A worker’s response to stressors at work may be positive or negative for worker wellbeing, depending on a number of
Yüklə 278,5 Kb. Pdf görüntüsü
|
- Bu səhifədəki naviqasiya:
- Workplace Health and Safety Queensland
- Choice/self direction
- Workplace Health and Safety Queensland Input into decision-making
|
www.worksafe.qld.gov.au 1300 362 128 The eight risk factors for work-related stress are interrelated so it is best not to consider them in isolation. There is a greater risk of work-related stress when a number of these stressors or risk factors act in combination. The following eight risk factors have been identified as being associated with work-related stress related ill health. 1. Work demands Everyone has a given capacity for work and if a person’s capacity is exceeded the person may experience work-related stress. Some common work demands include: • time pressure including inadequate time and resources to complete jobs satisfactorily, working too hard or too fast and difficult targets. • high mental task demands such as work that requires high-level decision making or prolonged periods of concentration. • work that is monotonous and dull or does not utilise a worker’s range of skills or previous training. • high emotional task demands, including work that is emotionally disturbing or requires high emotional involvement. • working long hours or overtime, working through breaks or taking work home. • shift rosters that are unpredictable and/or affect amount and quality of sleep, or make it difficult to balance work and family life. 2. Low levels of control The risk factor of ‘control’ refers to how much influence a person has in how they meet their task demands and how they perform their work in general (also known as autonomy). Unnecessary levels of supervision and surveillance, excessive responsibility but little authority or decision making and little or no say in how work is done can all lead to a stress response. A person’s tasks need to be meaningful, varied and allow for an appropriate degree of autonomy. It is possible for everyone in an organisation (not just those in senior positions) to feel they have input into their work simply by the communication and consultation strategies that are utilised in the work team. 3. Poor support from supervisors and/ or co-workers This important risk factor covers aspects such as whether workers feel they are given constructive feedback, whether they can talk to their supervisor and peers about work problems, whether their supervisor helps fix work problems, whether peers help out when things are tough and whether it is possible to talk to, and form relationships with, work colleagues. The way workers are supported is key to reducing or moderating work-related stress. For instance, support may be provided through practical assistance in performing tasks or through the provision of information. It can also come in the form of emotional support, which refers to non-tangible assistance such as talking over a problem with a worker, providing positive feedback/encouragement or informally congratulating a member of a team for a job well done. Risk factors for work-related stress are aspects of work that are associated with psychiatric, psychological and/or physical injury or illness. Risk factors for work-related stress Workplace Health and Safety Queensland Workplace Health and Safety Queensland 04 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland Support provided by peers and supervisors can ‘cushion’ the stress responses people might otherwise experience where their jobs are demanding and they feel that they are not in control. This gives them greater coping resources in times of high work demand. 4. Lack of role clarity Role confusion arises when workers do not have clarity regarding their work objectives and key accountabilities, their co-workers’ expectations of them and the overall scope and responsibilities of their job. A wide range of situations can create confusion, for instance beginning a new job or starting in a new organisation, a transfer, a new supervisor or manager or a change in the structure of a work unit. Role conflict occurs when a worker is required to perform a role that conflicts with their values or when they are torn between incompatible job demands. The greater the role conflict, the higher the likelihood of a worker experiencing work-related stress. The risk of work-related stress can be reduced by ensuring workers understand their role within the organisation and that any expectations placed on them do not conflict. 5. Poorly managed relationships Colleagues can be important sources of support but they can also be potential sources of stress. Relationships with bosses, peers and subordinates can positively or negatively affect the way a worker feels and it is likely that wherever groups of people work together, some conflict will arise from time to time. This is normal and in some cases can provide positive impetus for innovation and growth. Conflict becomes a risk factor however, where it remains unresolved or becomes particularly intense. This may include prolonged friction and anger between colleagues, strained relationships or bullying. It is important that proactive steps be taken by the individuals and/or by management to resolve conflict early. 6. Low levels of recognition and reward
Rewarding workers’ efforts and recognising individual and team contributions and achievements within the organisation is important when trying to minimise the risk of work-related stress. Appraisal and recognition can be achieved through tangible rewards or through feedback on task performance and providing opportunities for the development of skills. Worker recognition is a communication tool that reinforces and rewards the actions and behaviours you most want people to repeat. Providing worker recognition by saying “thank you” encourages more of the same actions and thinking. Workers who feel appreciated are more positive about themselves and their ability to contribute. 7. Poorly managed change This risk factor refers to how organisational change (large or small) is managed and communicated in the organisation. Change can be related to alterations in individual work conditions such as a change of role or shift roster or the introduction of new technology, or can be related to work- team or organisational level changes such as mergers, acquisitions, restructures or downsizing. Poor management of this process can lead to workers feeling anxious and uncertain about aspects of their work or employment status. Communicating what the organisation wants to achieve through the change and involving and supporting workers throughout the process is crucial. 