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< Back Best smart wearables of 2023 Sean Michaels 23 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

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

Work Systems Design Optimising the performance and wellbeing of humans in complex and human-machines systems Project members Chief Investigator Professor Sharon Parker Chief Investigator Professor Mark Griffin Project lead Professor Karina Jorritsma Project member Katrina Hosszu Project member Belinda Cham Project member Micah Wilson Project member Luke Strickland Project member Alex Boeing Overview What we do We are a team of researchers with a background in organisational, experimental, and cognitive psychology with expertise in 'work systems design', an area of applied research which sits at the intersection of organisational psychology, human factors, cognition, and systems engineering. We engage with industry and government to inform the design of optimised work systems using an integrative socio-technical approach. Our goal is to support the performance and wellbeing of employees working in complex and dynamic work systems. For more information contact: Karina Jorritsma What is a work system? Work systems comprise both social systems (human-related) and technical systems (non-human). As the rise of digital technologies transforms the way we work and live, the design and integration of technical systems will be crucial to their uptake and success. The core principle underlying our approach is that the design of social and technical systems should co-evolve, and work systems optimisation can only be achieved when human and technical aspects are prioritised equally. Our Core Tenets Consultative and collaborative: An optimised socio-technical system (STS) design process must include representation from end users in the work system as well as technical experts (e.g., designers/developers) and social system experts (e.g. psychologists) in order to capture key needs and system considerations and constraints. Human-centric: Job roles should support wellbeing by ensuring challenging yet meaningful work for humans. Task allocation guided by good work design principles can enhance human strengths and ensure human limitations are supported by the technical system. Sustainable design: A sustainable work system considers the ongoing endurance of workers over time. This includes not only sustained individual and team performance, but also ongoing attraction and retention of personnel. Pragmatic & compatible: Development of socio-technical systems must be integrated within an organisation’s existing change processes and systems engineering processes. Cross-disciplinary: Expertise is drawn from across a broad range of human sciences to ensure a holistic focus, e.g., how do biological processes, shift structures, work design, and design/technology features contribute to worker fatigue and endurance? Recursive and iterative: A recursive and iterative approach allows for a flexible design process that canadapt to evolving design requirements

< Back Entering a new era of IoT Derek Wells 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

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.

