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
- Training and development
- Feedback on task performance
- Opportunities for development
- Consultation and participation
- Consultation and communication
- Managing poor or under performance
|
Consultation and communication • Communicate with workers about how and why decisions are made. Whenever possible, seek team involvement with making these decisions. • Develop and maintain a working environment in which workers are consulted and can provide feedback on changes impacting on their tasks. • Develop a system that enables workers to have input into broader organisational issues (for example a suggestion scheme/box). • Know when it is appropriate to consult with workers and ensure the outcomes of a consultation process are fed back to them.
• Ensure that managers are competent supervisors without micro-managing. • Consult with workers when developing performance monitoring systems. • Provide a method through which workers can review and contribute to the output of monitoring systems. • Develop team-based targets which assist in building effective teams and by measuring team performance against the organisational goals. • When assigning work, negotiate objective and reasonable standards to increase workers’ perceptions of ownership and fairness. • Avoid asking workers to regularly stay after hours without prior consultation. • In participation with workers, develop clear policies on the development, implementation and purpose of electronic performance monitoring (EPM). EPM is a system to measure outputs at either an individual or group level (e.g. calls per hour). Ensure all workers are aware of these policies. • Avoid unnecessary monitoring of workers and/or excessive or punitive use of EPM data in performance review processes. • Train supervisory workers in the objective, appropriate and ethical use of EPM. 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. © 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 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. Organisational structures There are many approaches a workplace can take to ensure its workers feel supported: • Ensure that management structures across the organisation and reporting lines within work teams Workplace Health and Safety Queensland Support from supervisors and/or co-workers are clear. This will help workers know who they are accountable to (either overall or for particular tasks) and where they can go for help with work problems. • Provide new workers a proper induction to the organisation and work unit. • Provide and promote an employee assistance service that responds to individual issues or concerns, both work and non-work related. • Promote a culture that values diversity in the workplace. • Provide and promote flexible work practices that best suit individual and business needs. This may include working from home or flexible working hours. Practical support There are various types of assistance that a supervisor/ manager or colleague can provide: • Assist with work demands, including clear work goals. • Provide all workers with adequate information. • Provide workers with training and development opportunities. The way workers are supported is key to reducing or moderating work- related stress. Support provided by supervisors and peers can cushion the stress responses people might otherwise experience when their jobs are demanding and they feel they do not have control over those demands. At the organisational level, controls target the work itself and focus on job design, work environment and working conditions. For the risk factor ‘poor support’, organisational level solutions address practical assistance, the provision of information, emotional support and positive feedback. 07 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland • Conduct performance reviews and include constructive feedback. • Provide additional assistance when workers are undertaking challenging tasks, such as new duties or roles. • Ensure adequate backfilling of roles or redistribution of work when workers are out of the office or away on leave. Information provision • Hold regular team meetings to discuss pressures and challenges within the work unit. Assist workers to come up with practical solutions for any task-related issues that arise. • Provide sufficient information to enable workers to perform tasks competently, particularly when workers are taking on new work. Training and development • It is important workers feel confident and capable of undertaking assigned tasks. Make sure they receive enough training for them to be competent in their roles. • Training can be both task-specific and more general including, for example, training in ethics and behavioural expectations (code of conduct), mental health and cultural awareness. • Develop training refresher sessions to ensure competencies are up to date. • Make training available to part-time, casual and shift workers and those in remote locations. • All workers, contractors and labour hire workers should be made aware of the policies concerning acceptable behaviour in the workplace. • When appropriate, give workers managerial responsibilities to encourage a wider understanding of their tasks. This could include:
- managing workload and resources - health and safety
- performance management - managing conflict
- interpersonal skills - emotional intelligence, including empathy and expressing and managing own emotions
- effective communication. Constructive feedback • Provide regular feedback on task performance. • Formally or informally congratulate workers/team members when tasks have been done well and be specific about what was done well. • Give workers practical advice and guidance on areas that need improving. • Use annual performance reviews to provide constructive advice for future performance, and include opportunities for skill development. It is important that annual performance tools are not seen as a disciplinary measure. Emotional support Emotional support from co-workers or supervisors can have a protective effect and may reduce worker strain, particularly in situations of high demand and low control. Ways to do this are: • Support open communication and encourage workers to share their concerns about work-related stressors at an early stage. They should feel comfortable with discussing any issues that may arise. • Be aware of non work-related stressors that might be present in workers’ lives and allow flexible work arrangements where practicable. • Promote a team culture in which workers assist each other and provide support when required. • Provide the time to talk through problems with workers and try to promote an ‘open door’ policy. • Deal sensitively with workers who are experiencing problems. • Pay attention to a team member who is behaving out of character. • Hold formal and informal team-building activities to improve team cohesion. • Establish a peer support system and a mentoring/buddy program for new starters. • Take an interest in workers’ lives beyond the workplace whilst being respectful of personal and professional boundaries.
