take our free assessment 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 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

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Work Design for Performance, Learning, & Beyond About stream 2 In this stream, we focus on how work design can shape job performance (e.g., creativity, productivity), learning-related outcomes (e.g., cognition, active development), and other outcomes including moral development and identity change. QUICK LINKS Stream 1 Stream 3 Stream 4 Stream 5 Ongoing and Past Projects How work design can affect performance. In Knight & Parker (2019) , we summarize evidence from a systematic review showing how work redesign interventions such as job enrichment, on average, result in improved job performance. We provide an example in Hay, Klonek, & Parker (2020) ; a study that shows how the effective design of team work improved the diagnosis of rare diseases. Also in the health context, Fruhen et al. (2020) showed how teamwork can improve the communication and safety of surgical teams. In one PhD project, we show that there are curvilinear effects of job autonomy on job performance and other outcomes, suggesting that too much autonomy is not necessarily ideal. For more information, contact Dr Cheryl Yam, cheryl.yam@curtin.edu.au . Work design and effectiveness of virtual work. A focus of our research has been on how to enhance the effectiveness of virtual work and virtual teams (see Stream 4 for more detail). In reviewing the literature, we identified that work design factors (in particular task interdependence) are often critical for virtual teams to be effective (Handke et al., 2019 ). In an experimental study, we manipulated the extent to which virtual teams had shared resources and showed that this team-level work design manipulation significantly improved the team performance outcomes (Klonek & Parker, 2021 ). Furthermore, we developed novel technology (i.e., the communication analysis tool) that allows tracking team collaboration processes ‘in the wild’ so that organizations can better understand the key drivers of team performance (Klonek et al., 2020 ). For more information, contact Dr Florian Klonek, f.klonek@deakin.edu.au How work design can affect learning and cognition. We are investigating how work design affects learning and cognition. In a thorough review of the literature, Parker, Ward, & Fisher (2021) showed that work design can affect cognition in the short-term (e.g., good work design can accelerate learning) and in the long-term (e.g., good work design protects people from cognitive decline as they age). See “Practical Resources” below for a video to understand how smart work design helps to create smart workers and a summary article in Sloan Management Review. On the theme of cognition, in Ward, et al. (2021) we showed that the physical design of the work context can shape cognition and performance. Specifically, cognition is impaired when surgery is conducted in a very hot setting. WALC: Working Across Lives and Careers. WALC is a long-term longitudinal study in which we investigate the role of work design in preventing cognitive decline, fostering moral reasoning, and promoting identity change. We also assess how work is changing, such as the impact of digitalization on work design (e.g., who is thriving in the digital age? Who is missing out?). Once it's rolled out, all individuals are welcome to participate in WALC, and can join at any time. When participants complete surveys, they receive personalised feedback and have access to videos, tips, and guidance to support your career development. For more detail on the WALC project, please go to our dedicated website: walc.org.au Work design and moral engagement. In her PhD project, Dr Anu Jolly has investigated how people are more likely to engage in moral disengagement and make unethical decisions when they lack autonomy in their work. For more information, please email anu.jolly@curtin.edu.au . Practical resources Parker, S. K., & Fisher, G. G. (2022). How Well-Designed Work Makes Us Smarter. MIT Sloan Management Review, 63(3). https://sloanreview.mit.edu/article/how-well-designed-work-makes-us-smarter/ Animated video (Parker, Ward, & Fisher, 2021): Good work design can help older employees stay sharp Klonek, F., & Parker, S. K. (2021). Designing SMART teamwork: How work design can boost performance in virtual teams. Organizational Dynamics, 50(1). https://doi.org/10.1016/j.orgdyn.2021.100841 Research Publications Related to Work Design and Mental Health Parker, S. K., Ward, M. K., & Fisher, G. G. (2021). Can high-quality jobs help workers learn new tricks? A multidisciplinary review of work design for cognition. Academy of Management Annals, 15(2), 406-454. https://doi.org/10.5465/annals.2019.0057 Hay, G. J., Klonek, F. E., & Parker, S. K. (2020). Diagnosing rare diseases: A sociotechnical approach to the design of complex work systems. Applied Ergonomics, 86, 103095. https://doi.org/10.1016/j.apergo.2020.103095 Knight, C., & Parker, S. K. (2021). How work redesign interventions affect performance: An evidence-based model from a systematic review. Human Relations, 74(1), 69-104. https://doi.org/10.1177/001872671986560 Handke, L., Klonek, F. E., Parker, S. K., & Kauffeld, S. (2020). Interactive effects of team virtuality and work design on team functioning. Small Group Research, 51(1), 3-47. https://doi.org/10.1177/104649641986349 Klonek, F. E., Kanse, L., Wee, S., Runneboom, C., & Parker, S. K. (2022). Did the COVID-19 lock-down make us better at working in virtual teams?. Small Group Research, 53(2), 185-206. https://doi.org/10.1177/104649642110089 Klonek, F. E., Meinecke, A. L., Hay, G., & Parker, S. K. (2020). Capturing team dynamics in the wild: The communication analysis tool. Small Group Research, 51(3), 303-341. https://doi.org/10.1177/104649642090412 Parker, S. K. (2014). Beyond motivation: Job and work design for development, health, ambidexterity, and more. Annual Review of Psychology, 65, 661-691. https://doi.org/10.1108/LODJ-05-2012-0063 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 Carpini, J. A., Parker, S. K., & Griffin, M. A. (2017). A look back and a leap forward: A review and synthesis of the individual work performance literature. Academy of Management Annals, 11(2), 825-885. https://doi.org/10.5465/annals.2015.0151 Parker, S. K., Ward, M. K., & Fisher, G. G. (2021). Can high-quality jobs help workers learn new tricks? A multidisciplinary review of work design for cognition. Academy of Management Annals, 15(2), 406-454. https://doi.org/10.5465/annals.2019.0057 Ward, M. K., Yam, C. M., Palejwala, Z., Wallman, K., Taggart, S. M., Wood, F. M., & Parker, S. K. (2021). An experimental simulation of heat effects on cognition and workload of surgical team members. Annals of Surgery, 274(5), e395-e402. https://doi.org/10.1097/SLA.0000000000004598 See our publications page Read More For further information on our research