Overview of work-related stress
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Department of Justice and Attorney-General
Workplace Health and Safety Queensland
www.worksafe.qld.gov.au
Overview of work-related stress
01
Workplace Health and Safety Queensland
Stress is a term that is widely used in everyday life and most people have
some idea of its meaning. Work-related stress is recognised globally as a
major challenge to workers’ health, and the health of an organisation.
a legal obligation to minimise their exposure to work-related
factors that can increase the risk of work-related stress.
Work-related stress describes the physical, mental
and emotional reactions of workers who perceive The Work Health and Safety Act 2011 imposes a legal duty
on business operators to do what is reasonably practicable to
that their work demands exceed their abilities
eliminate or minimise risk to worker health and safety. This
and/or their resources (such as time, help/support) duty extends to protecting workers from the risk of harm
to do the work. It occurs when they perceive they from stressors at work.
are not coping in situations where it is important
to them that they cope. Risk factors for work-related stress
The key to reducing the effects of work-related stress is
A worker’s response to stressors at work may be positive or to understand what organisational, environmental and
negative for worker wellbeing, depending on a number of individual characteristics may lead to stress in the first place.
factors. In the vast majority of instances, people adjust to
stressors and are able to continue to perform their normal Organisational
work duties. While stress itself is not a disease, if it becomes It is important to understand the types of organisational
excessive and long-lasting it can lead to mental and physical stressors people can be exposed to when examining work-
ill-health. related stress. A simplified model is shown in Figure 1 (over
page).
Your legal obligations The model identifies the kinds of organisational stressors or
risk factors that might lead to workers experiencing stress
Work-related stress leading to illness, injury and weakened and sustaining psychological and/or physical ill-health.
organisational performance can come from many sources, These risk factors are outlined in more detail in Tip Sheet 4.
both work and non-work.
Employers are not able to control workers’ personal lives and
the stressors they may encounter there, however they do have
Environmental While it is important to recognise these individual differences
Environmental stressors such as physical, chemical or and to match jobs and tasks to individual abilities, this does
biological agents can influence the worker’s comfort and not reduce an employers legal duty to minimise workers’
performance in his or her work environment, and might exposure to risk factors for work-related stress
contribute to a stress response. These factors can cause stress and to ensure the workplace does not exacerbate an existing
on their own, but often act to exacerbate a person’s response illness.
to another stressor.
Types of environmental stressors include: Outcomes of exposure to work-related
• noise stress
• temperature and humidity
Possible health effects
• lighting Short-lived or infrequent exposure to low-level stressors are
• vibration not likely to lead to harm, in fact short-term exposure can
result in improved performance. When stressful situations
• air quality go unresolved, however, the body is kept in a constant state
• unguarded plant and equipment. of stimulation, which can result in physiological and/or
psychological changes and illness. For example:
Figure 1.
Physical: headaches, indigestion, tiredness, slow
reactions, shortness of breath
Risk Factors/Stressors
Mental: difficulty in decision-making, forgetfulness
Work demands
Low control Emotional: irritability, excess worrying, feeling of
worthlessness, anxiety, defensiveness, anger,
Poor support
mood swings
Lack of role clarity
Behavioural: diminished performance, withdrawal
Poorly managed relationships behaviours, impulsive behaviour, increase in
Low levels of recognition and reward alcohol and nicotine consumption
Poorly managed change Common longer-term health issues linked to stress include
Organisational justice cardiovascular disease (CVD), immune deficiency disorders,
gastrointestinal disorders, psychiatric/psychological illness
(PPI) and musculoskeletal disorders.
Possible effects on organisational performance
Work-related Stress Increased stress levels of workers in an organisation can lead
to diminished organisational performance as measured by the
following:
• productivity and efficiency may be reduced
Psychological Physical Illness
Injury/Illness (cardiovascular disease, • job satisfaction, morale and cohesion may decline
(depression, anxiety, musculoskeletal disorders, • absenteeism and sickness absence may increase
burnout, emotional immune deficiency,
• there may be an increase in staff turnover
distress, suicide) gastrointestinal disorders)
• accidents and injuries may increase
• conflict may increase and the quality of relationships may
decline
Individual • client satisfaction may be reduced
People respond to stressors at work in different ways. It • there may be increased health care expenditure and
has been suggested that this can, in part, be related to workers’ compensation claims.
physiological and/or personality factors (e.g. resilience).
