< Back The Mental Awareness, Respect and Safety (MARS) Program Landmark Study: Insights from the Worker Survey and Interviews Read the report About the report This report presents the results of the worker survey and interviews assessing and understanding the experiences of WA mining workers in relation to the three focus areas. Yam, C., Chapman, M., Iles, L., Fruhen, L., Anderson, M., Hendriks, J., Burns, S., and Parker, S. K. (2023). The Mental Awareness, Respect and Safety (MARS) Program Landmark Study: Insights from the Worker Survey and Interviews. A report prepared by the Centre for Transformative Work Design for the Government of Western Australia. https://www.wa.gov.au/system/files/2024-03/mars_report_insights_20240312.pdf Citation: Previous Next

Thrive at Work Audit: Royal Automobile Club of Western Australia (RAC) Project members Project lead Professor Karina Jorritsma Project lead Megan Orchard Overview Led by Curtin University's Future of Work Institute (FOWI), Thrive at Work is a ground-breaking workplace well-being initiative centred on designing work that helps employees, organisations and industry to thrive. The Thrive at Work Audit is a practical and simple tool developed to assist organisations, of all sizes and maturity, in evaluating their current state and their progress towards creating a thriving workplace. The collaboration In 2018, the Future of Work Institute commenced a collaboration with the Royal Automobile Club of Western Australia (RAC) to undertake an audit of RAC’s current mental health and well-being activities across the pillars of the Thrive at Work Framework, which include: Mitigating Illness, Preventing Harm, and Promoting Thriving. The aim of the collaboration was for the audit results to inform the development of an RAC employee mental health and well-being strategy. As part of the audit process, RAC undertook three facilitated workshops that involved representatives across functional departments including Human Resources, Occupational Health and Safety, Organisational Development, and People and Culture. During these workshops, they consolidated their current workplace mental health and wellbeing activities and assessed the maturity of those activities using the Thrive at Work Framework. Visit the Thrive at Work website, to learn more Industry outcomes Where they sit currently Establish a baseline position in terms of mapping current policies, procedures, activities and practices against the Thrive at Work Framework. Mapping out the organisation Identify gaps, strengths, and opportunities for development. Take stock and assess impact Prioritise resources and investments based on their impact.

Integrated Model of Organizational Change (IMOC) Model About the IMOC Model The Integrated Model of Organisational Change (IMOC) Model is a framework that integrates knowledge across the organisational and behaviour change fields by: Unifying change practices derived from organisational change models and from behaviour change techniques Identifying and unifying underlying psychological mechanisms derived from theories that explain how organisational and behaviour change occurs Linking change practices to psychological mechanisms The framework Drawing upon Self-Determination Theory (SDT), the IMOC model identifies three psychological mechanisms that predict the adoption and maintenance of organizational change: mastery (feeling capable and in control), meaning (understanding purpose and value) and belongingness (feeling connected and supported). These mechanisms are crucial to the internalization necessary to get employees to change and maintain their organizational behavior in line with proposed organizational change. Mastery Mastery is a psychological mechanism that describes people's feelings of mastery and control during organizational change. Meaning Meaning is a psychological mechanism that describes a sensemaking process during organizational change that leads to seeing the change as purposeful. Belongingness Belongingness is a psychological mechanism that describes “a need to form and maintain strong, stable relationships” (Baumeister & Leary, 1995). By linking change practices to specific psychological mechanisms, the IMOC can assist practitioners in ensuring they include practices that cover all three psychological mechanisms at each stage of change. The following table organises 26 non-overlapping practices across five well-known organisational change stages: diagnosis, preparation, implementation, evaluation and institutionalisation. [The IMOC Model] gave me the conceptual tools to understand a phenomenon I had been observing but couldn’t yet articulate, why organizational change in high-rotation contexts requires moving beyond mechanistic approaches and addressing the psychological conditions for genuine internalization. What particularly distinguished [the IMOC Model] for my work was its integration of Self-Determination Theory with organizational change literature. This allowed me to analyze not only whether interventions were technically well-designed, but also whether the organizational conditions existed for people to truly adopt and internalize those changes, especially important when the staff implementing change are temporary. — Psychology professional in the consultancy sector Learn more Read the full paper (Open access) Kamarova, S., Gagné, M., Holtrop, D., & Dunlop, P.D. (2025). Integrating behaviour and organisational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organisational change. Journal of Organisational Behavior, 46 (2), 263–287. https://doi.org/10.1002/job.2832 Contact the research team Dr Sviatlana Kamarova The University of Sydney Email John Curtin Distinguished Professor Marylène Gagné Future of Work Institute, Curtin University Email Dr Djurre Holtrop Tilburg University Email Professor Patrick Dunlop Future of Work Institute, Curtin University Email

< Back How technology can help curb attention disorders Sarah Jones 19 Mar 2023 This is placeholder text. To change this content, double-click on the element and click Change Content. This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. Your collection is already set up for you with fields and content. Add your own content or import it from a CSV file. Add fields for any type of content you want to display, such as rich text, images, and videos. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Previous Next

