Organisational Psychology
& Workplace Research
My interest in organisational psychology developed during my career in Visual Effects, where I became increasingly curious about how management decisions, workplace relationships and organisational practices influence people's experiences and productivity at work. This led me to pursue a BSc in Psychology and an MSc in Organisational Psychology, combining my professional experience with a deeper understanding of human behaviour in organisations.
My research explores workplace well-being, interpersonal perception, social relationships and informal power, but there are still many topics I'd like to investigate.
Through quantitative methods and statistical analysis, I aim to better understand the factors shaping employees' experiences and how research findings can inform organisational practices.
Skillset
01 Research Design
· Survey and questionnaire design
· Literature reviews
· Hypothesis development
· Quantitative and dyadic designs
· Research ethics
02 Data & Analysis
· Mixed-effects modelling
· Multiple regression and correlation
· Scale construction
· Interpersonal-accuracy measures
· SPSS · Gorilla · R (base)
· Python (base) · Qualtrics
03 Organisational Practice
· Psychosocial risk assessment
· Work and intervention design and planning
· Evidence-based recommendations
· Translating data into actionable steps
04 Facilitation & Development
· Lumina Spark interpretation
· Feedback conversations
· Multi-department coordination
· University teaching & mentoring
Previous Research Projects:
01 - MSc Dissertation
Does Being Known Improve Contact Quality? Interpersonal Accuracy and Perceived Informal Power in Coworker Relationships
Research question
Does being accurately perceived by a coworker—in terms of personality traits and important social identities—relate to better contact quality? And does the coworker’s perceived expert or referent power change that relationship?
Method
A cross-sectional survey of 120 employees forming 60 nominated coworker dyads. Participants independently rated themselves and each other. Accuracy scores were calculated by comparing self-ratings with coworker judgements, while mixed-effects models accounted for the paired observations. The project included literature review, hypothesis development, questionnaire design, data analysis and interpretation. Questionnaire done with custom scripts in Gorilla, data analysed in RStudio.
Key findings
Neither trait nor social-identity accuracy was directly associated with contact quality. Referent power showed a positive association with contact quality, while expert power moderated the relationship between overall accuracy and contact quality. Exploratory analyses also identified interactions involving competence, warmth and neurotype accuracy.
Practical relevance
Feeling accurately recognised may not be sufficient to produce a positive workplace relationship. The functional and relational value associated with a coworker—such as expertise and acceptance—may influence both contact quality and when accurate perception matters. Generally, it seems like when the colleague is considered to be able to offer any type of resource, the contact quality is boosted.
Keywords
Interpersonal accuracy · Coworker relationships · Informal power · Social identity · Contact quality · Mixed-effects models
02 - BSc Dissertation
Work-Life Balance in Hybrid Creative Work - Flexibility, organisational support and control over work-life boundaries.
Research question
How are workplace flexibility, perceived organisational support and employees’ control over work–life boundaries associated with work–life balance in hybrid creative work?
Method
A quantitative survey incorporating established psychological measures. Correlation analysis and multiple linear regression were used to examine the relationships between workplace resources and work–life balance. The project included literature review, hypothesis development, questionnaire design, data analysis and interpretation. The questionnaire was done in Qualtrics, while the data was elaborated in SPSS.
Key findings
Boundary control and perceived organisational support made significant independent contributions to the regression model. Flexibility was associated with work-life balance but did not make a significant independent contribution after organisational support and boundary control were considered.
Practical relevance
Simply allowing employees to work flexibly may not be enough, though it's worth considering that having a flexible arrangement was part of the inclusion criteria. Organisations should also help employees maintain control over their working boundaries, provide meaningful support and address working practices—such as excessive overtime—that can undermine the benefits of flexibility.
On an exploratory level, the research supported that the best work-from-home setup, in terms of higher work-life balance, is the one that reflects the will of the individual.
Keywords
Work-life balance · Hybrid work · Boundary control · Organisational support · Flexibility · Creative industries
03 - MSc applied project
Psychosocial Risk Assessment and Work Redesign
Project aim
To identify psychosocial hazards arising from restructuring, digital transformation and cost reduction, and to develop an evidence-based intervention supporting employee wellbeing and sustainable performance.
Approach
Analysed a workplace case using the Job Demands-Resources model and psychosocial risk frameworks. Mapped risks across workload, autonomy, technology, role clarity, working relationships and work-life boundaries.
Proposed intervention
Designed a six-month participatory pilot (PAR) following the PRIMA-EF risk-management process. The plan combined employee co-design, work and technology redesign, management development and multilevel action across individuals, groups, leaders and the organisation.
Practical relevance
Demonstrated how organisations can address the underlying design of work, not only individual resilience, during technological and organisational change. The proposal included baseline and follow-up measurement, implementation planning, GANNT charts, stakeholder responsibilities and criteria for evaluating wellbeing and organisational outcomes.
Keywords
Psychosocial risk · Employee wellbeing · Work redesign · Digital transformation · Participatory intervention · Job demands and resources
Research & Professional Interests
In general, I'm interested in understanding and investigating how people, relationships and organisational systems shape working life.
Employee Wellbeing
Work design, psychosocial risks, organisational support, work-life balance and boundaries, sustainable productivity.
Identity, Perception & Behaviour at Work
Impression management, professional identity, interpersonal perception, metaperception, contact quality, influence and informal power.
Organisational Change
Employee responses to restructuring, AI, automation, new technologies and changing ways of working.
Teams & Collaboration
Leadership behaviour, communication, trust, conflict resolution and collaboration across departments and disciplines.
L&D
Workplace learning, feedback, mentoring, behavioural flexibility and leadership development.
Creativity & Tech
Organisational best practices in creative and tech fields characterised by project-based work, high turnover and international teams.