FOWI Seminar Series The series provides opportunities for non-FOWI members to participate in FOWI activities Home > Our People Seminar Series 2024 is taking a short pause The seminars will resume again in 2025, please check back in at later date for upcoming presentations. Want to present your research? Contact our friendly organisers. Up Past Seminars: Wed, 04 Mar You are what you do: How work design shapes your identity and personality / Details 04 Mar 2026, 4:30 pm – 5:30 pm AWST Join this upcoming webinar to explore the dynamic relationship between work design, identity and personality development. Share Thu, 19 Feb Transforming work with play: Insights into embedding playfulness at work / Learn more 19 Feb 2026, 4:00 pm – 5:00 pm AWST Learn how incorporating 'playful work design' can help employees stay focused, energised and resilient when facing escalating demands and constrained resources. Share Mon, 24 Nov Thrive at Work in Mining - Toolkits and Case Studies Launch / Details 24 Nov 2025, 9:30 am – 12:30 pm Share Tue, 04 Nov Thrive at Work Leadership Masterclass Series Launch / Details 04 Nov 2025, 8:30 am – 12:00 pm Share Multiple Dates Thu, 25 Sept Mental Awareness, Respect and Safety (MARS) Workshop #4 - Psychosocial Risks: Identification and Mitigation Strategies / Details 25 Sept 2025, 9:00 am – 12:30 pm Share Multiple Dates Thu, 28 Aug Mental Awareness, Respect and Safety (MARS) Workshop #3 - Cultivating Respect: Fostering an Inclusive Workplace via Dive / Details 28 Aug 2025, 9:00 am – 12:30 pm Share Multiple Dates Thu, 03 July Mental Awareness, Respect and Safety (MARS) Workshop #2 - Leading Well: How to Manage Workplace Well-being as a Manager / Details 03 July 2025, 9:00 am – 12:30 pm Share Thu, 19 June Mental Awareness, Respect and Safety (MARS) Workshop #1 - Exploring the Benefits and Techniques of Good Work Design / Details 19 June 2025, 9:00 am – 12:30 pm Mental Awareness, Respect and Safety (MARS) Workshop #1 - Exploring the Benefits and Techniques of Good Work Design to Support Mental Health and Well-being Share Wed, 30 Apr Design for Care Showcase: A Journey to SMARTer Workplaces in the H&SA Industry / Details 30 Apr 2025, 8:30 am – 12:00 pm AEST Share Tue, 05 Nov Design for Care State of Affairs Breakfast 4: SMARTer work design to prevent psychological injury / Details 05 Nov 2024, 8:30 am – 10:00 am Share Tue, 17 Sept Beyond the buzz: What can we really expect from a future with AI? / Details 17 Sept 2024, 5:00 pm – 7:00 pm Share Wed, 17 July Roundtable: Reshaping management for the future workforce / Details 17 July 2024, 9:00 am – 11:00 am Share Thu, 27 June Breakfast: Mental Awareness, Respect and Safety (MARS) Landmark Study - Insights and ideas moving forward / Details 27 June 2024, 7:00 am – 11:00 am Share Wed, 03 Apr Design for Care State of Affairs Breakfast 3: Changing work design to improve mental health / Details 03 Apr 2024, 8:30 am – 10:00 am Design for Care State of Affairs Breakfast 3: Changing work design to improve mental health in the healthcare and social assistance industry Share Tue, 13 Feb 2024 Centre for Transformative Work Design Conference / Details 13 Feb 2024, 8:30 am – 14 Feb 2024, 5:30 pm Share Thu, 23 Nov Organisational Interventions: Part 2 / Learn more 23 Nov 2023, 1:00 pm – 3:00 pm AWST Presented by Associate Professor Karina Jorritsma and Dr Belinda Cham. Share Thu, 09 Nov Are they really a servant leader? Trialling alternative ways of researching servant leadership | FOWI Seminar Series / Learn more 09 Nov 2023, 12:00 pm – 1:00 pm AWST With Associate Professor Nathan Eva (Monash Business School) Share Thu, 19 Oct Journal Reviewing and Editorial Work / Learn more 19 Oct 2023, 1:00 pm – 3:00 pm AWST With Professor Gillian Yeo (University of Western Australia Business School) & Professor Irene de Pater ( Edith Cowan University’s School of Business and Law) Share Load More More information Thursday Seminar Series Curtin Research Seminar: Presentations from members of the School of Management (or from faculty from other Schools in Curtin) Academic Visitors’ Research Seminar: Presentations from academic visitors Visitors’ Seminar: Presentations from people we invite who are not necessarily academics Professional Development or Research Methods Workshops: Workshops for academics and PhD students to develop research methods skills. (2 hours) Professional Practice Development Workshops: Workshops for academics, professional staff, PhD students to develop skills in research translation, impact, and engagement (2 hours) Other suggestions for activity formats are always welcome!! Establishing Open Science practices at FOWI Thursday Seminar Series FAQs Do I need to do any preparation for the sessions? Where are the Seminar Series sessions held? I'm not able to attend the session, will the sessions be recorded? What can I do if I’d like to run a FOWI Seminar session or invite somebody to run a session? Contact Us FOWI Academy Organising Commitee Dr Micah Wilson E: micah.k.wilson@curtin.edu.au T: +61 8 9266 4920 FOWI Practice Academy Organising Commitee Dr Belinda Cham E: belinda.cham@curtin.edu.au T: +61 8 9266 3792 For general enquires Diane Garnham E: fowi-admin@curtin.edu.au T: +61 8 9266 5451 Professor Patrick Dunlop E: patrick.dunlop@curtin.edu.au T: +61 8 9266 4824 Professor Karina Jorritsma E: karina.jorritsma@curtin.edu.au T: +61 8 9266 4666 Lucinda Isles E: lucinda.isles@curtin.edu.au T: +61 8 9266 4665

The Risk of Age Discrimination in Potential Appraisals of Employees Project members Project lead Giverny De Boeck Project member Nicky Dries Project member Prisca Brosi Overview The purpose of this research was to evidence the higher susceptibility of potential appraisals to age and gender bias in comparison to performance appraisals. To test our hypothesis empirically, we analysed two large archival datasets, one from a German chemical multinational and one from a Belgian finance company, using regression analyses and structural equation modelling. We also conducted a vignette experiment to replicate our findings, while keeping all other factors constant. Our results Showed that potential appraisals were biased against older employees who received systematically lower ratings than younger employees, and that this negative age effect was stronger for potential than for performance appraisals. Moreover, age also affected pay raises and promotions in the next year via potential ratings. Our experiment showed that the different scores of older and younger employees could not be attributed to differences in competence level, meaning that they reflected actual bias. For gender, effects were largely absent. In conclusion Our results suggest that potential appraisals entail a serious risk for age discrimination in organisations, because they structurally limit the career opportunities of older employees, creating a so-called ‘silver ceiling’. The collaboration Industry collaboration between researchers of the Centre for Transformative Work Design and two large companies: A chemical multinational corporation based in Germany, and an organisation active in the financial and insurance services industry in Belgium. Serves the mission of the Centre of Excellence for Population Ageing Research (CEPAR) and, specifically, the research stream on ‘Organisations and the Mature Workforce’ led by Prof. Sharon Parker which aims to deliver solutions to one of the major economic and social challenges of the 21st century. Jointly funded by the Australian Research Council (ARC) as well as the Flemish Research Council (Fonds voor Wetenschappelijk Onderzoek - FWO). Industry outcomes Evidence backed by data Provide evidence for and identify actual sources of bias in organisations using statistical analyses to help employers decide where to target the investment of their resources. Build on theoretical knowledge Advise organisations on how to tackle bias (i.e., using a contextualised- rather than a competency-based approach to prevent age bias when identifying employee potential) Solution orientated Articulate suggestions for organisations and governments about how they can better manage demographic changes in the future. Promote fairness Develop fair appraisal procedures in organisations’ human resource management to break the ‘silver ceiling’ and keep older employees motivated to work longer.

