psychosocialhazards intheworkplacecrosh.ca/.../crosh-webinar-2017may-psychosocial-hazards.pdf ·...

Psychosocial Hazards in the Workplace

Presented by:

Dr. Michel Larivière, C. Psych. (School of Human KineEcs, LaurenEan University)

Zsuzsanna Kerekes , Ph.D. (School of Human KineEcs, LaurenEan University)

Caroline Dignard, M.K.H. (School of Rural and Northern Health, LaurenEan University)

Lisa SchuL, M. A. Candidate (School of Rural and Northern Health, LaurenEan University)

Centre for Research in Occupa2onal Safety and Health Lauren2an University Sudbury, ON, Canada

CROSH Webinar May 31, 2017 12:15 – 1:00 PM

•  What is Workplace Mental Health?

•  Overview of Psychosocial Hazards

•  Implemen2ng Change – Where to Start

•  Individual level

•  Strategies

•  Other Resources

•  Ques2ons

Webinar Overview

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Workplace Mental Health

What is it?

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Mental Health

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DefiniEon (WHO, 2014): •  State of well-‐being in which every individual: –  realizes his or her own poten2al; –  can cope with the normal stresses of life;

–  can work produc2vely and fruiVully; and

–  is able to make a contribu2on to her or his community

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•  Is more than the absence of mental disorders

•  Is an integral part of health; indeed, there is no health without mental health

•  Is determined by a range of socioeconomic, biological, and environmental factors

Mental Health

(WHO, 2016)

Mental health and mental illness

Source: hXps://www.ucalgary.ca/wellbeing/mental-‐health#quickset-‐field_collec2on_quicktabs_1

Mental disorders according to DSM-‐5

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•  A “mental disorder is a syndrome characterized by clinically significant disturbance in an individual’s –  cogni2on, –  emo2on regula2on, or –  behavior

•  that reflects a dysfunc2on in the –  psychological, –  biological, or –  developmental processes underlying mental func2oning.

•  Mental disorders are usually associated with significant distress or disability in social, occupa2onal, or other important ac2vi2es.”

(American Psychiatric Associa2on 2013, p. 20)

Who is affected?

9 Source: ccohs.ca

Who is affected?

•  If we include families, friends and caregivers, mental health problems and illnesses impact almost everyone in some way.

•  Everyone could be affected at one point in her/his life because

•  Everyone has a friend, family member or colleague who has mental health problems.

¨  Source: www.youngones.ca; www.canadahelps.org

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Some staEsEcs on mental health

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Source: cmha.ca, ccohs.ca


•  Increased produc2vity •  Sustainability and

growth •  Employee reten2on •  Employee engagement

and sa2sfac2on •  Lower disability rate

•  Feeling of safety •  Feeling of being

respected and valued •  Balance in life •  Social support and

teamwork •  Interpersonal growth •  Happiness

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WORKPLACE BENEFITS EMPLOYEE BENEFITS

Promoting and maintaining mental health is a priority!!!!


70% of Canadians are concerned about the

psychological health and safety of their workplace

14% don’t think that their workplace is healthy or

safe at all

30% report that their workplace is not

psychologically safe

Mental health promoEon can boost produc2vity, performance, increase moral, teamwork and

communica2on.

A healthy workplace helps people to cope with changes and demonstrates social

responsibility.

13 Source: hXp://www.mentalhealthcommission.ca/English/focus-‐areas/workplace ; hXp://www.enwhp.org

Research is needed

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Is it the mental health problem that causes injuries and physical illnesses?

Is it the physical health issue that causes mental

health problems or accidents?

Is it the work environment that causes accidents and that leads to

physical and mental illnesses?

Is there another unexplored factor that connects the

variables?

Based on Dimoff and Kelloway, 2013

Overview of Psychosocial

Hazards

What are psychosocial hazards? •  Defined by the Interna2onal Labour Organiza2on (ILO) (1986) as the

interac2ons among: –  job content, work organiza2on and –  management, and –  other environmental and –  organiza2onal condi2ons, on the one hand, –  and the employees' competencies and needs on the other

•  that prove to have a hazardous influence over employees' health through their percep2ons and experience (ILO, 1986)….

