Pilot Program

We’re now recruiting for our Pilot Program! We are a funded 501(c)(3) non-profit, so there's no cost to you.

Signup Now to schedule an introductory call.

Pilot Program

We’re now recruiting for our free Pilot Program! We are fully fundedĀ  Ā  Ā 501(c)(3) non-profit so there's no cost to you. Signup now to schedule an introductory call

Progressive Work Institute Progressive Work Institute
  • Join
    • The Program
    • Information Sessions & Events
  • Resources
    • Research
    • Case Studies
    • FAQs
  • News
    • News and Posts
    • Press Releases
  • About Us
    • About Us
    • Meet The Team
    • Connect With Us
    • Partnerships
  • Donate
Donate
Menu
Progressive Work Institute Progressive Work Institute

PWI IRB Consent Form

This field is for validation purposes and should be left unchanged.
PROGRAM OVERVIEW
The Progressive Work Model (PWM) has four components that we will tailor to your organizational/departmental needs, per your approval, prior to the pilot.

Thank you for your interest, feel free to reapply when you can pilot for 12 weeks

Your Information

Your Name(Required)

Organization Details

Organization Address (optional)

Thank you for your interest, feel free to reapply when you have more than one department.

Please list the names of each department (select the + to add more)(Required)

Thank you for your interest, feel free to reapply when you have at least 10 workers.

Which work-life program(s) does your organization offer (select all that apply)?(Required)

Thank you for your interest, please feel free to re-apply once you offer at least one work-life program.

Are you willing to offer at least one program prior to piloting(Required)

Thank you for your interest, please feel free to re-apply once you offer at least one work-life program.

Which mode(s) of data collection is your organization willing to accommodate (select all that apply)?(Required)

The Progressive Work Institute is committed to protecting and respecting your privacy, and we’ll only use your personal information to administer your account and to provide the products and services you requested from us. In order to provide you the content requested, we need to store and process your personal data. If you consent to us storing your personal data for this purpose, please tick the checkbox below.

Consent(Required)

Informed Consent

IRB Number # 24-09-2470

Formal Study Title: Mediating Burnout: A Multiorganizational Case Study Implementing The Progressive Work Model

Authorized Study Personnel:

Principal Investigator:Ā Monika Doss, DBA monika.doss@progressivework.org

Key Information:

If you agree to participate in this study, the project will involve:

  • Males/Females between the ages of 18-99
  • Procedures will include two optional short questionnaires, 30-60 minute optional interview via Zoom, and optional periodic touchpoints/check-ins via email.
  • 0 visits are required
  • There are minimal risks associated with this study
  • You will be paid $0 for your participation
  • You will be provided a copy of this consent form

Ā Information:

You are invited to take part in this research study. The information in this form is meant to help you decide whether or not to participate. If you have any questions, please ask.

Ā Why are you being asked to be in this research study?

You are being asked to be in this study because you are a worker of an organization that is interested in piloting the Progressive Work Model as a way to reduce burnout and turnover. To participate you must be legally allowed to work per the labor laws of the country/state/province you reside in.

Ā What is the reason for doing this research study?

This research project focuses on understanding how implementing the Progressive Work Model (PWM) contributes to worker well-being and burnout. The PWM is an empirically designed, forward-thinking framework used to organize work activities and processes within an organization that meets the work-life balance needs of the modern workforce by mitigating burnout and reducing turnover. There are four components:

Choice-facilitated autonomy - workers select their job status, employee or independent contractor, rather than the organization pre-determining it, to facilitate their desired level of autonomy when performing the job.

Flexible work practices – e.g., four-day workweek, hybrid schedule, part-time work.

Psychological safety climate - a worker's perception of an organization's commitment to safeguarding their psychological health and safety through policies, practices, and procedures prioritizing job demands not exceeding resources.

Work-life programs – initiatives to support worker well-being ( e.g., medical insurance,Ā  personal time off (PTO), retirement planning).

To participate, your organization must have at least two departments, 10 workers (employee &/or independent contractor), be willing to allow at least one department to pilot the PWM for six months – tailored to your organization, and offer at least one work-life program to employees and be open to offering the program(s) to independent contractors too (in-keeping w/applicable labor laws). The following are inexhaustive examples of commonly offered programs:

  • Dental Insurance
  • Financial Assistance & Counseling
  • Gym Membership
  • Legal Assistance & Counseling
  • Maternity Leave
  • Medical/Healthcare Insurance
  • Mental Health Assistance
  • Paternity Leave
  • Paid time off (PTO – vacation, sick, or other)
  • Retirement plan (e.g., 401(k), IRA)

What will be done during this research study?

