Psychosocial Hazards (workplace mental health hazards)

High and Low Job Demands are one of the most common workplace mental health hazards, including both physical and cognitive demands.

Sometimes, challenging tasks can make workers feel excited and motivated about their work. However, it is important that workers aren’t overloaded with excessive, unrealistic, or unreasonable demands. Resource constraints, time pressures and inadequate staffing can also often lead workers to feel overwhelmed or unable to cope.

Similarly, low job demands like repetitive or monotonous tasks, can often make workers feel disengaged or underutilised.

Indicators include situations where:

• Workloads are excessive or create unreasonable time pressure;
• Workers have very little say in the way they do their work or when they can take rest breaks;
• Workers are not involved in making decisions about work that affects them or their clients; and
• Workers have skills and experience that are underused.

Mind Your Head has developed comprehensive guidance material for this hazard, including detailed examples, impacts on workers and organisations, risk assessments, risk management, control measures, tools and resources. Please Click Here to access this resource.

Low job control refers to the extent to which an employee feels they have control over their work environment and the tasks they are assigned, including situations where an employee has limited autonomy and decision-making power over their work. This can include factors such as having little control over their schedule, being unable to choose the tasks they perform, and having limited input into workplace policies or procedures. When employees have low job control, they may feel that they have little say in how they perform their work or the decisions that affect their job. This can lead to feelings of powerlessness, frustration, and stress.

Low job control can be a hazard for a number of reasons. When employees feel that they have little control over their work, they may feel that their efforts are meaningless or that they are not making a valuable contribution to their organisation, leading to feelings of demotivation and disengagement, which can ultimately affect their productivity and job satisfaction.

Low job control can also lead to stress and burnout; when employees feel that they have little control over their work, they may feel that they are unable to meet the demands of their job or that they are constantly under pressure to perform. This can lead to a range of physical and psychological symptoms, including headaches, fatigue, anxiety, and depression.

Mind Your Head has developed comprehensive guidance material for this hazard, including detailed examples, impacts on workers and organisations, risk assessments, risk management, control measures, tools and resources. Please Click Here to access this resource.

When change happens in the workplace, it can be either positive or negative. Poor organisational change management refers to a situation where a company fails to properly plan, implement, and manage changes within its operations or structure. When change is managed poorly, it can have a negative impact on workers, including feelings of anxiousness and job insecurity.

Poor organisational change management refers to a situation where a company or organisation fails to effectively plan, implement, and communicate changes to its workers. It can occur when an organisation makes a change without fully understanding the potential impact on employees or customers, or when there is a lack of communication or support throughout the change process.

Some common signs of poor organisational change management include resistance from employees, confusion or frustration among stakeholders, decreased productivity, increased turnover, and ultimately, failure to achieve the desired outcomes of the change initiative. Effective change management involves careful planning, communication, and collaboration to ensure that everyone is on board with the proposed changes and understands their role in the process. It also involves providing support and resources to employees to help them adapt to the changes and mitigate any negative impacts.

DOWNLOAD COMPLETE FACT SHEET FOR POOR ORGANISATIONAL CHANGE MANAGEMENT

What must employers do to control workers’ exposure to poor organisational change management?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about poor organisational change management?

If you need to talk to someone about a concern with poor organisational change management, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Support in the workplace is the practical assistance and emotional support that managers, supervisors, or co-workers provide to workers. Providing adequate support can help workers get through challenging situations in their work. The availability or quality of support can vary depending on the type of work, industry and location of the workplace.

Some of examples of the different types of support which may or may not be available in the workplace include:

• the provision of information and advice
• support with completing tasks
• coaching and mentoring
• debriefing after difficult situations
• listening while people vent frustrations
• being caring and empathetic
• help when making decisions and solving problems
• sharing resources.

DOWNLOAD THE COMPLETE FACT SHEET FOR POOR SUPPORT

What must employers do to control workers’ exposure to poor support?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about poor support?

If you need to talk to someone about a concern with poor support in the workplace, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager yourself if you feel comfortable in doing so.

Low role clarity arises when there is a lack of clarity in workers’ performance objectives, key accountabilities, their colleagues’ expectations of them and/or the overall scope or responsibilities of their job.

Role conflict occurs when a worker is required to perform a task which doesn’t sit right with their own values or expectations (for example, the worker expects transparency and this does not exist in the workplace). The greater the conflict between the worker’s actual role and their values or expectations, the higher the likelihood of a worker experiencing work-related stress.