Worker well-being appears to benefit from a combination The effects of work-related stress on organisational
of challenging work, a supportive atmosphere and adequate performance provide good reasons — above and beyond legal
resources. duties and the direct financial and human costs — as to why
employers and other duty holders should reduce workers’
exposure to workplace stressors.
© 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 369 915
Department of Justice and Attorney-General
Workplace Health and Safety Queensland
www.worksafe.qld.gov.au
A risk management approach
to work-related stress 02
Workplace Health and Safety Queensland
Risk management is a four-step process for controlling exposure to health
and safety risks associated with hazards in the workplace.
The Work Health and Safety Act 2011 asserts that, Figure 1. The four-step risk management process
to properly manage exposure to risks, a person must:
1. identify hazards
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2. assess risks if necessary N NS
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3. control risks A
STEP 2
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A
4. review control measures to ensure they are working Assess risks
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Known
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as planned. STEP 1 ris
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Identify hazards ks
Many of the discussions about stress risk management
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have traditionally been focussed on individuals within an
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organisation who are already distressed. This approach is
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not only costly, but it also means that the employer or
MANAGEMENT
ol
business operator may not be fully meeting their duty to COMMITTMENT
eliminate or minimise risks to worker health and safety
from being exposed to stressors at work.
The risk of work-related stress may be present in any STEP 4
CO
workplace. Employers should apply the risk management Review control STEP 3
N
NS
process (illustrated in Figure 1) to eliminate or minimise, as measures Control risks
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far as reasonably practicable, exposure to potential causes of
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work-related stress. LT TI
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Image based on diagram from How to Manage Work Health and
Safety Risks Code of Practice 2011
Step 1: Identify the hazards Findings from focus groups or worker surveys would then
inform a decision about the likelihood and consequences of
The first step in the risk management process is to identify injury or illness from exposure to work-related stress and
workplace hazards. This means looking for those things make it clear which risk factors are contributing to that risk.
in the workplace that have the potential to cause harm.
The source of work-related stress can be determined by
evaluating: productivity levels, rates of absenteeism,
Step 3: Control risks
separation rates/turnover, exit interviews, staff engagement/ After assessing the risk and determining which factor(s) have
morale, customer feedback, peak/seasonal demands, the greatest contribution to that risk, the most appropriate
analysing incident reports and data trends. control measure(s) that are reasonably practical in the
circumstances need to be selected and implemented. When
Step 2: Assess and prioritise the risk selecting a particular control, it is important to be able to
justify why it was chosen over a different measure.
This step involves assessing the likelihood and consequences
of injury or illness that may result from exposure to work- For work-related stress, deciding on control measures usually
related stressors. Stressors or risk factors for work-related means altering a problem risk factor. For instance, reducing
stress include: work demands, increasing the level of control a worker has
over his or her job, and increasing the amount of peer and/or
• work demands (emotional, mental, physical) supervisor support a person is receiving.
• low control
Examples of control measures to manage the risk of work-
• poor support related stress include:
• lack of role clarity
• poorly managed change • improving supervisor/managerial skills through coaching,
mentoring and/or training
• poorly managed relationships
• planning workloads to meet potential demands
• low levels of recognition and reward
• setting clear performance goals/accountability
• organisational injustice.
• ensuring role clarity and reassessing job descriptions
How to conduct a risk assessment • setting new or adjusting current HR procedures
Risk factors for work-related stress can be assessed by • providing assistance (e.g. an employee assistance
understanding worker complaints, observing interactions program)
between workers, gaining feedback from workers, having • communicating policy and availability of assistance
one-on-one discussions with workers and through the use of • checking understanding and implementation of changes
focus groups or a worker survey. • promoting effective early rehabilitation.
