Work Health and Safety Psychosocial Hazards

Psychosocial Hazards

Psychological health occurs on a continuum of responses which workers may experience, with harm occurring at one end of this continuum. An individual’s experience may move back and/or forward on this continuum over time. Experiences may include:

psychological health - a state of wellbeing in which individuals realise their own potential, can cope with the normal stresses of life, can work productively and are able to make a contribution to their community
reacting in a normative way to negative work events which does not constitute harm
struggling with exposure to psychosocial hazards, where changes can be made to prevent harm
psychological injury, where harm is evident

A psychosocial hazard is a hazard that arises from, or relates to, the design or management of work, a work environment, plant at a workplace or workplace interactions and behaviours and may cause psychological harm, whether or not the hazard may also cause physical harm.

Psychosocial hazards can create harm through a Staff Member’s experience of a frequent, prolonged and/or severe stress response, where stress is defined as a person’s psychological response (e.g. feelings of anxiety, tension) and physiological response (e.g. the release of stress hormones, or their cardiovascular response) in relation to work demands or threats. Psychosocial risk is a risk to the health and safety of a worker or other person from a psychosocial hazard.

Staff members are likely to be exposed to a combination of psychosocial hazards; some hazards may always be present, while others only occasionally. Common psychosocial hazards that arise from, or are related to, work may include:

high and/or low job demands
low job control
poor support
low role clarity
poor organisational change management
low reward and recognition
poor organisational justice
poor workplace relationships including interpersonal conflict
remote or isolated work
poor environmental conditions
traumatic events
violence and aggression
bullying
harassment including sexual harassment.

While at work, a worker must:

take reasonable care for their own health and safety, including psychological health
take reasonable care their acts or omissions do not adversely affect the health (including psychological health) and safety of other persons
comply, so far as the worker is reasonably able, with reasonable instructions given by a PCBU (person conducting a business or undertaking
cooperate with reasonable health and safety policies or procedures issued by a PCBU that have been notified to workers

The University must manage psychosocial risks in accordance with Part 3.1 of the WHS Regulation. This includes identifying hazards, eliminating or minimising risks, controlling risks in accordance with the hierarchy of controls, and maintaining and reviewing control measures.

In managing risks to health and safety, The University must identify reasonably foreseeable psychosocial hazards that could give rise to risks to health and safety. Psychosocial hazards can arise from or relate to:

JCU

Under the WHS Act, a duty to ensure health and safety means the University must eliminate risks to health and safety, so far as is reasonably practicable. If it is not reasonably practicable to eliminate risks to health and safety, the risks must be minimised so far as is reasonably practicable. To achieve this, the University must:

have regard to relevant matters when determining control measures for psychosocial risks, and
implement control measures in accordance with the hierarchy of controls

Psychosocial hazards and their effects are not always obvious. Some psychosocial hazards, when present at low levels over a long period of time, can accumulate to significantly affect psychological health. Other psychosocial hazards may cause more immediate harm, such as a single stressful event. In many circumstances, psychosocial hazards will interact and combine to create the risk of harm.

Below is a list of common psychosocial hazards and the University’s current controls to manage the risk associated with these hazards.

Sustained or intense high levels of physical, mental or emotional job demands which are excessive, unreasonable or chronically exceed worker’s capacity; or sustained very low levels of mental demands from the job.

Examples: time pressure, role overload, unachievable deadlines, high vigilance, challenging work hours or shift work, unrealistic expectations to be responsive outside work hours

Process:

Where a staff member wishes to raise a concern with high and/or low job demands, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from WHS and/or the HR Business Partnering Team prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the high and/or low job demands do not change, the staff member should raise this with their Head of Work Unit.

Academic Staff members may wish to request a Workload Allocation Review as per Clause 15.7 of the James Cook University Enterprise Agreement.

A Staff member may elect to log the concern through RiskWare. Where this occurs the Injury Prevention and Management Advisor will be notified and will contact the staff member and supervisor to assist to eliminate and/or mitigate the demand.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure

JCU Resources:

Workers having little or no control over what happens in their work environment, how and when their work is done or the objectives they work towards.

Examples: requiring permission before progressing routine tasks; excessive monitoring of work tasks and/or breaks; unpredictable working hours; little or no involvement or input into decisions that affect workers; insecure or precarious work, or work that involves uncertainty over the length of the job, such as casual, labour hire or rolling fixed-term contract work.

Process:

Where a staff member wishes to raise a concern with low job control, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from WHS and/or the HR Business Partnering Team prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the low job control does not change, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure

JCU Resources:

Tasks or jobs where workers have inadequate emotional and/or practical support from supervisors and/or co-workers; inadequate training or information to support their work performance; or inadequate tools, equipment or resources to do the job.

Examples: poorly maintained or inadequate access to equipment/tools or supervisory support, lack of functional or adequate IT systems, limited opportunities to engage with co-workers during the work shift.