Some of examples of what low role clarity or role conflict can look like in the workplace include:

• where workers may have multiple reporting lines or supervisors and as such may have competing demands
• being asked to undertake a specific task with no instructions or detailed information about requirements
• requests to undertake tasks that are not typically part of the roles and responsibilities of the position
• lack of clarity about what tasks need to be completed, what the deadlines are, and the priorities for individuals, teams and work units
• changing position descriptions and/or areas of responsibility without consultation or discussion

If workers experience low role clarity or role conflict in their jobs, there is an increased chance of mental or physical injury or illness.

DOWNLOAD COMPLETE FOR LACK OF ROLE CLARITY

What must employers do to control workers’ exposure to poor role clarity or role conflict?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about poor role clarity or role conflict?

If you need to talk to someone about a concern with poor role clarity or role conflict, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Recognition and reward refers to the acknowledgement provided to workers resulting in increased feelings of confidence, pride, and being valued for work contributions.

Recognition and reward from supervisors, managers and co-workers can involve encouragement, gratitude, compliments, and other gestures of appreciation. Recognition and reward can be considered hazardous when it is low or disingenuous.

Some examples of what low recognition and reward can look like in the workplace include:

• when mechanisms and practices for regular performance discussions, performance planning and goal setting don’t exist
• providing recognition or acknowledgement that isn’t genuine
• inequitable reward and recognition practices
• rewarding and recognising individuals that have not contributed to a particular outcome, including taking credit for the work of others.

If workers experience forms of low recognition or reward, there is an increased chance of mental or physical injury or illness.

VIEW EXAMPLES OF INADEQUATE RECOGNITION AND REWARD

VIEW THE IMPACTS ON WORKERS AND ORGANISATIONS 

VIEW RISK MANAGEMENT

VIEW CONTROL MEASURES

DOWNLOAD COMPLETE FACT SHEET FOR INADEQUATE RECOGNITION AND REWARD

What must employers do to control workers’ exposure to low recognition and reward?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about low recognition and reward?

If you need to talk to someone about a concern about low recognition or reward, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Poor organisational justice occurs when the principles of fairness, equity, and justice are not upheld within the organisation. It occurs when there are systematic failures or deficiencies in the way decisions are made, employees are treated, and resources are allocated. It refers to fairness at work, including procedural, informational, interpersonal and relational fairness, as well as distributive justice.

Procedural fairness, also known as procedural justice, refers to the perceived fairness of the procedures, processes, and methods used in decision-making within an organisation. It focuses on the fairness of the procedures themselves, rather than the outcome of those procedures. Procedural fairness is an important aspect of organisational justice and contributes to employees’ perceptions of fairness and trust in the workplace.

Informational fairness refers to the perception that the distribution of information, communication, and decision-making processes within an organisation are fair and transparent. It involves providing employees with accurate and relevant information that is necessary for their work and decision-making. Examples of informational fairness include:

Relational fairness, also known as relational justice or interactional justice, refers to the overall quality of relationships and interactions within the organisation. It encompasses the broader context of how individuals are treated, the quality of communication, and the overall fairness of interpersonal dynamics. Relational fairness looks at the organisational climate and the extent to which individuals perceive respectful and just treatment in their interactions with others.

Interpersonal fairness relates to how individuals are treated by others within the organisation. It involves perceptions of respectful and just treatment, dignity, and consideration of individuals’ rights and needs. In contrast to relational fairness, interpersonal fairness specifically focuses on the fairness of individual interpersonal interactions. It zooms in on the fairness of specific interactions, such as how individuals are treated in one-on-one encounters or small group settings. Interpersonal fairness examines whether individuals perceive respectful and just treatment in their direct interactions with supervisors, colleagues, or subordinates.

Distributive justice: Distributive justice refers to the perceived fairness of outcomes or resource allocation. It focuses on whether employees perceive that rewards, benefits, promotions, and other resources are distributed fairly. Poor distributive justice occurs when employees feel that rewards and outcomes are inequitable, arbitrary, or based on factors unrelated to performance or merit.

Poor organisational justice can have detrimental effects on employee morale, engagement, and overall organisational performance.

DOWNLOAD COMPLETE FACT SHEET FOR POOR ORGANISATIONAL JUSTICE

What must employers do to control workers’ exposure to poor organisational justice?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about poor organisational justice?

