< Back An Employer Lens on COVID-19: Adapting to change in Australian workplaces Read the report About the report This report provides the first detailed analysis of how Australian employers have experienced and adapted to COVID-19. Baird, M., Hamilton, M., Gulesserian, L., Williams, A. and Parker, S.K. (February 2021). CEPAR Industry Report. An Employer Lens on COVID-19: Adapting to Change in Australian Workplaces. Citation: Previous Next

< Back Investigative panel into building and retaining an effective homelessness sector workforce Read the report About the report This report outlines a range of organisation- and sector-level policy recommendations to better prepare, attract, recruit and retain employees in the specialist homelessness services (SHS) sector James, A., Dunlop, P.D., Gilbert, C., Gilbert, J., Gagné, M., Parsell, C., Cawthray, J. and Farid, H. (2023) Investigative Panel into building and retaining an effective homelessness sector workforce, AHURI Final Report No. 409, Australian Housing and Urban Research Institute Limited, Melbourne, https://www.ahuri.edu.au/research/final-reports/409, doi: 10.18408/ahuri8128901. Citation: Previous Next

< Back This is a Title 01 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. You can create as many collections as you need. Your collection is already set up for you with fields and content. Add your own, or import content from a CSV file. Add fields for any type of content you want to display, such as rich text, images, videos and more. You can also collect and store information from your site visitors using input elements like custom forms and fields. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Preview your site to check that all your elements are displaying content from the right collection fields. Previous Next

< Back Risk factors associated with psychological injury among Healthcare and Social Assistance workers in non-hospital settings: Systematic scoping review Read the report About the report The purpose of this report was to systematically evaluate and better understand the risk factors associated with psychological injuries among healthcare and social assistance industry workers in the non-hospital settings. Gelaw, A., Parker, S., Johnson, A., Nguyen, H., Jolly, A., Forner, V. and Collie, A. (2022). Risk factors associated with psychological injuries among health care and social assistance industry workers in nonhospital settings: Summary report. Healthy Working Lives Research Group, School of Public Health and Preventive Medicine, Monash University. Citation: Previous Next

< Back Partnering for Success: A Guide to Enhancing Ambulance Crew Mentorship Read the report About the report This toolkit provides guidance to APs (mentors) and PIs (mentees; including Ambulance Officers (AOs) and Medics) on how to foster an effective and mutually beneficial informal mentoring relationship from the outset of working together to support the mental wellbeing of St John WA Ambulance crews. Hosszu, K., Gunson, H., Boeing, A., Chi, J., & Jorritsma, K. (2024). Partnering for Success: A Guide to Enhancing Ambulance Crew Mentorship. Toolkit by the Future of Work Institute, Curtin University funded by the Mental Health Commission of Western Australia. Citation: Previous Next

< Back Caught between Obligation and Exclusion: The Plight of Mature Age Jobseekers in Australia’s Employment Services System Read the report About the report This report presents a detailed qualitative study of mature age individuals navigating Australia's mandatory employment services while on income support Sykes, C., Gagne, M. (2023). Caught between Obligation and Exclusion: The Plight of Mature Age Jobseekers in Australia’s Employment Services System. An industry report prepared by ARC Centre of Excellence in Population Ageing Research. https://www.cepar.edu.au/sites/default/files/Caught-between-obligation-and-exclusion-CEPAR-Industry-Report-October-2023.pdf Citation: Previous Next

Emergency Services Volunteer Experience Project Project members Project lead Jane Chong Project lead Professor Marylène Gagné Project lead Professor Patrick Dunlop Project lead Djurre Holtrop Overview Improving the experience of new volunteers Volunteers’ socialisation being one of their first experiences with the organisation is shown to significantly influence their engagement, motivation, and intentions to stay or withdraw from an organisation. Failure to socialise newcomers is known to lead to lower levels of commitment and premature departure from organisations, leading to an organisation not capitalising on their recruitment and training investments. Essentially, poor socialisation is financially and reputationally costly for an organisation. On the other hand, effective socialisation can lead to members feeling engaged, competent, and socially integrated with others in the organisation. The goal Therefore, it is important to optimise the socialisation process. DFES is partnering with Curtin University on research looking at improving the experience of new volunteers in the Volunteer Emergency Services. We are working to identify the most effective ways and biggest challenges to on-board and train new volunteers. Outcomes The purpose of this research is to develop tools, resources, and approaches that can help volunteer leaders improve the experience for new volunteers. With volunteers’ first hand input, we can identify important strategies to make sure future emergency service volunteers have a positive experience.

< Back How to Manage Virtual Teams: A Guide for Managers Read the report About the report This guide provides evidence-based recommendations on how to effectively lead virtual teams to optimise team member performance and wellbeing. Adams, K., Parker, S. K., Jorritsma, K., & Griffin, M. A. (2020). How to lead virtual teams for success: A guide for managers. Commissioned Guide prepared for Western Australian State Government Department of Jobs, Tourism, Science and Innovation. Future of Work Institute, Curtin University. 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.

< Back Together We Thrive: A Toolkit for Learning, Care and Career Development at DBCA Read the report About the report This toolkit provides guidance on how park rangers (or similar) can ask for and give peer support 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). Together We Thrive: A Toolkit for Learning, Care and Career Development at DBCA. Toolkit by the Future of Work Institute, Curtin University funded by the Mental Health Commission of Western Australia. Citation: Previous Next

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

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