•  …The aspects of –  the design and management of work, and –  its social and –  organiza2onal contexts

•  that have the poten2al for causing psychological or physical harm (Cox & Griffiths, 2005).” (Leka and Cox, 2010 p. 124-‐125.)

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Who is affected by the risks of the psychosocial hazards?

Employees •  Physical health •  Mental health •  Emo2onal health •  Safety

OrganizaEon •  Produc2vity •  Quality of products •  Quality of services •  Organiza2onal culture •  Organiza2onal climate •  …

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The risks can be dealt with at different levels

Individual level •  Treat the experience of

stress •  Treat the health effects of

the psychosocial hazards

OrganizaEonal level •  Organizational

interven2ons

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Most effec2ve preven2on and interven2on

strategies involve both levels

Psychosocial hazards (Leka and Cox, 2010)

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JOB CONTENT •  Lack of variety or short work cycles •  Fragmented or meaningless work •  Repe22ve work •  Under use of skills •  High uncertainty •  Con2nuous exposure to people

through workload •  Task complexity •  Dangerous work •  Emo2onal and mental demands

beyond the physcial demands Source of image: cnn.com

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WORK LOAD AND WORK PACE •  Control over work load and work pace, •  Work overload or underload •  Machine pacing •  High levels of 2me pressure •  Con2nually subject to deadline


Healthandsafetyatwork.com

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WORK SCHEDULE •  Shit working –  sleep difficul2es, alcohol use to aid sleep, fa2gue,

aggression, sensi2vity, impaired cogni2ve abili2es, higher rate of diabetes, cardiovascular problems, depression

•  Night shit –  Spouses feeling anxious of night shit and travelling

•  Unexpected shit changes •  Rota2on •  Inflexible work schedules •  Unpredictable hours, long

or unsociable hours


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CONTROL •  Low par2cipa2on in decision making •  Perceived autonomy •  Control over safety •  (Suppor2ve) supervisor •  Forced vaca2on •  Lack of control over workload •  Pacing, shit working, complexity of the project, etc.


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ENVIRONMENT AND EQUIPMENT •  Inadequate availability of the equipment •  Suitability or maintance •  Poor environmental condi2ons such as

–  lack of space, heat stress (cardiovascular problems), dust, humidity, auto-‐compensa2on of the air, poor ligh2ng


Source of image: blueacous2cs.co.uk

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ORGANIZATIONAL CULTURE AND FUNCTION •  Culture itself a hazardous factor •  Poor communica2on •  Low levels of support for problem solving and personal development

•  Management tools and methods •  Lack of definiton or agreement on organiza2onal objec2ves


25

INTERPERSONAL RELATIONSHIPS AT WORK •  Social or physical isola2on •  (Poor) rela2onship with superiors •  Interpersonal conflict •  Lack of social support •  Interdependencies


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ROLE IN ORGANIZATION AND CAREER DEVELOPMENT •  Role ambiguity •  Role conflict •  Responsibility for people •  Seniority •  Aging and re2rement •  Career op2ons (stagna2on and uncertainty) •  Under or over promo2on •  Poor pay •  Job insecurity – risk of unemployment •  Social value to work


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HOME-‐WORK INTERFACE •  Conflic2ng demands of work and home –  Shit work par2cularly disrupts family life

•  Low support at home – repressed feelings •  Commu2ng – less 2me at home •  Dual career problems


Source of image: joorbit.ca

ImplemenEng change

Where to start?

Risk management model at the organizaEonal level (Cox et al, 2000)

Assessment of associated risk

Design of reasonably prac2cable control

strategies

Implementa2on of those strategies (interven2ons)

Monitoring and evaluia2on of effec2veness of these strategies

Feedback and reassessment of risk

Review of informa2on needs, and training needs of employees

Iden2fica2on of the hazards

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Adapta2on of the model should fit the local and legal requirements

Risk management at the workplace (Cox, Griffiths, and Randall, 2003)

Risk assessment – psychosocial and organiza2onal hazards and individual and organiza2onal health incidences

Risk assessment results should be discussed and used to develop

ac2on plans

Ac2ons plans might create discussion, cri2cal evalua2on and can discover underlying problems