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. © 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 Role clarity and role conflict 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.
A wide range of work situations can create role confusion, such as beginning a new job, starting in a new organisation, a transfer, a new supervisor or manager or following a change in the structure of a work unit. Lack of role clarity can lead to tension and conflict between workers. The following can help to manage this stressor: • Provide all workers with a corporate induction and ensure they are aware of their role within their immediate work team or unit, program area and the broader organisation. • Ensure all workers receive suitable training for their jobs. • Assist workers to develop personal work plans that clearly define task objectives and expected outputs. Poorly defined or conflicted roles in organisations can be a stressor for workers. Poor role definition arises from a lack of clarity in workers’ objectives, key accountabilities, their co-workers’ expectations of them and the overall scope or responsibilities of their job. Role conflict occurs when a worker is required to perform a role that goes against their personal values or when their job demands are incompatible. At the organisational level, controls target the work itself and focus on job design, work environment and working conditions. For the risk factor ‘poor role clarity and role conflict’, organisational level solutions should address workers’ understanding of their role within the workgroup and the organisation, and the potential for expectations placed on them to conflict. Refer to Tip Sheet 9: Solutions - Poorly managed relationships for information on how to manage task and/or relationship conflict. www.worksafe.qld.gov.au 08 Department of Justice and Attorney-General Workplace Health and Safety Queensland • Develop and maintain a working environment where workers are consulted and can provide feedback on changes impacting on their job tasks. • Implement a performance feedback system, where workers receive regular feedback on jobs well done and any areas for improvement. • Encourage workers to talk to their supervisor or manager early if they are unclear about the scope and/or responsibilities of their role. • Ensure workers have an up to date role or position description, which includes the role purpose, reporting relationships and the key duties expected of them. • Ensure that management structures across the organisation and reporting lines within work teams are clear. This will help workers know who they are accountable to and where they can go for help with work problems. • Provide an organisational chart that gives a clear view of the organisational structure and communication channels. • Following an organisational change or restructure, check with workers to ensure they understand any additional responsibilities or duties that are required of them. Make sure they are comfortable with new functions and revise position descriptions to reflect new accountabilities. • It is important workers feel confident and capable of undertaking new or revised tasks. Make sure they receive enough training for them to be competent in their roles. • Where a change in structure or roles occurs, or re- training is required, use the performance review process as a positive opportunity for workers to have renewed input to the way they complete their work. Role conflict Role conflict occurs when workers are given two different and incompatible roles at the same time, or their role overlaps with another worker or work group. The greater the role conflict, the higher the likelihood of a worker experiencing occupational stress. Ways to manage role conflict: • Avoid placing inconsistent demands on workers and ensure that as far as possible the different requirements are compatible. • Have clear reporting relationships so that workers know who they are directly accountable to. Avoid making workers accountable to more than one immediate supervisor to reduce potential conflict in work demands. • Ensure systems are in place to enable workers to raise concerns about any conflicts they have in their role and responsibilities. For example, hold regular team meetings to enable workers to discuss any potential role conflict. • Avoid assigning roles to workers that conflict with their personal needs and values. © 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 and assistance 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 www.worksafe.qld.gov.au 1300 362 128 Workplace Health and Safety Queensland Managing relationships Work colleagues can be important sources of support, but they can also be sources of stress. Relationships with bosses, peers and subordinates can positively or negatively affect the way a worker feels. Wherever groups of people work together, it’s likely that some conflict will arise from time to time. Conflict only becomes a stressor if it remains unresolved, if it becomes particularly intense or if it becomes workplace bullying. It is important that an organisation takes proactive steps towards preventing or minimising conflict as early as possible. 