Workers of your organization will have the option to complete two short questionnaires and participate in a 30-60 minute interview via Zoom (video is optional, audio will be recorded and transcribed. The optional 10-15 minute online questionnaires asks simple questions about their experiences and preferences as a worker. It asks questions about their background and options that might be used to reduce burnout and turnover. Finally, the questionnaire is also trying to determine whether your workforce finds their work-life balanced and if they feel they can accomplish their tasks efficiently and effectively.

Then the PWM will be tailored based on the organization’s needs, and a department(s) will be randomly selected to pilot the PWM for six months. During the pilot there will also be regular check-ins/touchpoints with the test group manager and decision maker where they will have the option to provide feedback. At the end of the six month pilot a short questionnaire will be distributed to the participating department(s).

Once the analysis of the questionnaire is complete, we will share the results and cost-benefit analysis of the pilot with your organization’s decision-maker(s) so they can make an informed decision to continue piloting, stop piloting, or implement the PWM.

How will my data be used?

Your data will be sent to researchers outside of Pepperdine University because this is a global study that involves researchers in various countries to asynchronously collect and analyze data. The data that are sent to these researchers will contain identifiable information including the department. Identifiable information is being sent to these researchers because it is needed to segment the test group from the control group.

What are the possible risks of being in this research study?

We believe there is only minimal risk in participating. You will be able to take breaks while completing the questionnaire(s) and/or interview(s).Ā  Additionally, you will be able to save your survey progress and return at a later time to complete it, and interviews can be rescheduled or canceled.

What are the possible benefits to you?

The results of this study could help organizations across the globe recoup the $322 billion inĀ  turnover costs by mitigating burnout – allowing workers to reap the benefits of optimal work-life balance. However, you may not get any benefit from being in this research study.

What are the possible benefits to other people?

The benefits to science and/or society may include better understanding of how to mitigate burnout to improve the well-being of workers across the globe.

What are the alternatives to being in this research study?

Instead of being in this research study you can opt to not participate.

What will being in this research study cost you?

There is no cost to you for being a participant in this research study.

Will you be compensated for being in this research study?

No

What should you do if you have a problem during this research study?

Your welfare is the major concern of every member of the research team. If you have a problem as a direct result of being in this study, you should immediately contact one of the people listed at the beginning of this consent form.

How will information about you be protected?

The data will be stored electronically through a secure server and will only be seen by the research team during the study and for up to three years after the study is complete.

We have taken precautions to preserve your privacy by making the questionnaire(s) and interview(s) confidential. No personal identifying information is collected beyond simple and generic characteristics. Responses will not capture the IP address, location data, and contact info will not be captured. Zoom video/voice recordings will be discarded immediately after finalizing transcription (pseudonyms will be used), and data, including the informed consent, will be securely stored for at least three years.

The only persons who will have access to your research records are the study personnel, the Institutional Review Board (IRB) of Pepperdine University, and any other person, agency, or sponsor as required by law. The information from this study may be published in scientific journals or presented at scientific meetings but the data will be reported as group or summarized data and your identity will be kept strictly confidential.

What are your rights as a research subject?

You may ask any questions concerning this research and have those questions answered before agreeing to participate in or during the study.Ā  For study related questions, please contact the investigator(s) listed at the beginning of this form.Ā  For questions concerning your rights or complaints about the research contact the Institutional Review Board (IRB):

Phone: 1(310)568-2305

Email: gpsirb@pepperdine.edu

What will happen if you decide not to be in this research study or decide to stop participating once you start?

You can decide not to be in this research study, or you can stop being in this research study (ā€œwithdraw’) at any time before, during, or after the research begins for any reason. Deciding not to be in this research study or deciding to withdraw will not affect your relationship with the investigator or with Pepperdine University.

You will not lose any benefits to which you are entitled.

Documentation of informed consent

You are voluntarily making a decision whether or not to be in this research study. Selecting ā€˜I agree’ means that (1) you have read and understood this consent form, (2) you have had the consent form explained to you, (3) you have had your questions answered and (4) you have decided to be in the research study. You can print a copy of this consent form for your records.

I agree - I do not agree(Required)

Thank you for your interest, please feel free to re-apply once you can agree to the Informed Consent.

Clicking 'SUBMIT' will take you to a page to schedule your introductory call with our Research Director. There is no cost.

Progressive Work News

  • About Us
  • Research
Progressive Work Institute
  • Contact
  • Privacy Policy

Copyright Ā© 2026 Progressive Work Institute 501(c)(3). Registered in the US - registration# 99-4179383. All rights reserved.

