Workplace mental health

These are job demands that require sustained high or low levels of physical, mental or emotional effort. A job can include periods of high and low demands, and can also involve a combination of high or low physical, mental and emotional demands.

Low job control means workers have little control or say over the work or aspects of the work including how or when the job is done.

Poor support refers to insufficient support workers receive from their supervisors or colleagues. It means not having the resources they need to do the job or support work performance.

Workers may be exposed to this hazard through witnessing, investigating or being exposed to traumatic events or material. An event is more likely to be traumatic when it is unexpected, is perceived as uncontrollable or is the result of intentional cruelty.

Remote or isolated work means work that is isolated from the assistance of others due to the location, time or nature of the work. This often involves long travel times, poor access to resources, or limited and difficult communications.

There is lack of role clarity when workers are not clear about their responsibilities and what is expected of them. This may happen if their roles keep on changing and they’re not given the right job information.

Poor organisational change management means changes in the workplace are poorly planned, communicated, supported or managed.

Inadequate recognition and reward is when there is an imbalance between workers’ effort and the recognition or rewards they get in return, whether formal or informal.

Poor organisational justice is present in a workplace where there is a lack of procedural justice (fair decision-making processes), informational fairness (keeping everyone informed) or interpersonal fairness (treating everyone with dignity and respect).

Poor physical environment means workers are exposed to unpleasant, poor quality or hazardous working environments or conditions.

Harmful behaviours can harm the person they are directed at and anyone witnessing the behaviour. These include:

• violence and aggression
• bullying
• harassment including sexual harassment or gender-based harassment, and
• conflict or poor workplace relationships and interactions.

This involves identifying the aspects of work and situations that may harm workers or others at the workplace and why these may be occurring. This step should also assist in identifying where and when workers are exposed to psychosocial hazards, and if controls are not adequately eliminating or minimising risks from known hazards.

A risk assessment can help determine how severe risks are, and therefore what is reasonably practicable in managing the risks. To assess the risk of harm, the workers affected must be identified and the duration, frequency and severity of their exposure must be considered.

This means using the hierarchy of control measures to determine and implement the most effective control measures that are reasonably practicable in the circumstances and ensuring they remain effective over time.

This step aims to ensure control measures are working as planned. A control measure that is not working effectively must be reviewed and modified or replaced.