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. Task conflict Task conflict arises over resources, procedures and policies or disagreements about facts. Modest levels of task conflict can encourage creative thinking and problem solving. High levels of conflict may limit workers ability to focus on the task at hand. Ways to manage task conflict include: Role clarity • Provide all workers with a corporate induction and ensure they are aware of their role in their immediate work team or unit, program area and the broader organisation. • Encourage workers to talk to their supervisor or manager early if they are unclear about the scope and/or responsibilities of their role. • Ensure workers have an up to date role or position description, which includes the role purpose, reporting relationships and the key duties expected of them. • Assist workers to develop personal work plans that clearly define task objectives and expected outputs. At the organisational level, controls target the work itself and focus on job design, work environment and working conditions. For the risk factor ‘poorly managed relationships’, organisational level solutions should address ensuring workers have clearly defined roles, encouraging communication, educating workers on appropriate workplace behaviours and training workers to diffuse difficult interpersonal situations. 09 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland • Ensure systems are in place to enable workers to raise concerns about any conflicts they have within their role and responsibilities. For example, hold regular team meetings to enable workers to discuss any potential task conflict. Communication • Encourage workers to have input into procedures and tasks. Wherever possible, involve workers in the decision- making processes which will impact on their job tasks. • Hold regular team meetings to discuss the pressures and challenges within the work unit. Encourage workers to come up with practical solutions for any task-related issues.
• Provide regular feedback on task performance. Praise workers whenever tasks have been done well and be specific about what was done well. Give workers practical advice and guidance on areas that need improving. • Coach workers in communication skills to increase their awareness of other people’s points of view and how to negotiate solutions to resolve task conflict. Relationship conflict Relationship conflict amongst workers can be harmful to both individuals and the organisation. It must be minimised or prevented as early as possible. Relationship conflict can present itself in various ways, including animosity, social conflict and abusive supervisory styles. Ways to manage relationship conflict: • Train workers in the Code of Conduct at induction so that they are aware of appropriate work behaviours. Ensure these standards are implemented to demonstrate that there are consequences for poor behaviour. • Provide conflict management training to all workers to teach them how to diffuse difficult or confronting situations. • Provide training to managers that shows them how to identify a conflict situation and resolve it early. • Show commitment to workers by being willing to confront people issues and manage their resolution. • Encourage workers to share their concerns about work-related conflict at an early stage by supporting open communication. This will enable workers to feel comfortable when discussing interpersonal conflict. • Develop formal and informal confidential complaint handling processes to enable the reporting of inappropriate behaviour. Team work • Promote a team culture in which workers assist each other and provide support when required. • Promote that differences in workers’ ideas and opinions is a positive. • Create a culture where colleagues trust and encourage each other to perform at their best. • Encourage good, honest, open communication at all levels in work teams. • Look for design issues that may negatively effect team communication. For example, minimise isolated work groups and if this is unavoidable, provide additional support to these groups. • Give group rewards based on the performance of a team or unit rather than any one individual. This can be achieved by linking rewards to the performance of a group as a whole and will both enhance teamwork and avoid potential conflict between workers. • Provide rewards that reinforce teamwork (for example, a team dinner or a team trip). Ensure that the reward is equitable and accessible to all team members that contributed to the project or task. Refer to Tip Sheet 12: Solutions – Organisational
the workplace. Prolonged and unresolved relationship conflict may result in more extreme forms of conflict known as workplace bullying. As workplace bullying may harm the health and safety of workers, all employers have an obligation to manage exposure to risks of workplace bullying under the Work Health and Safety Act 2011. For guidance on how to manage this risk, refer to the