  • Join
    • The Program
    • Information Sessions & Events
  • Resources
    • Research
    • Case Studies
    • FAQs
  • News
    • News and Posts
    • Press Releases
  • About Us
    • About Us
    • Meet The Team
    • Connect With Us
    • Partnerships
  • Donate

9. Spreitzer, G. M., Cameron, L., & Garrett, L. (2017). Alternative Work Arrangements: Two Images of the New World of Work. Annual Review of Organizational Psychology and Organizational Behavior, 4, 473-499.

40. Doss, M. M. (2024). Addressing Burnout: A Shift to the Progressive Work Model (Order No. 31293932). Available from Dissertations & Theses @ Pepperdine University – SCELC; ProQuest Dissertations & Theses Global. (3067377935). https://lib.pepperdine.edu/login?url=https://www.proquest.com/dissertations-theses/addressing-burnout-shift-progressive-work-model/docview/3067377935/se-2

39. Villamor, I., Hill, N. S., Kossek, E. E., & Foley, K. O. (2023). Virtuality at Work: A Doubled-Edged Sword for Women’s Career Equality?. Academy of Management Annals, 17(1), 113-140.

38. Coote, A., Harper, A., & Stirling, A. (2021). The Case for a Four-day Week. Polity Press.

37. Shiri, R., Turunen, J., Kausto, J., Leino-Arjas, P., Varje, P., VƤƤnƤnen, A., & Ervasti, J. (2022, May). The Effect of Employee-oriented Flexible Work on Mental Health: a Systematic Review. Healthcare, 10(5), 883. MDPI.

36. Carvalho ManhĆ£es Leite, C., & Wooldridge, A. R. (2022). Prediction of Nursing Burnout—A Scoping Review of the Literature from 1970 to 2021. IISE Transactions on Healthcare Systems Engineering, 13(4), 294–313. https://doi.org/10.1080/24725579.2022.2149638

35. Wynendaele, H., Gemmel, P., Pattyn, E., Myny, D., & Trybou, J. (2021). Systematic Review: What is the Impact of Self‐scheduling on the Patient, Nurse and Organization?. Journal of Advanced Nursing, 77(1), 47-82.

34. Gallup (2022, August 31). High Risk of Turnover for Remote-Capable Employees if Not Allowed Remote Flexibility. https://www.gallup.com/workplace/397751/returning-office-current-preferred-future-state-remote-work.aspx.

33. Alexander, A., De Smet, A., Langstaff, M., & Ravid, D. (2021). What employees are saying about the future of remote work. McKinsey & Company, 1-13.

32. van Zoonen, W., Sivunen, A., Blomqvist, K., Olsson, T., Ropponen, A., Henttonen, K., & Vartiainen, M. (2021). Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic. International Journal of Environmental Research and Public Health, 18(13), 6966. https://doi.org/10.3390/ijerph 18136966.

31. Sooriyapperuma, S. W., & Nawarathna, C. (2021). Determinants of Employees’ Job Satisfaction when Working from Home; with Particular Reference to the Telecommunication and Software Companies in Colombo District Sri Lanka. Asian Journal of Social Science and Management Technology, 3(2), 47-61.

30. Allen, T. D., Golden, T. D., & Shockley, K. M. (2015). How Effective is Telecommuting? Assessing the Status of our Scientific Findings. Psychological Science in the Public Interest, 16(2), 40-68.

29. Nilles, J. (1975). Telecommunications and Organizational Decentralization. IEEE Transactions on Communications, 23(10), 1142-1147.

28. Henkens, K., van Dalen, H. P., & van Solinge, A. H. (2021). The Rhetoric and Reality of Phased Retirement Policies. Public Policy & Aging Report, 31(3), 78-82.

27. Beham, B., Drobnič, S., PrƤg, P., Baierl, A., & Eckner, J. (2019). Part-time Work and Gender Inequality in Europe: a Comparative Analysis of Satisfaction with Work–life Balance. European Societies, 21(3), 378-402.

26. Barbieri, P., Cutuli, G., Guetto, R., & Scherer, S. (2019). Part-time Employment as a way to Increase Women’s Employment:(where) Does it Work?. International Journal of Comparative Sociology, 60(4), 249-268.

25. International Labour Organization (n.d.). What are part-time and on-call work? https://www.ilo.org/global/topics/non-standard-employment/WCMS_534825/l—g–en/index.htm.

24. Gratton, L. (2021). How to do Hybrid Right. Harvard Business Review, 99(3), 66-74.

23. Wontorczyk, A., & Rożnowski, B. (2022). Remote, Hybrid, and On-Site Work during the SARS-CoV-2 Pandemic and the Consequences for Stress and Work Engagement. International Journal of Environmental Research and Public Health, 19(4), 2400.