Process:

Where a staff member wishes to raise a concern with poor support, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from WHS and/or the HR Business Partnering Team prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the poor support does not change, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure.

JCU Resources:

Jobs where there is uncertainty about, or frequent changes to, tasks and work standards; where important task information is not available to workers; or where there are conflicting job roles, responsibilities, or expectations.

Examples: a worker being told one task is a priority but another manager disagrees, a worker being given multiple priority tasks from different managers, a worker being given conflicting information about work standards and performance expectations.

Process:

Where a staff member wishes to raise a concern with lack of role clarity, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from WHS and/or the HR Business Partnering Team prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review and/or through a review of the staff member’s position description, Academic duty descriptor or role profile.

If the lack of role clarity does not change, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure.

JCU Resources:

Organisational change management that is poorly planned, communicated, supported, or managed.

Examples: not consulting workers on changes in the workplace that affect them (e.g. not communicating with workers about the change or genuinely considering their views), lack of practical support for workers during implementation of workplace changes.

Process:

Where a staff member wishes to raise a concern with poor organisational change management, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from WHS and/or the HR Business Partnering Team prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure.

JCU Resources:

External Resources:

Jobs where there is an imbalance between workers’ effort and recognition or rewards, both formal and informal.

Examples: not being recognised for extra effort or commitment, no reasonable opportunities for career development.

Process:

Where a staff member wishes to raise a concern with inadequate reward and recognition, they must first raise this with their supervisor. They may wish to discuss formally with a review PDP and review the Academic Promotion Procedure.

JCU Resources:

A lack of procedural fairness (fair processes to reach decisions), informational fairness (keeping relevant people informed), or interpersonal fairness (treating people with dignity and respect).

Example: inconsistent, unfair, discriminatory or inequitable decisions and application of policies or procedures.

Process:

Where a staff member wishes to raise a concern with poor organisational justice, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure

JCU Resources:

Poor relationships or conflict between workers, managers, supervisors, co- workers or others with whom workers are required to interact. Frequent or excessive disagreements, disparaging or rude comments, either from one person or multiple people.

Examples: Unresolved and excessive conflict regarding work tasks, processes, customers, interpersonal issues.

Process: as per Resolving Workplace Grievances and Complaints Procedure

A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

JCU Resources:

Work that is isolated from the assistance of other persons because of location, time, or the nature of the work. This may include work at locations where access to resources and communications is difficult and travel times are lengthy. Isolated work includes work where there are no or few other people around or where workers are required to live away from home for extended periods.

Examples: farmers; a community nurse conducting visits at night; night shift operators in petrol stations; fly-in, fly-out (FIFO) workers; workers who spend a lot of time travelling (e.g. driving); workers working alone from home or socially isolated away from home over protracted periods of time.

Process:

Where a staff member wishes to raise a concern with remote or isolated work, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure.

JCU Resources:

Exposure to hazardous work environments that create a stress response .

Examples: work environments that involve poor air quality, high or nuisance noise levels, extreme temperatures, or uncontrolled biological hazards (e.g. blood or bodily fluids or infectious pathogens).

Process:

Where a staff member wishes to raise a concern with poor environmental conditions, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment to be completed if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure.

JCU Resources:

Investigating, witnessing, or being exposed to traumatic events. This may include reading, hearing or seeing accounts of traumatic events. A person is more likely to experience an event as traumatic when it is unexpected, is perceived as uncontrollable, and where there is a threat to life or safety or is the result of intentional cruelty.

Examples: witnessing or investigating fatalities, serious injuries, abuse, neglect or serious incidents (e.g. a traffic accident) being exposed to extreme effects of natural disasters or seriously injured people.

Process:

Where a staff member has been exposed to or experiences a traumatic event, there are very many university resources to them and/or university incident response plans that may be engaged. In addition to support that may be provided by supervisors, there is also the EAP or specific individuals depending on the incident, including Sexual Misconduct Officers, mental health first aiders or HR staff who may assist. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

JCU Resources:

Aggressive behaviour such as swearing, yelling or physical intimidation.

Threats of violence from other workers (including workers from other businesses), acts of physical violence including assault.

Examples: screaming and swearing at another person, angry outbursts, pushing someone, physical assaults, vandalism.

Process:

If a staff member is concerned about their immediate safety due to violence or aggression JCU security and/or police should be rung immediately.

Where a staff member has been exposed to violence and aggression, they should raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

Where the violence is of a sexual nature, a staff member should contact a JCU Sexual Misconduct Officer who can provide advice around support, reporting and complaint mechanisms.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

The Manager, Security and Campus Safety may also provide options around physical safety on campus.

A staff member may wish to apply with the Fair Work Commission for an order to stop bullying.

A staff member may also wish to refer acts of physical violence to the Queensland Police Service.