At the individual level, solutions are aimed at assisting individuals to cope or build resilience. Appropriate activities and assistance 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. © 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 Recognition and reward 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. Worker recognition and reward are powerful tools in any workplace. They are ongoing ways of showing appreciation and affirming the positive efforts of workers. Thanking workers motivates them and encourages more of the same actions that make an organisation successful. Workers who feel appreciated are more positive about themselves and their ability to contribute. Ways to recognise and reward workers include: Feedback on task performance • Listen to workers’ needs, concerns and ideas and be responsive to them as a meaningful form of recognition. • Provide regular feedback on task performance. Praise workers whenever tasks have been done well and be specific about what was done well so that it may be repeated. • Recognise and reward workers for their ingenuity or effort, not just for their contribution or productivity. • Formally or informally congratulate workers/team members on a job well done by:
- celebrating successes through team lunches or morning teas - recognising individuals in team meetings
- conducting staff awards programs - writing an article in an internal publication
- advising a supervisor if a peer performs well - communicating the good news up the chain. • Recognise and celebrate individual and team successes promptly.
• Use performance reviews as an opportunity for constructive communication around work. Rewarding workers’ efforts and recognising their organisational contributions and achievements as individuals and teams, are essential to minimising the risk of work-related stress. At the organisational level, controls target the work itself and focus on job design, work environment and working conditions. For the risk factor ‘low recognition and reward’, organisational level solutions should address feedback on task performance, performance reviews, skill development and formal and informal rewards. 10 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland • Use performance reviews as a time to provide positive and constructive advice for future performance, including opportunities for skill development. A general rule is to give two-thirds of positive feedback and one-third of constructive or developmental feedback. • Where possible, avoid linking performance reviews with discussions about pay as this may distract from the process.
• Ensure rewards are meaningful and are tailored to suit the worker and/or work group. For example provide:
– additional incentives (linked to work performance and achievements)
– access to company workshops and training programs beyond those that are necessary for workers to undertake their roles
– opportunities to participate in ongoing personal and professional development through continued learning outside of the work environment. • Provide workers opportunities for career development such as acting in higher level roles during a superior’s absence. • Consider rotating jobs or using coaching/mentoring to enrich workers’ interest and motivation and enable them to broaden their skill set.
• Emphasise work as its own reward to avoid complacency and the notion that work should only be done well if there is an additional reward at the end of it. • Use rewards to acknowledge good performance and not as a way to control a workers’ behaviour. Consider rewards as an expression of appreciation and a way of recognising individual or group contribution to a job responsibility, task or an organisational goal. • Determine the objective of a reward (for example to recognise a worker’s value or to provide encouragement) before deciding on what the reward should be. • Provide meaningful rewards for workers’ efforts, including adopting adequate pay levels. The financial reward/gain should reflect the level of effort applied. Ensure the system is fair and equitable for all workers and that the rewards may be achieved with realistic effort. • Rewards may be:
– informal (for example simple comments such as ‘thank you’ or ‘great work’ or assignment to a special project)
– formal (for example prizes, commissions, bonuses, gift certificates, or share options). • Unexpected financial rewards may be a way to convey appreciation for a task well done. However, avoid using them on a frequent basis as they do little to establish a culture of appreciation and it may become an expected entitlement.
• When using an incentives-based scheme, ensure the objectives and intent of the program are clear to all workers. Keep decision criteria for rewards simple and ensure that rewards under the scheme are achievable. • Implement a rewards program that provides positive reinforcement for contributions, which align with the organisation’s overall goals. • Research or consult about the type of rewards that workers would find meaningful and relevant. • Ensure the program is communicated to the entire organisation and that all workers have an opportunity to benefit from the program, not just the top performers. • Develop a formal training program for managers about the rewards program and its rationale.
