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Stress & Workplace Hazards - Identification & Management - Coggle…
Stress & Workplace Hazards - Identification & Management
3 main aspects of OHP and safety
Safety - tools
Design - environment
Health - work characteristics
Hazards
Types - CBPEP
Biological
Exposure to other living organisms, and viruses
Hygiene, protective equipment
Physical
Noise, vibrations, light, temp, radiation
Protective equipment, change methods
Ergonomic
Lifting, holding, pushing, walking, etc.
Redesign equipment and envs, correct work practices
Psychosocial
Mental/emotional wellbeing; boring, repetitive tasks, work pressure, stress, pay, recognition
EU-OSHA (2007) - 5 main groups of risks
New forms of employment contracts and job insecurity
Ageing workforce
Work intensification
High emotional demands
Poor WLB
Psychosocial hazard taxonomies - Cox et al. (2000) - ORCHIDD
Organisational culture and function
Role in organisation
Career development
Home-work interface
Interpersonal relationships at work
Decision latitude/control
Design of work - equipment, tasks, workload, schedules
Chemical
Toxic substances
Protective equipment, reduce contact, ventilation
Depends based on industry
Construction - fatality/injury
Agriculture - tractor rollover, lung/skin disease/cancer
Service sector - obesity, stress, bullying, MSDs
Mining, oil, gas - heat, radiation, geological instability
Healthcare/social work - shifts/tasks, violence, exposure to disease
Modern considerations --> changing world of work
Other key terms
Occupational disease VS work-related disease (VS work-related cancer)
Other mindmap on stress theories, changing world of work
Ergonomics
Efficiency in working env; designing the job to fit the employee; focus on reducing physical strain and promoting health
3 levels of interventions - PAE
Personal protective equipment - padding and protection
Administrative and work practice controls - establishing procedures
Engineering controls - facilities and equipment
Organisational Intervention Levels
Secondary
-
Coping & Support
Coping with current (inevitable) stressors
Mitigate stress impacts
Support systems
Teaching coping skills
Stress management and mindfulness workshops/training
EAPs
Conflict resolution training
Peer support, well-being check-ins
EAPs
ST counselling to support employees with personal or work-related issues
Conflict resolution training
EI training - empathy, humanisation, sensitivity
Primary
-
Proactive & preventative
Prevent hazards from occurring
Reduce stressors
Promote healthy work practices
Prevent psychological/physical harm
Work policies
Reduce workload
DEI and ergonomics
WLB, flexible hours
Tertiary
-
Rehab & Recovery
Support individuals facing MH/physical issues
Assist recovery and reintegration to office, and LT well-being
Counselling and therapy services
Return-to-work programs for burnout recovery
Legal & HR support for harassment
Disability accommodations
Most interventions focus on secondary and tertiary levels; primary still necessary for comprehensive approach
Risk Management
Typical model of RM - Cox et al. (2000)
Identify, Assess, Design, Implement, Evaluate, Reassess, Review (IADIERR)
Identifying hazards
Large companies VS SMEs - SMSWIDTE
Workplace stress
MH support
Workplace safety
WLB
Job insecurity
Diversity/inclusion
Technostress
Employee management
Often, SMEs would desire to implement OHP practices, but can't afford it, nor the risk
Falkner & Hiebl (2015) - SME RM
Market fluctuations - financial and psychosocial impacts; instability and uncertainty
E-safety (identity theft, cyberattacks) - vulnerability
Growth seen as a risk
Risk of losing intellectual property/trade secrets with leaving employees
Dvorsky et al. (2021) - Personnel risk; SMEs don't place importance on:
Strategic management
Performance measurement
Company vision/strategy
Ideal intervention framework
Senior management + participative approach
Stress prevention & management strategy
Participative approach - contribution of all levels of company
SP & MS - feedback between:
Ongoing communication of policy dev, risk assessment
Continuous identification, implementation, evaluation of tailored interventions
Conditions for successful interventions
Types of variables and interventions
Severity of problems
Modification of psychosocial risks
Processing considerations
Improving employee well-being
Wellbeing wheel - MPFWCS
Need to have all for balance
Bronfenbrenner's Ecological Systems Theory (1979)
IMMEMC
Reciprocal interactions of systems; holistic view for assessing development
Examples in the workplace
Individual
Microsystem - interacting with coworkers for support
Mesosystem - how workplace stress may affect home life and family
Exosystem - company policies, work cultures
Macrosystem - labour laws, cultural attitudes to work, recessions
Chronosystem - career progression, impact of technology
Whole Person Approach (WPA)
Opposed to traditional workplaces
Focus on productivity (KPIs)
Rigid hierarchies
Fixed work schedules
Limited employee development and engagement
Minimal WLB considerations
Employee as a whole person, instead of separating work and personal life
Individualisation
Holistic wellbeing
Self-reflection and empowerment
Collaboration
Empathy and inclusion
Healthy organisation practices:
Organisational learning practices (open enquiry, self-analysis)
Training and development practices (performance appraisals)
Work organisation conditions (demands, rewards)
Employee-centred HR philosophy (investing in employees)
Health promotion initiatives (exercise, stress coping, WLB)
Differences
Engagement, WLB, MH support, expectations, culture, productivity, flexibility, retention, etc.
Employee-oriented / market-oriented
Emphasis on flexibility
Increased flexibility can be difficult to manage - delegate amongst small-group managers
2 types of employees:
Happy to receive help - focus on them first
Naysayers - include, don't force
Employee Assistance Programs (EAPs)
Supporting employees through personal and professional challenges
Dual-client relationship
Organisational level - improves productivity, absenteeism, and engagement
Employee level - identifies, assessments, and provides support for concerns; improves dep/anx/MH
Organisational ROI
Reduces hidden costs of non-productivity (e.g. turnover costs)
Initially to help address alcoholism and other substance abuse in companies
Types of services - ACTMP
Assessments
Evaluate MH concerns/wellbeing for tailored interventions
All employees
Psych evals, psychometric tests
Counselling/therapy
Confidential support to improve MH
Struggling employees
Individual/group therapy, support networks
Training/workshops
Education on coping skills for wellbeing
All employees, managers, HR
Knowledge-based, skills-based, role-training
Management consultation
Providing strategies for leaders to improve MH
Leadership, HR
Recognising distress, organisational support
Policy/strategy consultation
Advise and align policies with wellbeing practices
HR, executives
MH policies, flexible work policies
General strategies for stress reduction - Sarafino (2007)
Increase social support
Increase control
Improve time management
Exercise
Diversity and Inclusion in the workplace
Diversity - age, gender, race, culture, abilities
Inclusion - env that values and encourages diversity
Benefits
Innovation, decision-making, employee engagement
Reducing culture cloning
Empirical evidence
Inclusion policies - increased job satisfaction, decreased turnover rate
Challenges
Bias, discrimination, lack of equal opportunities
Unconscious prejudice (hiring/promotion)
Pay gaps
Lack of representation
Accessibility challenges
Microaggressions
Signs of workplace discrimination
Unfair treatment, derogatory jokes, exclusion
Pay inequality, denied opportunities, favouritism
Change in job duties without justification
Possible interventions
Primary
Anti-discrimination policies, reporting systems, bias awareness/diversity training
Secondary
Employee resource groups, mentorship for under-represented groups, stress management/psychological safety training
Tertiary
Counselling, EAPs, legal support and accomodations, return-to work programs