Chong, Jane X Y; Andrei, Daniela M; Kho, Madison C; Iles, Lucinda J; Parker, Sharon K; Moore, Hayley I

Can we reimagine the very structure of aged care work to build a brighter future for both the elderly and the care workforce? This presentation delves into the process behind, and outcome of, a participatory work redesign intervention implemented to reduce aged care workers’ job demands. Population ageing highlights the need for the future availability of a healthy and committed aged care workforce to provide effective care for the elderly. Yet, the sector is characterised by poor working conditions including low wages, high physical and mental health risks, and non-standard employment (OECD, 2023). Although many interrelated factors contribute to the above challenges, there is growing agreement that good work design is key (Cooke & Bartram, 2015; Kellner, et al., 2016). Work design refers to “the content and organization of one’s work tasks, activities, relationships, and responsibilities” (Parker, 2014; p.662). Unfortunately, aged care work is often characterised by poor work design, especially excess job demands and a lack of key job resources. Job demands are the aspects of work that require sustained physical or mental effort from employees (Demerouti et al., 2001). Workers in the healthcare sector are exposed to high levels of demands, including high workload, time pressure, and emotional demands, which can exacerbate work stress, leading to burnout and turnover (Krystal, 2020). Thus, the goal of the study is to conduct and evaluate a work-redesign intervention aimed at reducing employees’ job demands in a residential aged care setting. Developed and implemented in collaboration with an aged care services provider, we evaluated the intervention’s effectiveness using self-report and organisational data from four residential care facilities using a quasi-experimental research design. The intervention featured a participatory approach that involved the consultation of nurses, care workers, and therapists to identify and provide work redesign solutions to be implemented by management. This presentation will explore the findings, including a significant reduction in employees’ levels of time pressure, emotional demands, and in absenteeism. There was no clear impact on turnover or well-being. The presentation will also discuss the intricacies related to a participatory work redesign process, such as challenges encountered and tips for success.

The learning objectives below inform professional development on the topics of psychosocial risks, work design, and intervention design and evaluation. At the conclusion of the presentation, attendees will be able to...

1. Demonstrate an understanding of work redesign as an organisational-level, primary intervention for reducing psychosocial risk;
2. Summarise the key components of the intervention and its impact on employee and organisational outcomes; and
3. Evaluate the potential barriers associated with implementing participatory interventions.

Attendees may use the content of the presentation as a case study to apply their learnings in their own work settings.