• Recognise and reward workers for individual, as well as team accomplishments. • Give group rewards based on the performance of a team or unit rather than any one individual. This can be achieved by linking rewards to the performance of a group as a whole and will both enhance teamwork and avoid potential conflict between workers. • Provide rewards that reinforce teamwork, for example a team dinner or a team trip, and ensure the reward is equitable and accessible to all team members that contributed to the project or task. • Consider different reward systems for different teams—in an organisation of diverse teams, a one-size-fits-all approach may not be the best solution. • Be mindful of rewarding workers for individual accomplishments as well as accomplishments as a member of a team. Each member of the team still needs and expects to be individually recognised and rewarded for their contribution to team goals. At the individual level, solutions are aimed at assisting individuals to cope or build resilience. Appropriate activities and assistance 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. © 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
Workplace Health and Safety Queensland Managing change 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.
Communication is the most important strategy in achieving successful change. Failure to effectively communicate changes in the workplace may increase worker distress. When communicating proposals for change, either concerning individual work conditions or larger changes to the work-team or organisation, the following can help manage this stressor: • Ensure the person communicating the change has the skills and authority to do so. If necessary, train managers or supervisors to support workers through periods of change.
• Give workers the background and reasons behind the change.
• Explain what the organisation wants from the change (key objectives) and discuss expected outcomes and timeframes with workers. • Be upfront about any significant adjustments that will follow the proposed change (for example a restructure or the need to retrain workers). • Establish a communication system (for example meetings or emails) that keeps workers up to date with developments. • Communicate developments quickly, preventing the spread of rumours and enhancing workers’ feelings of job security. Change is an inevitable aspect of organisational life and can be essential for future growth. However, poor management of the change process can lead to workers feeling anxious and uncertain about aspects of their work or employment status. At the organisational level, controls target the work environment itself and focus on job design and on working conditions. For the risk factor ‘poorly managed change’, organisational level solutions should address communication before and during a change process, consultation and participation throughout the process and revision of job roles following any changes that occur. 11 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland • Try to have an open door policy for workers who want to discuss their concerns with their managers or supervisors. • Advise workers of the final decision both verbally and in writing. Consultation and participation • Ensure workers are consulted about workplace change and as a minimum, note that workers and/or their unions have a legal right to be consulted about significant changes under their award, agreement or industrial relations legislation. • Ensure workers are supported throughout the change process and are aware of any potential impacts on their roles. • Provide opportunities for workers to participate in the change process to encourage uptake, increase motivation and promote ownership of the process and outcomes. • Encourage involvement from individuals and work teams. • Provide group information and/or feedback sessions to give workers the opportunity to raise any concerns about the change in a group setting. For example, hold regular meetings or focus groups. Workers may feel more comfortable raising issues in a group rather than individually. • Give workers enough time to consider and respond to any proposals. • Encourage workers to be involved in the planning of change initiative(s) and to provide ongoing feedback on the proposed change. • Ensure the results of consultations are fed back to the group or individuals and discuss why it may not have been possible to take some ideas on board. • Implement changes in a timely manner. Review roles • Review team and individual work plans after the change to ensure roles, objectives and accountabilities are clear. • Change job descriptions to match the new duties and tasks of the role, preventing ambiguity and role conflict. Workers should participate in this review process where possible. • Encourage workers to develop their skills to help them undertake new and challenging work produced by the change.
• Ensure workers feel confident in undertaking their job tasks and make sure they receive enough training for them to be competent in their roles. • Where a change in structure or roles occurs, or re- training is required, use the performance review process as a positive opportunity for workers to have renewed input to the way they complete their work.