Focus groups are small groups (typically 6-10 people) Step 4: Review control measures
from across the organisation. The purpose of a focus The last step of the risk management process is to review
group is to provide a forum for assessing the risk the effectiveness of the control measures that have been
of exposure to work-related stressors. This is done implemented to ensure they are working as planned.
When reviewing the effectiveness of control measures, it
by considering each of the stress risk factors listed
is important to weigh up whether the chosen controls are
above and how they may or may not apply to their effective or whether they need some modification.
workplace.
Risk management for work-related stress is not a one-off
Another effective approach to finding out about exercise, but something that must go on continually in the
work-related stressors is to administer a worker survey. organisation. The dynamics and complexity of organisations
Surveys can be an important tool in soliciting which can mean that changes such as a new supervisor, new
stressors are present in the workplace, evaluating workers or new processes or procedures can have marked,
unexpected and unplanned effects on the stress levels
the degree to which they are affecting workers
of workers.
and pinpointing where they are originating. When
undertaking a worker survey, one must consider the
size of the group to be surveyed, how participants are
to be selected and how survey results will be fed back
to staff. Anonymity must be guaranteed throughout
the entire process.
© 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
Department of Justice and Attorney-General
Workplace Health and Safety Queensland
www.worksafe.qld.gov.au
Implementing a work-related
stress risk management process 03
Workplace Health and Safety Queensland
As well as an important legal duty, risk management for work-related stress
can be an organisational improvement strategy.
There have been a number of conditions found to be critical
to the success of this kind of intervention:
Participation, communication and
consultation
1. visible organisational and management commitment to
dealing with work-related stress The work health and safety legislation in Queensland
2. worker participation in all activities of stress has a strong focus on consultation in risk management,
management, including risk assessment or diagnosis, which means that employers are required to seek advice or
feedback, planning and implementing control options and information from the people involved with the risks in the
interventions workplace. When it comes to managing the risks of work-
related stress, you will be particularly dependent upon input
3. organisational communication and consultation regarding from your workers to identify and address stressors at work
the risk management process. and will see clear benefits from communicating with, and
involving them in the process.
Commitment
Consulting with workers at each stage of the risk
Senior management commitment is critical to the success of management process will assist in achieving better health
any significant organisational initiative. Programs such as and safety outcomes because:
risk management require resources (people, money and time),
but in the long term have been shown to make considerable • workers are in constant close contact with the day-to-day
savings in resources. They require the willing and elements of the workplace and the work that can increase
appropriate commitment of these resources by management the risk of work-related stress — consulting with them will
upfront. give you access to their first-hand experience
• seeking assistance from the workers will encourage them
Gaining employee commitment through frequent and open to accept and comply with the solutions that are to be put
communication is also a necessary part of successfully in place
changing employee attitudes and/or behaviour.
• workers can experience stress if they perceive that
they have little control over their work and their work
The working group can:
environment, and who do not feel supported in their
workplace — communicating with them and seeking their • encourage worker participation
participation in the risk management process very directly
addresses the risk factors of low control and poor support. • discuss perceptions and perspectives on work
In this way the consultation process itself becomes part of practices
the solution.
• coordinate focus group discussions or the
Ways to facilitate participation and distribution of surveys
consultation • review the results of surveys and other
information provided to confirm or challenge the
The Work Health and Safety Act 2011 formally provides
for consultation through workplace health and safety responses
representatives and committees, where these are required in • analyse and prioritise areas where action is
your workplace.
needed
As well as using workplace health and safety representatives
• using a collaborative approach involving workers
and committees, you can set up a specific communication
and project management structure to oversee and implement and managers, develop an action plan to address
the risk management process. This structure might include a the identified causes of work related stress
senior steering committee and/or a working group.
• report to the Senior Steering Committee.