8. Organisational justice Organisational justice refers to perceptions of fairness about work procedures and how they are enacted. Procedural fairness generally relates to how procedures are implemented within the organisation. For example, procedures are regarded as fair when they are unbiased, consistently applied, use accurate information and are open to appeal processes. Relational fairness refers to the degree of dignity and respect afforded to a worker during a process. It is important for employers to promote a positive and fair working environment, with the experience of injustice being potentially harmful to both the individual and the organisation. © The State of Queensland (Department of Justice and Attorney-General) 2014. Copyright protects this document. The State of Queensland has no objection to this material being reproduced, but asserts its right to be recognised as author of the original material and the right to have the material unaltered. The material presented in this publication is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations, or warranties about the accuracy or completeness of the information contained in this publication, and the reader should not rely on it. The Queensland Government disclaims all responsibility and all liability (including, without limitation, liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason. AEU 14/5347 Workplace Health and Safety Queensland www.worksafe.qld.gov.au 1300 362 128 Workplace Health and Safety Queensland Work demands Possible solutions Decisions need to be made about what practical solutions (control measures) will be used in the workplace to prevent, eliminate or minimise the effect of work-related stressors on worker health. Time pressure When there is a demanding workload: • Ensure workers have adequate time to complete their tasks and allow them to have input when determining the timing and pace of their work. • Consult with workers when determining performance targets, set targets that are realistic and achievable, and take into account existing workloads when setting targets. Team-based targets are an effective measure for improving overall performance against the organisational goals and building effective teams. • Regularly review workloads to ensure workers have sufficient resources (in terms of time, administrative support or equipment) to cope. Workloads can be reviewed during team meetings, through an informal check-in with the supervisor or by undertaking worksite assessments. Work demands are one of the most common sources of work-related stress. While workers need challenging tasks to maintain their interest and motivation, and to develop new skills, it is important that demands do not exceed their ability to cope. Workers can usually cope with demanding work if it is not excessive, if they are supported by supervisors and colleagues, and if they are given the right amount of autonomy. At the organisational level, controls target the work itself and focus on job design, work environment and working conditions. For the risk factor ‘high work demands’, organisational level solutions address time pressure, long or irregular working hours, mental demands, physical demands and emotional demands. 05 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland • Monitor workloads during periods of peak demand (e.g. Christmas, school holidays or seasonal peaks) and provide additional support where required. • Assist workers in the development of personal work plans to help them prioritise their tasks. • Negotiate reasonable deadlines for completing tasks. During periods where deadlines are tight, inform workers of the reasons behind the deadlines and why it is important they are met. • Encourage workers to speak up at an early stage if they feel their task demands are excessive and to seek guidance from management about priorities if there are insufficient resources to effectively complete the tasks. When there are under- or over-qualified workers: • It is important workers are competent at their job and that their work is rewarding, therefore:
- design jobs to be within workers’ capabilities - consider workers’ skills and abilities when allocating tasks
• Develop a system to keep training records up-to-date, ensuring workers are competent and comfortable in undertaking the core functions of their job. • Limit giving workers tasks that under-utilise their skills. They may feel frustrated and unmotivated if they are not being challenged in their work. • Consult with workers about the opportunity to broaden the scope of their job by expanding the range of job tasks and responsibilities assigned to them. • Avoid repetitive and monotonous work by rotating job tasks. When there are demanding hours of work, including overtime and shiftwork: • Ensure sufficient cover for workers who are on annual or sick leave. If overtime is necessary, plan ahead so that workers can schedule their activities around it. • Develop a system to notify workers of unplanned tight deadlines and any exceptional need to work long hours. • Ensure adequate work breaks and, where practicable, allow some flexibility in the timing of breaks. • Strive to make working hours regular and predictable. • Avoid encouraging workers to regularly work long hours, take work home or work through breaks. • Ensure workers have adequate time management skills and provide training where needed. • Promote a work-life balance and encourage workers to take annual leave or holidays when they are due. • Ensure shift rosters are agreed to by workers and provide communication and consultation when designing or changing rosters. • Educate workers about the early warning signs of stress and fatigue. Encourage them to report their tiredness and take breaks when they need to. • Ensure the roster provides for a continuous seven to eight hours sleep in each 24 hours, and at least 50 hours sleep for every seven days. • Limit overtime and do not allow workers to regularly exceed a 12 hour shift. • Minimise safety critical tasks during the early hours of the morning (3 am to 5 am). • Have a policy on second jobs – ensure that the worker understands the need to get sufficient sleep. Mental demands There are a number of ways to manage work that requires lengthy periods of concentration: • Rotate tasks and schedules so that workers are not always assigned jobs that require an extreme focus of their attention. • Give workers some control over the way they do their work including work pace and order of tasks (see Tip Sheet 6: Solutions – Low levels of control for more information). • Allow sufficient time for breaks. For work that requires complex and high-level decision making: • Provide sufficient information to enable workers to perform tasks competently, including adequate support and resources for decision-making. • Provide additional practical assistance when workers are doing challenging tasks. • Allow workers sufficient time to perform the tasks assigned and provide suitable equipment which is appropriately maintained. • Evaluate and review workers’ competency and capability and provide additional training where needed. • Have systems in place to support workers when they are required to make difficult decisions or when there are negative consequences to decisions they have made (e.g. child safety workers). Refer to the Managing Fatigue guide for practical information about managing fatigue in the workplace.