• Be aware that workers may need additional practical or emotional support during times of organisational change (refer to Tip Sheet 7: Solutions – Poor support from supervisors and/or co-workers). 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. © 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
Workplace Health and Safety Queensland Organisational justice 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. Procedural fairness Work procedures where unfair practices commonly occur include management of poor performance, selection and recruitment, promotion, the allocation of tasks and resources and the performance review process. The following can help manage this stressor by ensuring procedures are regarded as fair: Consistent and unbiased • Design procedures so they can be consistently applied to all workers and work groups. For example, have a structured performance review process so all workers are reviewed using consistent criteria. • Carry out procedures the same way each time they are applied (for example, job selection and performance management). • Ensure decision makers are impartial and that they collect unbiased and accurate information to guide their decisions. • Listen to the concerns of all workers being impacted by a procedure and allow workers to request additional information or clarification if needed. • Appoint or promote workers based on performance, using valid and reliable selection and recruitment methods. Organisational injustice refers to workers’ perceptions of fairness at work. Procedural fairness relates to how procedures are implemented and relational fairness relates to the degree of dignity and respect given to workers. It is important for employers to promote a positive and fair working environment as the experience of injustice can be harmful to both the worker and the organisation. At the organisational level, controls target the work itself and focus on job design, work environment and working conditions. For the risk factor ‘organisational injustice’, organisational level solutions may include ensuring procedures are unbiased, consistently applied, use accurate information and are open to appeal processes. 12 www.worksafe.qld.gov.au Department of Justice and Attorney-General Workplace Health and Safety Queensland • Provide workers with a mechanism to appeal the result of a procedure. Where a worker may perceive unfair work practices, encourage them to access the appeal process. • Regularly review the effectiveness of procedures to ensure they are meeting their objectives.
• Familiarise workers with organisational policies and procedures, both during induction and ongoing. Ensure they are easily accessible—online and in hardcopy—so that workers know what to expect. • Encourage a participative approach to management by encouraging workers to have input into decisions that directly affect them. • Encourage worker involvement and ownership of procedures by engaging workers at all levels of the organisation during their development. • Develop and maintain a working environment whereby workers are consulted and can provide feedback on changes impacting on their job tasks. • Communicate the reason for a change in policy or procedure to workers. They are more likely to accept a decision, even if unfavourable, if they are given a clear explanation of its background and aims. Successful strategies for communication include:
– internal newsletters – direct email – website
– team meetings – noticeboards. • Develop a system that enables workers to have input into broader organisational issues (for example a suggestion scheme/box). Relational fairness Relational fairness refers to the way managers interact with workers as well as the way workers interact among themselves. The following can help manage this stressor by ensuring fairness is maintained in the workplace: • Treat workers with respect, dignity and politeness at all times. • Ensure that management structures across the organisation and reporting lines within work teams are clear. This will help workers know who they are accountable to and where they can go for help with work problems. • Ensure workers have an up to date role or position description, which includes the role purpose, reporting relationships and the key duties expected of them. • Have a direct supervisor provide a worker feedback on their performance as they need to be familiar with the requirements of the role and how well the worker is meeting their task demands. • Use performance reviews as a time to provide positive and constructive advice for future performance, including opportunities for skill development. • When investigating issues of misconduct, ensure all parties have equal opportunity to respond to allegations. • Train managers in how to have difficult conversations with their workers (refer to Tip Sheet 9: Solutions – Poorly managed relationships). Managing poor or under performance • Provide workers evidence for decisions made about their work performance. • Allow workers to have input in the process (for example, allow workers to respond to issues raised about their work performance). • Do not focus on placing blame. Instead use this process as an opportunity for learning and improvement. • Choose the meeting location carefully when having difficult conversations to maintain privacy and confidentiality. • Inform workers of the consequences of continued poor performance and ensure they are aware of the process used to manage this issue. • Ensure grievance and complaint handling procedures are applied fairly to all workers.
• Practical or emotional support from a supervisor and/or co- worker can have a positive impact on a workers’ perception of fairness (refer to Tip Sheet 7: Solutions – Poor support from supervisors and/or co-workers). • Provide and promote an employee assistance program that responds to individual issues or concerns, both work and non-work related. At the individual level, solutions are aimed at assisting individuals to cope or build resilience. Appropriate activities and assistance 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. © 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 Document Outline
Yüklə 278,5 Kb. Dostları ilə paylaş:
|