Senior steering committee
A senior steering committee is a group of individuals
drawn from those in senior management positions Feedback of results of the risk assessment
and strategic areas of the organisation, such as human Providing feedback on the risk assessment to members of
resources, workplace health and safety and organisational the organisation is crucial. This step helps ensure information
communication, who are responsible for general operating about risk factors is used in designing, implementing and
policy, procedures and related matters affecting the evaluating appropriate interventions.
organisation as a whole. It includes a ‘project champion’,
who heads the committee and gives the project momentum. Feedback may focus initially on the project champion and
The purpose of a senior steering committee is to: steering committee or working group, with discussions on
how the results could be best positioned and presented.
• provide overall guidance and direction for a project and However this process should not be restricted to this group
to interface with the organisation at a senior level about alone, with the promise of wider feedback an important
the project factor in securing worker commitment to any interventions
• provide tangible evidence of management support. or risk reduction activities.
Employers may want to consider establishing a steering It is also important to seek worker input into the designing,
committee to oversee the stress risk management process implementing and evaluating of any control measures for
and to ensure that the recommendations for changes are managing risks associated with work-related stress.
implemented strategically and earnestly.
Working group
The working group includes the people who more actively
facilitate the process on the ground. Working groups are
an effective way of carrying out a potentially large-scale
strategic process like work-related stress risk management.
They encourage full and active participation by the workers
in the risk management process.
© 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
Department of Justice and Attorney-General
Workplace Health and Safety Queensland
www.worksafe.qld.gov.au
Risk factors for work-related stress
04
Workplace Health and Safety Queensland
Risk factors for work-related stress are aspects of work that are associated
with psychiatric, psychological and/or physical injury or illness.
The eight risk factors for work-related stress are interrelated so
it is best not to consider them in isolation. There is a greater
2. Low levels of control
risk of work-related stress when a number of these stressors or The risk factor of ‘control’ refers to how much influence a
risk factors act in combination. person has in how they meet their task demands and how
they perform their work in general (also known as autonomy).
The following eight risk factors have been identified as being Unnecessary levels of supervision and surveillance, excessive
associated with work-related stress related ill health. responsibility but little authority or decision making and little
or no say in how work is done can all lead to a stress response.
1. Work demands A person’s tasks need to be meaningful, varied and allow for
Everyone has a given capacity for work and if a person’s an appropriate degree of autonomy. It is possible for everyone
capacity is exceeded the person may experience in an organisation (not just those in senior positions) to feel
work-related stress. they have input into their work simply by the communication
and consultation strategies that are utilised in the work team.
Some common work demands include:
• time pressure including inadequate time and resources to
complete jobs satisfactorily, working too hard or too fast
3. Poor support from supervisors and/
and difficult targets. or co-workers
• high mental task demands such as work that requires This important risk factor covers aspects such as whether
high-level decision making or prolonged periods of workers feel they are given constructive feedback, whether
concentration. they can talk to their supervisor and peers about work
• work that is monotonous and dull or does not utilise a problems, whether their supervisor helps fix work problems,
worker’s range of skills or previous training. whether peers help out when things are tough and whether
it is possible to talk to, and form relationships with, work
• high emotional task demands, including work that colleagues. The way workers are supported is key to reducing
is emotionally disturbing or requires high emotional or moderating work-related stress. For instance, support may
involvement. be provided through practical assistance in performing tasks
• working long hours or overtime, working through breaks or through the provision of information. It can also come in
or taking work home. the form of emotional support, which refers to non-tangible
assistance such as talking over a problem with a worker,
• shift rosters that are unpredictable and/or affect amount
providing positive feedback/encouragement or informally
and quality of sleep, or make it difficult to balance work
congratulating a member of a team for a job well done.
and family life.