22. Chung, H., & Van der Lippe, T. (2018). Flexible Working, Work-life Balance, and Gender Equality: Introduction. Social Indicators Research, 151(2), 365-381.

21. Idris, A. (2014). Flexible Working as an Employee Retention Strategy in Developing Countries. Journal of Management Research, 14(2), 71-86.

20. Panda, S. S., & Mishra, N. R. (2018). Factors affecting temporary labour migration for seasonal work: a review. Management research review, 41(10), 1176-1200.

19. Davidson, O. B., Eden, D., Westman, M., Cohen-Charash, Y., Hammer, L. B., Kluger, A. N., & Spector, P. E. (2010). Sabbatical Leave: Who Gains and How Much? Journal of Applied Psychology, 95(5), 953-964.

18. 4 Day Week Global (2023). https://www.4dayweek.com/research

17. Grant, A. (2021, October 8). The Real Meaning of Freedom at Work. Wall Street Journal. https://www.wsj.com/articles/the-real-meaning-of-freedom-at-work-11633704877.

16. Coote, A., Harper, A., & Stirling, A. (2021). The Case for a Four-day Week. Polity Press.

15. Baltes, B. B., Briggs, T. E., Huff, J. W., Wright, J. A., & Neuman, G. A. (1999). Flexible and Compressed Workweek Schedules: A Meta-analysis of their Effects on Work-related Criteria. Journal of Applied Psychology, 84(4), 496-513.

14. Sharma, A., Ghrutakaushik, N., & Chandra, S. (2021). Impact of 3+ 2+ 2 Work Schedule on ITES Sector. PalArch’s Journal of Archaeology of Egypt/Egyptology, 18(09), 470-479.

13. Bronkhorst, B. (2015). Behaving Safely Under Pressure: The Effects of Job Demands, Resources, and Safety Climate on Employee Physical and Psychosocial Safety Behavior. Journal of Safety Research, 55, 63-72.

12. Hackman, J. R., & Oldham, G. R. (1976). Motivation Through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 16(2), 250-279.

11. Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2013). Work–family Conflict and Flexible Work Arrangements: Deconstructing Flexibility. Personnel Psychology, 66(2), 345-376.

10. Chung, H., & Van der Lippe, T. (2018). Flexible Working, Work-life Balance, and Gender Equality: Introduction. Social Indicators Research, 151(2), 365-381.

8. Hoxha, S., & Ramadani, R. (2023). The Impact of Collectivistic Values and Psychological Needs on Individual Performance with Conscientiousness Acting as a Moderator. Sustainability, 15(14), 10746.

7. Deng, H., Leung, K., Lam, C. K., & Huang, X. (2019). Slacking Off in Comfort: A Dual-Pathway Model for Psychological Safety Climate. Journal of Management, 45(3), 1114-1144.

6. Harknett, K., & Schneider, D. (2022). Mandates Narrow Gender Gaps In Paid Sick Leave Coverage For Low-Wage Workers In The US: Study Examines Gender Gaps in Paid Sick Leave Coverage for Low-Wage Workers. Health Affairs, 41(11), 1575-1582.

5. Harknett K. & Schneider D. (2022). The Harvard Shift Project.Ā https://shift.hks.harvard.edu/

4. McKinsey & Company (July 17, 2023). What is Psychological Safety? https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-psychological-safety

3. McKinsey & Company (February 11, 2021). Psychological Safety and the Critical Role of Leadership Development.Ā https://www.mckinsey.com/capabilities/people-and- organizational-performance/our-insights/psychological-safety-and-the-critical-role-of-leadership-development

2. Parkin, A. K., Zadow, A. J., Potter, R. E., Afsharian, A., Dollard, M. F., Pignata, S., Bakker, A., & Lushington, K. (2023). The Role of Psychosocial Safety Climate on Flexible Work From Home Digital Job Demands and Work-life Conflict. Industrial Health, 61(5), 307-319.

  1. Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources Model: State of the Art. Journal of Managerial Psychology, 22(3), 309-328.

References

Maslach, C. (1974). Social and personal bases of individuation. Journal of Personality
and Social Psychology, 29(3), 411-425.

References

Gallup (2021). Employee Wellbeing Is Key for Workplace Productivity. gallup.com/workplace/215924/well-being.aspx .

References

Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job Burnout. Annual Review of
Psychology, 52(1), 397–422. doi.org/10.1146/annurev.psych.52.1.397.