If you need to talk to someone about a concern with poor organisational justice, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

This hazard involves exposure to incidents or materials that can have a severe impact on a person’s mental and emotional well-being. Traumatic events or materials encompass a wide range of distressing situations, such as accidents, violence, natural disasters, or witnessing or experiencing traumatic incidents. They can also include exposure to disturbing materials like graphic images, videos, or content related to violence, abuse, or traumatic events.

Secondary and vicarious trauma arises when a worker is exposed to a fatality or is engaged in the investigation of a severe injury or fatality. Additionally, some workers may regularly encounter the task of listening to detailed accounts of traumatic or distressing events experienced by others.

The psychological and social consequences of exposure to traumatic events or materials can be significant. Individuals may experience symptoms such as anxiety, depression, post-traumatic stress disorder (PTSD), sleep disturbances, flashbacks, and intrusive thoughts. These hazards can also affect interpersonal relationships, job performance, and overall quality of life.

VIEW EXAMPLES OF OF TRAUMATIC EVENTS AND MATERIALS

VIEW THE IMPACTS ON WORKERS AND ORGANISATIONS 

VIEW RISK MANAGEMENT

VIEW CONTROL MEASURES

DOWNLOAD COMPLETE FACT SHEET FOR TRAUMATIC EVENTS AND MATERIALS

What must employers do to control workers’ exposure to Traumatic Events and Materials?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about Traumatic Events and Materials? in the workplace?

If you need to talk to someone about a concern with violent or traumatic events in the workplace, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Remote or isolated work is when workers find it difficult to get help or assistance from other people because of the location, the time when the work is performed, or the nature of the work being done.

A worker may be isolated even if other people may be close by, for example, a cleaner working by themselves at night in a city office building. In other cases, a worker may be far away from populated areas, for example, on a farm.

Examples of remote or isolated work can vary depending on the type of work, industry and location of the workplace. Some of examples include:

• all-night convenience store and service station attendants
• office workers working from home
• long distance freight transport drivers
• scientists, park rangers and others carrying out field work alone
• health and community workers working in isolation with members of the public.

If workers are exposed to situations where they are required to perform remote or isolated work, there is an increased chance of mental or physical injury or illness.

DOWNLOAD COMPLETE FACT SHEET FOR REMOTE OR ISOLATED WORK

What must employers do to control workers’ exposure to remote or isolated work?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about remote or isolated work?

If you need to talk to someone about a concern with performing remote or isolated work, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Working in poor quality and hazardous working environments, such as poor air quality, high noise levels, extreme temperatures, working near unsafe machinery is not only a risk to workers’ physical health, but also their mental health.

There can be many examples of what poor environmental conditions might look like in the workplace, which can vary depending on the type of work, industry and location of the workplace. Some of examples include:

• physical work health and safety procedures, including audits and regular risk assessments, are not done
• workers aren’t given the equipment and resources they need to do their work safely
• the work environment isn’t monitored to test for decibel levels, air quality, and so on
• workers do not receive information, instruction and training on how to perform hazardous tasks or how risks can be eliminated or appropriately controlled.

If workers are exposed to poor environmental conditions, there is an increased chance of mental or physical injury or illness.

DOWNLOAD COMPLETE FACT SHEET FOR POOR ENVIRONMENTAL CONDITIONS

What must employers do to control workers’ exposure to poor environmental conditions?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about poor environmental conditions?

If you need to talk to someone about a concern about poor environmental conditions, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Violence and aggression are specific psychosocial hazards characterised by intentional and hostile behaviours that can cause harm or injury to workers, and encompass any occurrence in which an individual is subjected to abuse, threats, or physical assault within the context of their work or as a result of their work-related activities.

Violence refers to acts or threats of physical harm, such as physical assault, fighting, or the use of weapons, directed towards individuals in the workplace. It can involve both internal (between co-workers) and external (from clients, customers, or the public) sources.

Aggression encompasses a broader range of hostile behaviours that can be physical, verbal, or non-verbal in nature. This includes acts like yelling, shouting, intimidation, bullying, harassment, or the display of aggressive body language.

These psychosocial hazards of violence and aggression can occur in various work settings and industries. They pose significant risks to the physical and psychological well-being of workers, potentially leading to physical injuries, emotional distress, anxiety, post-traumatic stress disorder (PTSD), and other mental health issues.