< 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

Explore our collection of evidence-based resources, designed to influence better work and help workers to thrive in the digital age. Resources Explore our collection of evidence-based resources, designed to improve work, wellbeing, safety and productivity. JUMP TO Frameworks Reports & Guides Short courses & training Frameworks SMART Work Design The SMART work design model outlines five key themes to consider when creating or developing work (Stimulating, Mastery, Agency, Relational, Tolerable Demands). Learn more Thrive at Work The Thrive at Work Framework focuses on helping people get well again (Mitigate Illness), stay well (Prevent Harm) and be the best they can be (Promote Thriving). Learn more 3i model: Inclusion, Individualise & Integrate The 3i model is a simple framework that could guide organisations in adapting their strategies to meet the challenges of an ageing and age diverse workforce. Learn more LEAD Safety Model The LEAD model provides organisations with four clear capabilities to target (Leverage, Energise, Adapt, Defend) in order to improve safety. Learn more Integrated model of organizational change (IMOC) Grounded in self-determination theory, the model explains organisational change practices and the psychological mechanisms that drive acceptance of change. Learn more MAPNet The MAPNet framework details key skills required for employees and organisations to be successful for the future of work. Learn more Reports & Guides Unpacking the Enablers and Hindrances on the PARRTH to SMART Work Design This report presents the results of Design for Care participant interviews assessing their experiences of work redesign. It identifies key organisational, leadership, group, and individual factors that supported or hindered the effectiveness of the work redesigns. Learn more CEPAR Industry Report 2024/2 Mature Workers in Organisations: Understanding Retirement in Australia This report is the result of a collaboration between the Centre of Excellence in Population Ageing Research (CEPAR) and an Australian financial advisory firm, Viridian Advisory. The presented findings highlight interview insights for retirement decision making processes. Learn more The Mental Awareness, Respect and Safety (MARS) Program Landmark Study: Insights from the Worker Survey and Interviews 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: 1) mental health and well-being, 2) sexual harassment, assault, and a respectful culture, and 3) the future of work in mining. Learn more See all reports & guides Short courses & training SMART Work Design Delivery: Online Date: TBA | Returning in late 2026 How to create good work to increase satisfaction, reduce stress and lead to a flourishing organisation? Based on the SMART Work Design framework founded by John Curtin Distinguished Professor Sharon Parker, this 8-week online course equips you to redesign your own and others’ work to promote happier, healthier employees and more successful businesses. Register your interest Motivation at Work Delivery: Online Date: 20 April 2026 start How to keep employees engaged and motivated in today's ever-changing work environment? Facilitated by John Curtin Distinguished Professor Marylène Gagné, this 6-week online course explores what drives people to work well, and teaches you the contemporary theory and practical skills to increase motivation in your workplace. Register now

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.

< Back Mental Awareness, Respect and Safety in the mining industry – Towards a healthy and safe workforce in the mining industry: A review and mapping of current practice Read the report About the report This report report provides an overview and assessment of employee well-being in the Australian mining sector and develops an innovative approach to construct measures of employers’ prioritisation across three focus areas: mental health and well-being, physical health and safety, and workplace culture and sexual harassment/assault. Duncan, A., Kalsi, J., and Mavisakalyan, A. (2022). Towards a healthy and safe workplace in the mining industry: A review and mapping of current practice, Bankwest Curtin Economics Centre, September 2022. A report prepared by the Bankwest Curtin Economics Centre for the Department of Mines, Industry Regulation and Safety, Government of Western Australia, 2022. Citation: Previous Next