Psychological hazards are things that increase the risk of psychological harm or anxiety.
Psychological hazards are both job demands [workplace factors that can cause stress] or job resources [workplace factors that can protect a person from stress].
Poorly managed psychological hazards can result in impacts on health including stress, job burnout and mental ill health. High level job demands, and low-level resources are a toxic mix and risk psychological harm.
For additional information on this topic refer Tasmanian govt health and safety website: https://www.peopleatwork.gov.au/webcopy/healthhazards.
Hazardous situations and risks to psychological health
1. Emotional demands
Emotional demands include tasks and activities that require workers to show false displays of emotion such as happiness and enthusiasm, even in situations that are frustrating or stressful.
Always being in the public eye, jobs that involve receiving constant complaints or being exposed to emotionally distressing or sensitive situations.
2. Job ambiguity
Job ambiguity is about a lack of clarity or uncertainty of job requirements and responsibilities, or a lack of information about a role or task.
Constantly changing requirements, objectives and responsibilities can also cause role ambiguity.
This can lead to confusion about what work a worker should be doing, which can become a significant.
3. Role conflict
Role conflict occurs when workers are given contradictory tasks or directions, or they are required to work in a way that goes against their personal values.
4. Job overload
Job overload occurs when workers feel stress and pressure due to excessive work demands, including high workloads, timelines that are difficult to meet, and problems meeting unreasonable workplace expectations and outcomes
5. Team relationship conflict
Team relationship conflict occurs when there are personal differences of opinion or views.
Team personal relationship conflict can disrupt team performance and impact on the psychological health of workers.
If conflict remains unmanaged, it can also lead to workplace bullying.
6. Team / task conflict
Team/task conflict occurs when there is disagreement between colleagues about actual job and task decisions and/or the work to be undertaken.
Task conflict can be positive when it results in discussion and sharing of opinions, but when not resolved, stress and tension can occur.
Hazard controls that support mental health and reduce psychological health risk
1. Job control
Job control means being able to influence what happens in the work environment and make decisions about how the work is done. Job control can include control over work tasks, the work environment, where work is done, how it is done, the pace of work, and/or the ability to work with minimal supervision
2. Supervisor support
Supervisor support is the extent to which team leaders guide and value the contributions of their workers and provide care and emotional support on the job.
Supervisor support can include activities such as assisting with work tasks, giving advice, helping to resolve issues, listening to worker concerns, and offering support.
3. Co-worker support
Co-worker support is the practical assistance and emotional support that team members provide to each other on a day-to-day basis.
This can include providing information and advice, helping to solve problems and complete tasks, debriefing difficult situations, being caring and empathetic and sharing resources.
4. Praise and recognition
Praise and recognition is acknowledgement of work contributions resulting in increased feelings of confidence, pride, and of being valued.
Praise and recognition from supervisors, managers and co-workers can be gratitude, compliments, and other gestures of appreciation, and doesn’t need to involve financial reward.
5. Procedural justice
Procedural justice is the extent to which organisational processes for making decisions, resolving complaints and allocating resources are perceived as fair.
It involves not just the perceived fairness of the outcome, but also whether the process used to make the decision is seen as fair.
6. Change consultation
Change consultation is the extent that workers are informed about organisational change and invited to participate in decisions that may affect their work.
Change consultation can involve engagement and discussion with workers, managers, stakeholders and unions
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