< Back How work design shapes mental health in the Healthcare and Social Assistance industry Read the report About the report This report spotlights the insights from the ongoing Design for Care research project about the key psychosocial risks in the Healthcare and Social Assistance (H&SA) industry, and aspects of work design that can protect against these risks. Jolly, A., Kunzelmann, A., Dey, S., Zettna, N., Yam, C., Forner, V., ... & Parker, S. K. (2023). How work design shapes mental health in the Healthcare and Social Assistance industry. A report by the Centre for Transformative Work Design at Curtin University and the University of Sydney Business School, funded by Insurance and Care (icare) NSW as part of the Design for Care research project. https://espace.curtin.edu.au/bitstream/handle/20.500.11937/92822/92646.pdf?sequence=3&isAllowed=y Citation: Previous Next

< Back Psychological injury in the New South Wales Healthcare and Social Assistance industry: A retrospective cohort study Read the report About the report This report compares the frequency, incidence, nature and duration of workers’ compensation claims for psychological injury in specific occupational groups of HSA industry workers; and identify risk factors for claims. Gelaw, A., Sheehan, L., Gray, S. and Collie, A. (2022). Psychological injury in the New South Wales Healthcare and Social Assistance industry: A retrospective cohort study. Healthy Working Lives Research Group, School of Public Health and Preventive Medicine, Monash University. Citation: Previous Next

< Back Emergency Services Workforce 2030 - Changing Landscape Literature Review Read the report About the report The Changing Landscape Literature Review collates a high-level evidence base around seven major themes in the changing landscape (i.e., the external environment) that fire, emergency service, and rural land management agencies operate in, and which will shape workforce planning and capability requirements over the next decade. McLennan, B.J., Chong, J.X.Y., and P.D. Dunlop (Eds.) (2022), Emergency Services Workforce 2030 – Changing Landscape Literature Review. Melbourne: Bushfire and Natural Hazards Cooperative Research Centre. https://espace.curtin.edu.au/bitstream/handle/20.500.11937/89192/89016.pdf?sequence=2&isAllowed=y Citation: Previous Next

< Back Thrive at Work Audit Toolkit – Take stock and mature your organisation’s mental health and wellbeing practices Read the report About the report The Thrive at Work Audit Toolkit walks through the steps required to undertake a comprehensive stocktake of your organisation’s existing activities towards building a mentally healthy workplace. Jorritsma, K., Cham, B., Chi, J., & Chapman, M. (2023). Thrive at Work Audit Toolkit – Take stock and mature your organisation’s mental health and wellbeing practices. Toolkit by the Future of Work Institute, Curtin University, funded by the Mental Health Commission of WA as a part of the MARS Program. Citation: Previous Next

< Back Wellbeing on Station: A Toolkit for Firefighters and Station Officers Read the report About the report This toolkit provides guidance on how to ask for, and give peer support on station that can help people in times of difficulty (care conversations), can help them develop professional mastery (learning conversations), and can help them continue to grow (career conversations). Boeing, A., Gunson, H., Hosszu, K., Chi, J., & Jorritsma, K. (2024). Wellbeing on Station: A Toolkit for Firefighters and Station Officers. Toolkit by the Future of Work Institute, Curtin University funded by the Mental Health Commission of Western Australia. Citation: Previous Next

WA Department of Education Unplanned Absenteeism Analysis Project member Project lead Yukun Liu Overview Client: Western Australia Department of Education The Future of Work Institute (FOWI) partnered with the Western Australia Department of Education’s internal workplace planning team to investigate unplanned absenteeism within the department. This collaboration marked the first time that the WA Department of Education’s absenteeism data had been analysed for scientific purposes. Through rigorous statistical analyses, FOWI researchers generated several interesting findings and patterns. Highlights of the findings include: Yearly leave statistics by different categories such as job groups, leave types, regions, and schools; Statistical associations between staff demographics and duration and patterns of their unplanned leave; Pattern differences among teaching and support staff; Statistical associations between yearly leave patterns at the school-level and Index of Community Socio-Educational Advantage (ICSEA) and; Patterns of monthly leave durations at both the department level and the person level. Industry outcomes Generation of useful data Enabling the WA Department of Education to gain an overview using data insights. Identify features Thoroughly analyse leave patterns across different organisational levels, categories, and time periods. Reduce unplanned absenteeism Propose and design planning strategies or initiatives to effectively reduce department staff.

L.E.A.D model - Safety Leadership Project team Project lead Professor Mark Griffin Project member Tristan Casey Integrating psychology and systems perspectives Developed by Mark Griffin, LEAD is a model for safety leadership that provides organisations with four clear capabilities to target in order to improve safety. Assessment tools, workbooks, workshops and case study materials are available to develop a complete safety leadership program. Read more about this project

< Back Maximising Potential: Findings from the Mature Workers in Australia Survey (MWOS) Report Read the report About the report The survey focused on perception of organizational practices that can support mature workers, as well as the lived experience of mature workers. Andrei, D. M., Parker, S. K., Constantin, A., Baird, M., Iles, L., Petery, G., Zoszak, L., Williams, A., & Chen, S. (2019). Maximising potential: Findings from the Mature Workers in Organisations Survey (MWOS). Centre for Excellence in Population Ageing Research (CEPAR). http://cepar.edu.au/sites/default/files/Findings-from-Mature-Workers-in-Organisations-Survey-Dec-2019.pdf Citation: Previous Next