Support provided by peers and supervisors can ‘cushion’ the
stress responses people might otherwise experience where their
7. Poorly managed change
jobs are demanding and they feel that they are not in control. This risk factor refers to how organisational change (large or
This gives them greater coping resources in times of high work small) is managed and communicated in the organisation.
demand. 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-
4. Lack of role clarity team or organisational level changes such as mergers,
Role confusion arises when workers do not have clarity acquisitions, restructures or downsizing. Poor management
regarding their work objectives and key accountabilities, their of this process can lead to workers feeling anxious and
co-workers’ expectations of them and the overall scope and uncertain about aspects of their work or employment status.
responsibilities of their job. A wide range of situations can Communicating what the organisation wants to achieve
create confusion, for instance beginning a new job or starting through the change and involving and supporting workers
in a new organisation, a transfer, a new supervisor or manager throughout the process is crucial.
or a change in the structure of a work unit.
Role conflict occurs when a worker is required to perform 8. Organisational justice
a role that conflicts with their values or when they are torn Organisational justice refers to perceptions of fairness about
between incompatible job demands. The greater the role work procedures and how they are enacted. Procedural fairness
conflict, the higher the likelihood of a worker experiencing generally relates to how procedures are implemented within
work-related stress. the organisation. For example, procedures are regarded as fair
when they are unbiased, consistently applied, use accurate
The risk of work-related stress can be reduced by ensuring information and are open to appeal processes.
workers understand their role within the organisation and that
any expectations placed on them do not conflict. 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
5. Poorly managed relationships environment, with the experience of injustice being potentially
Colleagues can be important sources of support but they can harmful to both the individual and the organisation.
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.
© 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
Department of Justice and Attorney-General
Workplace Health and Safety Queensland
www.worksafe.qld.gov.au
05
Workplace Health and Safety Queensland
Work demands
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.
Possible solutions Time pressure
Decisions need to be made about what practical solutions When there is a demanding workload:
(control measures) will be used in the workplace to prevent,
eliminate or minimise the effect of work-related stressors on • Ensure workers have adequate time to complete their
worker health. tasks and allow them to have input when determining the
timing and pace of their work.
• Consult with workers when determining performance
At the organisational level, controls target the work targets, set targets that are realistic and achievable,
itself and focus on job design, work environment and and take into account existing workloads when setting
working conditions. targets. Team-based targets are an effective measure for
improving overall performance against the organisational
For the risk factor ‘high work demands’, organisational goals and building effective teams.
level solutions address time pressure, long or irregular • Regularly review workloads to ensure workers have
working hours, mental demands, physical demands sufficient resources (in terms of time, administrative
and emotional demands. 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.
• Monitor workloads during periods of peak demand (e.g. communication and consultation when designing or
Christmas, school holidays or seasonal peaks) and provide changing rosters.
additional support where required. • Educate workers about the early warning signs of stress
• Assist workers in the development of personal work plans and fatigue. Encourage them to report their tiredness and
to help them prioritise their tasks. take breaks when they need to.
• Negotiate reasonable deadlines for completing tasks. • Ensure the roster provides for a continuous seven to eight
During periods where deadlines are tight, inform workers hours sleep in each 24 hours, and at least 50 hours sleep
of the reasons behind the deadlines and why it is for every seven days.
important they are met. • Limit overtime and do not allow workers to regularly
• Encourage workers to speak up at an early stage if exceed a 12 hour shift.
they feel their task demands are excessive and to seek • Minimise safety critical tasks during the early hours of
guidance from management about priorities if there are the morning (3 am to 5 am).
insufficient resources to effectively complete the tasks.
• Have a policy on second jobs – ensure that the worker
When there are under- or over-qualified workers: understands the need to get sufficient sleep.
• It is important workers are competent at their job and
that their work is rewarding, therefore:
Refer to the Managing Fatigue guide for practical
- design jobs to be within workers’ capabilities
information about managing fatigue in the workplace.
- consider workers’ skills and abilities when allocating
tasks
- provide training and skill development when needed.
Mental demands
• Develop a system to keep training records up-to-date,
ensuring workers are competent and comfortable in There are a number of ways to manage work that requires
undertaking the core functions of their job. lengthy periods of concentration:
• Limit giving workers tasks that under-utilise their skills. • Rotate tasks and schedules so that workers are not always
They may feel frustrated and unmotivated if they are not assigned jobs that require an extreme focus of their
being challenged in their work. attention.