Plan interven2ons with the support of relevant scien2fic

knowledge and scien2fic literature and organiza2onal context

Implemen2ng, monitoring and managing interven2ons driven by

scien2fic knowledge

Evalua2on of interven2ons and feedback of the results at

organiza2onal and employee level

Results of evalua2on for improving risk assessment and other

strategies

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How to plan a risk assessment

•  Psychosocial hazards are mainly situa2on specific •  It might be important while doing a risk assessment to examine –  The workplace –  The type of worker – Work processes –  Etc. –  Available organiza2onal records – like absence data

31 (Leka and Cox, 2010)


•  Using qualita2ve and quan2ta2ve methods are useful

•  Priori2se –  The nature of the hazard and harm –  The strength of the rela2onship between the hazard and harm

– How many people are affected –  Etc.

•  Consider diversity •  Look at the wider context – Occupa2onal sector characteris2cs –  Socioeconomic and cultural differences



•  The informa2on should be evaluated, discussed and translated in order to plan ac2ons

•  This is how underlying, hidden problems might be discovered

•  It helps to understand if there are any addi2onal problems that are driving the risk factors



•  Interven2on and risk reduc2on can target –  primary (usually this is organiza2onal level) –  secondary and –  ter2ary levels of interven2on

•  Priori2es are dependent on –  legisla2on, –  resources, –  capabili2es of the organiza2on, –  an2cipa2on of future changes, etc.

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The individual level plays a more important role

(Leka and Cox, 2010)


•  "Evalua2on is the thread that runs through the en2re risk management process" (Leka and Cox, 2010, p. 135.)

•  This is the heart of understanding the strength and weaknesses, and facilitates future steps.


Good risk management

•  Good business •  Social responsibility •  Promo2on of quality at work and at working life •  Evidence-‐ based •  Ownership of the results, the service, the benefits •  Remember the context •  Remember mul2-‐causality and key factors •  No need for quick solu2on – need for con2nuous improvement and management

•  Use mul2-‐level approaches •  Be aware of ethical implica2ons


Good risk management

CapabiliEes required: •  adequate knowledge of the key agents (management

and workers, policy makers)

•  relevant and reliable informa2on to support decision-‐making

•  availability of effec2ve and user friendly methods and tools

•  availability of competent suppor2ve structures (experts, consultants, services and ins2tu2ons, research and development)

37 (Leka and Cox, 2010, p.140)

Individual level

Increased Risk as a Result of Stressful Workplaces How the individual might be affected

Source: Adapted from The Business Case for a Healthy Workplace, 2011 with permission of Workplace Safety & Prevention Services, Mississauga, Canada.

Individual differences

•  Resilience •  The concept of psychological capital – Hope, op2mism, self-‐efficacy/confidence and resilience –  It seems to be an accurate predictor of occupa2onal factors like job sa2sfac2on, performance, mo2va2on

–  It plays a central role in the individual’s ability to handle and cope with distress

•  Personality –  Big Five (McCrae, Costa, 1985, 1987) – Holland (1973, 1985, 1992)

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Strategies

What is Guarding Minds @ Work?

•  Guarding Minds @ Work (GM@W) is a unique and free, comprehensive set of resources designed to protect and promote psychological health and safety in the workplace.

•  GM@W resources allow employers to effec2vely assess and address the 13 psychosocial factors known to have a powerful impact on organiza2onal health, the health of individual employees, and the financial boXom line.

•  GM@W is available to all employers -‐ large or small, in the public or private sector -‐-‐ at no cost.

42 Source: hXps://www.guardingmindsatwork.ca/info

hXp://www.guardingmindsatwork.ca/info/risk_factors

The Guarding Minds @ Work 13 Psychosocial Factors

Prepare & Implement GM@W

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Source: hXps://www.guardingmindsatwork.ca/info/gmaw_how

PDF Version

available

online!