Physical demands • Manage environmental hazards such as noise, vibration, poor lighting or poorly designed equipment. • Make the physical environment as comfortable as possible and designed specifically for the tasks being undertaken (e.g. make changes to the work station, tools or equipment, or the way a job is done where needed). • Allow workers to take regular breaks away from physically demanding work and where practicable, rotate repetitive tasks between workers. • Ensure workers are well trained and capable of undertaking the required tasks. Emotional demands Some forms of work are inherently high in emotional demands, including work that is emotionally disturbing, requires high emotional involvement or requires workers to regularly hide their emotions (e.g. customer service work). For work that is emotionally demanding: • Where possible, allow workers greater control over their jobs (e.g. empowering workers to make decisions that will reduce emotional demands such as giving a refund for a product). • Give workers the opportunity to get some distance from work that is emotionally demanding and encourage regular breaks or ‘time out’. • Provide training to workers on how to diffuse difficult or confronting situations (e.g. conflict management skills) and ensure they have available support from supervisors. • Provide additional training and support to workers who are required to interact with clients (e.g. patients, customers, children, passengers or guests) and who may have to spend more time regulating their own emotions or display a higher variety of emotions at odds with their true feelings. • Assess the risk of client-initiated violence and aggression and develop and implement systems to manage this risk where workers are exposed. • Make psychological/medical support available to workers who are directly and indirectly involved in a traumatic event or in other emotionally demanding work. • Where emotional demands are an unavoidable part of a workers’ role, ensure these are captured in a position description and that applicants are informed at the pre- selection stage (e.g. at interview) of the demanding nature of the role. © The State of Queensland (Department of Justice and Attorney-General) 2014. Copyright protects this document. The State of Queensland has no objection to this material being reproduced, but asserts its right to be recognised as author of the original material and the right to have the material unaltered. The material presented in this publication is distributed by the Queensland Government as an information source only. The State of Queensland makes no statements, representations, or warranties about the accuracy or completeness of the information contained in this publication, and the reader should not rely on it. The Queensland Government disclaims all responsibility and all liability (including, without limitation, liability in negligence) for all expenses, losses, damages and costs you might incur as a result of the information being inaccurate or incomplete in any way, and for any reason. At the individual level, solutions are aimed at assisting individuals to cope or build resilience. Appropriate activities to be considered at this level of intervention include: • corporate induction programs • access to employee assistance programs • training about resilience • health and wellbeing programs • counselling/therapy for people experiencing distress from sources both in and outside of the workplace. AEU 14/5347 Workplace Health and Safety Queensland
Workplace Health and Safety Queensland Levels of control Some jobs are inherently low in control–for example call centres–but it is possible for all organisations to enhance workers’ control over their work in a number of ways. Possible solutions Decisions need to be made about what practical solutions (control measures) will be used in the workplace to prevent, eliminate or minimise the effect of work-related stressors on worker health. Choice/self direction • A worker’s tasks need to be meaningful, varied and allow for an appropriate degree of self direction. • Let workers have a say in how their own work is organised rather than imposing direction. Allow them to have input on:
— how job tasks should be completed (where the order and timing of tasks are not critical to the outcome)
— how problems should be tackled — the pace of their work. • Ensure workers have the skills required to achieve most of their goals. Where skills are lacking, discuss opportunities for development. • Use performance reviews as a positive opportunity for workers to have input into the way they do their work, rather than focusing only on inadequate performance. • Provide opportunities for job rotation to enable skill development and job variation. This risk factor addresses the level of influence workers have on how they meet their task demands and the way they perform their work in general. Low levels of job control, where there is high work demand and low support from co-workers or supervisors, can increase the likelihood of worker strain occurring. At the organisational level, controls target the work itself and focus on job design, the work environment, and on working conditions. For the risk factor ‘low levels of control’, organisational level solutions address levels of self direction, allowing input into decision making, fostering consultation and communication and supervising workers appropriately. 06 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland Input into decision-making Everyone in an organisation should feel they have input into their work — not just those in senior positions. There are a number of ways an organisation can ensure everyone contributes to decision-making: • Hold regular team meetings during which workers can have input into decisions that concern their work. • Involve workers in the allocation of responsibility for tasks within teams and in determining work objectives and anticipated outputs, roles, timeframes and resourcing. • Provide training to develop supportive leaders who delegate and encourage participation and welcome new ideas. • Encourage a participative approach to management through all of the above. Yüklə 278,5 Kb. Dostları ilə paylaş:
|