• Consult with workers about the opportunity to broaden • Give workers some control over the way they do their
the scope of their job by expanding the range of job tasks work including work pace and order of tasks (see Tip
and responsibilities assigned to them. Sheet 6: Solutions – Low levels of control for more
• Avoid repetitive and monotonous work by rotating job information).
tasks. • Allow sufficient time for breaks.
When there are demanding hours of work, including For work that requires complex and high-level decision
overtime and shiftwork: making:
• Ensure sufficient cover for workers who are on annual • Provide sufficient information to enable workers to
or sick leave. If overtime is necessary, plan ahead so that perform tasks competently, including adequate support
workers can schedule their activities around it. and resources for decision-making.
• Develop a system to notify workers of unplanned tight • Provide additional practical assistance when workers are
deadlines and any exceptional need to work long hours. doing challenging tasks.
• Ensure adequate work breaks and, where practicable, • Allow workers sufficient time to perform the tasks
allow some flexibility in the timing of breaks. assigned and provide suitable equipment which is
• Strive to make working hours regular and predictable. appropriately maintained.
• Avoid encouraging workers to regularly work long hours, • Evaluate and review workers’ competency and capability
take work home or work through breaks. and provide additional training where needed.
• Ensure workers have adequate time management skills • Have systems in place to support workers when they are
and provide training where needed. required to make difficult decisions or when there are
negative consequences to decisions they have made (e.g.
• Promote a work-life balance and encourage workers to child safety workers).
take annual leave or holidays when they are due.
• Ensure shift rosters are agreed to by workers and providePhysical demands • Where emotional demands are an unavoidable part of
a workers’ role, ensure these are captured in a position
• Manage environmental hazards such as noise, vibration, description and that applicants are informed at the pre-
poor lighting or poorly designed equipment. selection stage (e.g. at interview) of the demanding nature
of the role.
• 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
At the individual level, solutions are aimed at
or equipment, or the way a job is done where needed).
assisting individuals to cope or build resilience.
• Allow workers to take regular breaks away from
physically demanding work and where practicable, rotate Appropriate activities to be considered at this level of
repetitive tasks between workers. intervention include:
• Ensure workers are well trained and capable of • corporate induction programs
undertaking the required tasks.
• access to employee assistance programs
Emotional demands • training about resilience
• health and wellbeing programs
Some forms of work are inherently high in emotional
demands, including work that is emotionally disturbing, • counselling/therapy for people experiencing
requires high emotional involvement or requires workers to distress from sources both in and outside of the
regularly hide their emotions (e.g. customer service work). workplace.
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.
© 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.
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Workplace Health and Safety Queensland www.worksafe.qld.gov.au 1300 362 128Department of Justice and Attorney-General
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06
Workplace Health and Safety Queensland
Levels of control
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.
Some jobs are inherently low in control–for example call Choice/self direction
centres–but it is possible for all organisations to enhance • A worker’s tasks need to be meaningful, varied and allow
workers’ control over their work in a number of ways. for an appropriate degree of self direction.
• Let workers have a say in how their own work is
Possible solutions organised rather than imposing direction. Allow them to
have input on:
Decisions need to be made about what practical solutions
(control measures) will be used in the workplace to prevent, — how job tasks should be completed (where the order
eliminate or minimise the effect of work-related stressors on and timing of tasks are not critical to the outcome)
worker health. — how problems should be tackled
— the pace of their work.
• Ensure workers have the skills required to achieve
At the organisational level, controls target the work most of their goals. Where skills are lacking, discuss
itself and focus on job design, the work environment, opportunities for development.
and on working conditions.