CAN/CSA-‐Z1003-‐13/BNQ 9700-‐803/2013, Psychological Health and Safety in the Workplace is a voluntary standard intended to provide systema2c guidelines for Canadian employers that will help enable them to develop and con2nuously improve psychologically safe and healthy work environments for their employees.

hXp://www.guardingmindsatwork.ca/info/index hXp://www.csagroup.org/documents/codes-‐and-‐standards/publica2ons/CAN_CSA-‐Z1003-‐13_BNQ_9700-‐803_2013_EN.pdf hXp://www.ccohs.ca/products/posters/mental_fitness/

Other Resources

Resources

•  hXp://www.ccohs.ca/healthyminds/

•  hXp://www.ccohs.ca/products/publica2ons/OHSProgram.html

•  hXp://www.ccohs.ca/products/publica2ons/wellness.html

•  hXp://www.ccohs.ca/products/courses/mh_psychological/

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Resources

•  hXps://www.workplacestrategiesformentalhealth.com/mental-‐health-‐issues-‐facts-‐and-‐figures

•  hXp://www.who.int/mental_health/policy/services/en/

•  hXp://www.cmha.ca/mental_health/work-‐life-‐balance-‐quiz/

•  hXps://www.canada.ca/en/employment-‐social-‐development/services/health-‐safety/mental-‐health.html 48

Concluding thoughts

•  It is important to recognize that psychosocial hazard factors have a tremendous impact not only on the organiza2on, nor just the workforce as a whole, but also on each individual worker affected.

•  Geyng to know these factors within their own unique context are the first steps toward a successful risk management at the workplace

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QuesEons & Discussion

The material presented should not be reproduced without permission from: [email protected]

To reference: Lariviére, M., Kerekes, Zs., Dignard, C., and SchuX, L. Psychosocial Hazards in the Workplace. Webinar. CROSH Lunch&Learn Series, May 31, 2017.

Webinar Reference

References •  Leka, S., Cox, T. (2010). Psychosocial risk management at the workplace level. In. S. Leka, J. Houdmont

(Eds.), Occupa&onal Health Psychology, (pp. 124 – 156). West-‐Sussex: Wiley-‐Blackwell. •  Leka, S., Jain, A. (2010). Health Impact of Psychosocial Hazards at Work: An Overview. Ins2tute of Work,

Health & Organisa2ons, University of Noyngham. World Health Organiza2on. hXp://whqlibdoc.who.int/publica2ons/2010/9789241500272_eng.pdf. Accessed 01 Oct 2016.

•  Dimoff, J. K., Kelloway, E. K. (2013) Bridging the gap: Workplace mental health research in Canada. Canadian Psychology/Psychologie Canadienne, 54, 4, 203-‐212.

•  Greenberg, J. S. (2013) Comprehensive Stress Management. Thirtheen Edsi2on. McGraw-‐Hill. New York. •  Landy, F. J.; Conte, J. M. (2004) Work in the 21st century. An introduc2on to industrial and organiza2onal

psychology. McGraw-‐Hill, Boston. •  Holland J. L.; Go|redson, G. D. (1992) Studies of the Hexagonal Model: an Evalua2on (or, The Perils of

Stalking the Perfect Hexagon) Journal of Voca2onal Behavior 40, 158-‐170. •  Luthans, F., Avey, J. B., Avolio, B. J., Norman, S. M., & Combs, G. M. (2006). Psychological capital

development: toward a micro-‐interven2on. Journal of organiza&onal behavior, 27(3), 387-‐393. •  Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The media2ng role of psychological capital

in the suppor2ve organiza2onal climate—employee performance rela2onship. Journal of organiza2onal behavior, 29(2), 219-‐238.

•  Luthans, F., Youssef, C. M., Avolio, B. J. (2006) Psychological Capital. Oxford University Press. •  Lariviere, M., Kerekes, Zs., Valcheff, D. (2016) Psychosocial Hazards and Risks. In: Guidoy, T. L. (ed).

Health Risks and Fair Compensa2on in the Fire Service. Heidelberg, Springer. (ISBN 978-‐3-‐319-‐23068-‐9) 227-‐265.

The findings and conclusions in this webinar are those of the authors and do not necessarily represent the views of the Centre for Research in Occupa&onal Safety and Health at Lauren&an University. Image or men&on of any product in this webinar does not cons&tute endorsement.

CROSH Funding

Wesley Killen, MHK Technologist CROSH LaurenEan University Sudbury, ON, Canada [email protected]

Contact InformaEon

Contact for the webinar

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