JCU Resources:

External Resources:

Repeated and unreasonable behaviour directed towards a worker or group of workers that creates a risk to health and safety. This includes bullying by workers, clients, patients, visitors, or others.
Repeated behaviour refers to the persistent nature of the behaviour and can involve a range of behaviours over time. There is no specific number of incidents required for the behaviour to be repeated, nor does the same specific behaviour have to be repeated; however the pattern of behaviour must demonstrate a persistent nature.

Unreasonable behaviour means behaviour that a reasonable person, having considered the circumstances, would see as unreasonable, including behaviour that is victimising, humiliating, intimidating, or threatening.

Examples: repeated incidents of practical jokes or initiation, spreading misinformation or malicious rumours, belittling or humiliating comments, being verbally denigrated or threatened.

Note: Reasonable management action taken in a reasonable way is not work-related bullying. In relation to work-related bullying, 'reasonable management action' (e.g. performance management or administrative actions) when carried out lawfully and in a reasonable way, while potentially uncomfortable or distressing to some, is a legitimate way for managers and supervisors to:

lead, direct and control how work is done
give feedback and manage performance, including around inappropriate or harmful workplace behaviours
deal with differences of opinion and disagreements, or
recruit, assign, transfer and or terminate employment.

Process: as per Bullying, Discrimination and Harassment Complaint Procedure for Staff and Affiliates

Prior to making a Complaint under this procedure, a Complainant is strongly encouraged to speak with an Equity Contact Officer. This helps to ensure concerns are raised in an appropriate way and that the correct process is followed, including to:

a) clarify whether the alleged behaviour may constitute a breach of the policy (or whether it should be dealt with under an alternative policy/procedure);

b) provide information about the policy and procedure; and

c) referral to complaint resolution options and support programs available to both the Complainant and the Respondent.

A staff member may wish to apply with the Fair Work Commission for an order to stop bullying.

JCU Resources:

Support:

External Online Information:

Harassment in relation to personal characteristics such as age, disability, race, sex, relationship status, family responsibilities, sexual orientation, gender identity, or intersex status.

Process: as per Bullying, Discrimination and Harassment Complaint Procedure for Staff and Affiliates.

Prior to making a Complaint, a Complainant is strongly encouraged to speak with an Equity Contact Officer. This helps to ensure concerns are raised in an appropriate way and that the correct process is followed, including to:

a) clarify whether the alleged behaviour may constitute a breach of the policy (or whether it should be dealt with under an alternative policy/procedure);

b) provide information about the policy and procedure; and

c) referral to complaint resolution options and support programs available to both the Complainant and the Respondent.

JCU Resources:

External Online Information:

Sexual harassment - any unwelcome conduct of a sexual nature that is done either to offend, humiliate or intimidate another person, or where it is
reasonable to expect the person might feel that way. It includes uninvited physical intimacy such as touching in a sexual way, uninvited sexual propositions, and remarks with sexual connotations. This includes sexual harassment by workers, clients, patients, visitors, or others.

Sexual assault is any unwanted or forced sexual activity without a person's consent.

Assault occurs when a person:

Touches another person inappropriately without their consent – groping is a form of sexual assault
Forces another person against their will to commit an act of gross indecency – a sexual act that does not involve penetration, for example a person forces another person to touch their genitals
Forces another person to see an act of gross indecency, for example the person masturbates in front of the other person.

Process: as per Sexual Misconduct Procedure

In instances of sexual harassment, a staff member should contact a JCU Sexual Misconduct Officer and consider making a report.

A staff member may wish to apply with the Fair Work Commission for an order to stop sexual harassment.

A staff member may also wish to refer the matter to the Queensland Police Service.

JCU Resources:

A state of mental and/or physical exhaustion which reduces a person’s ability to perform work safely and effectively.

Examples: physically demanding work, long commuting hours, fast paced or mentally demanding work, irregular shift schedules or consecutive night shifts.

Process:

Where a staff member wishes to raise a concern with fatigue, they should first raise this with their supervisor. A staff member may also wish to engage with their Head of Work Unit where this position is not their supervisor. It may be appropriate for the staff member and supervisor to conduct a risk assessment to be completed if the hazard/s cannot be eliminated. A staff member can be supported or represented in these discussions should they so wish. A staff member may also wish to seek further advice from the HR Business Partnering Team and/or WHS prior to these discussions.

It may also be appropriate for the staff member and supervisor to discuss the role and expectations formally through a PDP/probation review.

If the concerns are not addressed, the staff member should raise this with their Head of Work Unit.

A staff member may elect to resolve their concerns utilising the resolving workplace grievances and complaints procedure.

JCU Resources:

External Resources:

Psychosocial Hazards

High and/or Low Job Demands

Low Job Control

Poor Support

Low Role Clarity

Poor Organisational Change Mangement

Low Reward and Recognition

Poor Organisational Justice

Poor Workplace Relationships including Interpersonal Conflict

Remote or Isolated Work

Poor Environmental Conditions

Traumatic Events

Violence and Aggression

Bullying

Harassment

Sexual Assault and Sexual Harassment

Fatigue

Other Resources