• Use performance reviews as a positive opportunity for
For the risk factor ‘low levels of control’, organisational workers to have input into the way they do their work,
level solutions address levels of self direction, allowing rather than focusing only on inadequate performance.
input into decision making, fostering consultation and • Provide opportunities for job rotation to enable skill
communication and supervising workers appropriately. development and job variation.Input into decision-making • Avoid asking workers to regularly stay after hours
Everyone in an organisation should feel they have input without prior consultation.
into their work — not just those in senior positions. There • In participation with workers, develop clear policies
are a number of ways an organisation can ensure everyone on the development, implementation and purpose of
contributes to decision-making: electronic performance monitoring (EPM). EPM is a
system to measure outputs at either an individual or
• Hold regular team meetings during which workers can group level (e.g. calls per hour). Ensure all workers are
have input into decisions that concern their work. aware of these policies.
• Involve workers in the allocation of responsibility for • Avoid unnecessary monitoring of workers and/or
tasks within teams and in determining work objectives excessive or punitive use of EPM data in performance
and anticipated outputs, roles, timeframes and resourcing. review processes.
• Provide training to develop supportive leaders who • Train supervisory workers in the objective, appropriate
delegate and encourage participation and welcome new and ethical use of EPM.
ideas.
• Encourage a participative approach to management
through all of the above. At the individual level, solutions are aimed at assisting
individuals to cope or build resilience.
Consultation and communication
• Communicate with workers about how and why decisions Appropriate activities to be considered at this level of
are made. Whenever possible, seek team involvement intervention include:
with making these decisions.
• corporate induction programs
• Develop and maintain a working environment in which
• access to employee assistance programs
workers are consulted and can provide feedback on
changes impacting on their tasks. • training about resilience
• Develop a system that enables workers to have input into • health and wellbeing programs
broader organisational issues (for example a suggestion • counselling/therapy for people experiencing
scheme/box). distress from sources both in and outside of the
• Know when it is appropriate to consult with workers and workplace.
ensure the outcomes of a consultation process are fed
back to them.
Appropriate supervision
• 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.
© 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 128Department of Justice and Attorney-General
Workplace Health and Safety Queensland
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07
Workplace Health and Safety Queensland
Support from supervisors
and/or co-workers
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.
Possible solutions are clear. This will help workers know who they are
accountable to (either overall or for particular tasks) and
Decisions need to be made about what practical solutions where they can go for help with work problems.
(control measures) will be used in the workplace to prevent, • Provide new workers a proper induction to the
eliminate or minimise the effect of work-related stressors on organisation and work unit.
worker health. • Provide and promote an employee assistance service that
responds to individual issues or concerns, both work and
At the organisational level, controls target the work non-work related.
itself and focus on job design, work environment and • Promote a culture that values diversity in the workplace.
working conditions.
• Provide and promote flexible work practices that best suit
For the risk factor ‘poor support’, organisational level individual and business needs. This may include working
solutions address practical assistance, the provision of from home or flexible working hours.
information, emotional support and positive feedback.
Practical support
There are various types of assistance that a supervisor/
Organisational structures manager or colleague can provide:
There are many approaches a workplace can take to ensure • Assist with work demands, including clear work goals.
its workers feel supported: • Provide all workers with adequate information.
• Ensure that management structures across the • Provide workers with training and development
organisation and reporting lines within work teams opportunities.• Conduct performance reviews and include constructive • Give workers practical advice and guidance on areas that
feedback. need improving.
• Provide additional assistance when workers are • Use annual performance reviews to provide constructive
undertaking challenging tasks, such as new duties or roles. advice for future performance, and include opportunities
• Ensure adequate backfilling of roles or redistribution of for skill development. It is important that annual
work when workers are out of the office or away on leave. performance tools are not seen as a disciplinary measure.
Information provision Emotional support
• Hold regular team meetings to discuss pressures and
challenges within the work unit. Assist workers to come Emotional support from co-workers or supervisors can have
up with practical solutions for any task-related issues a protective effect and may reduce worker strain, particularly
that arise. in situations of high demand and low control.