DOWNLOAD COMPLETE FACT SHEET FOR VIOLENCE AND AGGRESSION

What must employers do to control workers’ exposure to violence and aggression?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about violence and aggression?

If you need to talk to someone about a concern about poor environmental conditions, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Violence and aggression are specific psychosocial hazards characterised by intentional and hostile behaviours that can cause harm or injury to workers, and encompass any occurrence in which an individual is subjected to abuse, threats, or physical assault within the context of their work or as a result of their work-related activities.

Violence refers to acts or threats of physical harm, such as physical assault, fighting, or the use of weapons, directed towards individuals in the workplace. It can involve both internal (between co-workers) and external (from clients, customers, or the public) sources.

Aggression encompasses a broader range of hostile behaviours that can be physical, verbal, or non-verbal in nature. This includes acts like yelling, shouting, intimidation, bullying, harassment, or the display of aggressive body language.

These psychosocial hazards of violence and aggression can occur in various work settings and industries. They pose significant risks to the physical and psychological well-being of workers, potentially leading to physical injuries, emotional distress, anxiety, post-traumatic stress disorder (PTSD), and other mental health issues.

DOWNLOAD COMPLETE FACT SHEET FOR BULLYING

What must employers do to control workers’ exposure to Bullying?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about Bullying?

If you need to talk to someone about a concern about poor environmental conditions, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Harassment is characterised by unwanted and offensive behaviours directed towards an individual, creating an intimidating, hostile, or offensive work environment.

Harassment can include actions, comments, gestures, or any form of conduct that belittles, discriminates against, or violates the dignity and rights of an individual, particularly in relation to their gender, sex, or other protected characteristics.

Sexual harassment specifically refers to unwelcome sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature that creates an uncomfortable, hostile, or intimidating atmosphere at work.  It is unlawful under the Commonwealth Sex Discrimination Act 1984 and is also prohibited by state and territory anti-discrimination laws.

The Australia Fair Work Commission specifically defines sexual harassment as unwelcome conduct of a sexual nature in relation to a person. It occurs in circumstances where a reasonable person would anticipate the possibility of the person who is harassed being offended, humiliated or intimidated. Conduct of a sexual nature includes making a statement of a sexual nature to, or in front of, a person. The statement can be spoken or in writing.” For more information, visit Sexual harassment | Fair Work Commission

DOWNLOAD COMPLETE FACT SHEET FOR HARASSMENT INCLUDING SEXUAL HARASSMENT

What must employers do to control workers’ exposure to Harassment including Sexual Harassment?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about Harassment including Sexual Harassment?

If you need to talk to someone about a concern about poor environmental conditions, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.

Conflict or poor workplace relationships or interactions refers to the hazard arising from disagreements, tensions, or negative dynamics between individuals or groups within the workplace. It involves situations where there is a lack of cooperation, collaboration, or effective communication, leading to strained relationships, hostility, or unresolved disputes. It can include situations where there is a breakdown in relationships among individuals and teams, resulting in conflicts arising from tasks, relationships, and instances of violence or incivility.

It also includes workplaces characterised by unacceptable behaviours, gossip, harassment, or bullying. These conditions contribute to strained interactions and negative dynamics within the work environment.

This hazard can manifest in various forms, such as interpersonal conflicts, bullying, harassment, or dysfunctional team dynamics, and can have significant negative impacts on both individuals and the overall work environment. Harmful behaviours can also originate from entities such as customers, clients, patients, members of the public, or other businesses.

DOWNLOAD COMPLETE FACT SHEET FOR CONFLICT OR POOR WORKPLACE RELATIONSHIPS OR INTERACTIONS

What must employers do to control workers’ exposure to poor workplace relationships?

Under work health and safety laws employers must ensure the health and safety of workers.

Health and safety is both the physical and mental wellbeing of workers and workplace mental health hazards and risks are treated the same as physical hazards and risks.

Employers must assess these risks and control them like any other health and safety hazard. This must be done in consultation with workers.

Who can I talk to about poor workplace relationships?

If you need to talk to someone about a concern about poor workplace relationships, don’t be afraid to seek assistance. Talk to your health and safety representative or union delegate for advice about raising concerns with your manager. You can also raise your concerns with your supervisor or manager, if you feel comfortable in doing so.