• Provide sufficient information to enable workers to Ways to do this are:
perform tasks competently, particularly when workers are
taking on new work. • Support open communication and encourage workers to
share their concerns about work-related stressors at an
Training and development early stage. They should feel comfortable with discussing
• It is important workers feel confident and capable of any issues that may arise.
undertaking assigned tasks. Make sure they receive • Be aware of non work-related stressors that might
enough training for them to be competent in their roles. be present in workers’ lives and allow flexible work
• Training can be both task-specific and more general arrangements where practicable.
including, for example, training in ethics and behavioural • Promote a team culture in which workers assist each
expectations (code of conduct), mental health and other and provide support when required.
cultural awareness.
• Provide the time to talk through problems with workers
• Develop training refresher sessions to ensure and try to promote an ‘open door’ policy.
competencies are up to date.
• Deal sensitively with workers who are experiencing
• Make training available to part-time, casual and shift problems.
workers and those in remote locations.
• Pay attention to a team member who is behaving out of
• All workers, contractors and labour hire workers should character.
be made aware of the policies concerning acceptable
• Hold formal and informal team-building activities to
behaviour in the workplace.
improve team cohesion.
• When appropriate, give workers managerial
• Establish a peer support system and a mentoring/buddy
responsibilities to encourage a wider understanding of
program for new starters.
their tasks. This could include:
• Take an interest in workers’ lives beyond the workplace
- managing workload and resources
whilst being respectful of personal and professional
- health and safety boundaries.
- performance management
- managing conflict
- interpersonal skills At the individual level, solutions are aimed at assisting
individuals to cope or build resilience.
- emotional intelligence, including empathy and
expressing and managing own emotions Appropriate activities to be considered at this level of
- effective communication. intervention include:
Constructive feedback • corporate induction programs
• Provide regular feedback on task performance. • access to employee assistance programs
• Formally or informally congratulate workers/team • training about resilience
members when tasks have been done well and be specific • health and wellbeing programs
about what was done well.
• 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 128Department of Justice and Attorney-General
Workplace Health and Safety Queensland
www.worksafe.qld.gov.au
08
Workplace Health and Safety Queensland
Role clarity and role conflict
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.
Possible solutions Role clarity
A wide range of work situations can create role confusion,
Decisions need to be made about what practical solutions such as beginning a new job, starting in a new organisation,
(control measures) will be used in the workplace to prevent, a transfer, a new supervisor or manager or following a
eliminate or minimise the effect of work-related stressors on change in the structure of a work unit. Lack of role clarity
worker health. can lead to tension and conflict between workers.
At the organisational level, controls target the work Refer to Tip Sheet 9: Solutions - Poorly managed
itself and focus on job design, work environment and relationships for information on how to manage task
working conditions. and/or relationship conflict.
For the risk factor ‘poor role clarity and role conflict’,
organisational level solutions should address workers’ The following can help to manage this stressor:
understanding of their role within the workgroup and
• Provide all workers with a corporate induction and ensure
the organisation, and the potential for expectations
they are aware of their role within their immediate work
placed on them to conflict.
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.• Develop and maintain a working environment where • Ensure systems are in place to enable workers to raise
workers are consulted and can provide feedback on concerns about any conflicts they have in their role and
changes impacting on their job tasks. responsibilities. For example, hold regular team meetings
• Implement a performance feedback system, where to enable workers to discuss any potential role conflict.
workers receive regular feedback on jobs well done and • Avoid assigning roles to workers that conflict with their
any areas for improvement. personal needs and values.
• Encourage workers to talk to their supervisor or
manager early if they are unclear about the scope and/or
responsibilities of their role. At the individual level, solutions are aimed at
assisting individuals to cope or build resilience.
• Ensure workers have an up to date role or position
description, which includes the role purpose, reporting Appropriate activities and assistance to be considered
relationships and the key duties expected of them. at this level of intervention include:
• Ensure that management structures across the
organisation and reporting lines within work teams • corporate induction programs
are clear. This will help workers know who they are • access to employee assistance programs
accountable to and where they can go for help with work
• training about resilience
problems.
• health and wellbeing programs
• Provide an organisational chart that gives a clear view
of the organisational structure and communication • counselling/therapy for people experiencing
channels. distress from sources both in and outside of the
workplace.
• 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.
© 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
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