Stress within the organisation may be identified by: informal observation and conversation with personnel and supervisors; performance appraisal with an opportunity for open discussion of problems; monitoring of attendance records and conducting ‘return to work’ interviews; sickness absence / ill-‐health trends; data showing reduced productivity; and high staff turnover.
CAUSES OF STRESS
Culture: of the organisation and how it approaches work-‐related stress, e.g. communication, consultation, staff support systems, working hours;
Demands: workload too high or too low, shift work and unsocial hours, excessive overtime, and exposure to violence and bullying;
Control: how much control the person has in the way they do their work, e.g. work planning, use of acquired skills, repetitive or monotonous work;
Relationships: between employees, e.g. physical violence, threatened or actual, verbal abuse such as repeated shouting and swearing, malicious gossip; victimisation such as excessive supervision, unjustified picking of faults, prevention of career Physical and Psychological Health Hazards and Risk Control 603 development; sexual harassment; and discrimination due to gender, race or disability;
Change: how organisational change is managed and communicated in the organisation, e.g. new technology, restructuring, redundancies, and unclear objectives;
Role: job insecurity, fear of redundancy, being unclear about role, responsibilities and expectations, conflicting roles, e.g. the conflict of different job demands such as working for more than one manager;
Individual: skills not matched to the task, inadequate training, unclear job description, and fair and open feedback on the work and role, illness, financial worries, family commitments; and
Environment: inadequate lighting, problems with glare, cramped or untidy working conditions, security problems, extremes of temperature and / or humidity, inadequate ventilation, draughty conditions, high noise and vibration levels, inadequate welfare facilities and poor weather conditions for those working outside.
For More Details contact: +91 90258 02211 | info@poshesolutions.com
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CAUSES OF STRESS
Culture: of the organisation and how it approaches work-‐related stress, e.g. communication, consultation, staff support systems, working hours;
Demands: workload too high or too low, shift work and unsocial hours, excessive overtime, and exposure to violence and bullying;
Control: how much control the person has in the way they do their work, e.g. work planning, use of acquired skills, repetitive or monotonous work;
Relationships: between employees, e.g. physical violence, threatened or actual, verbal abuse such as repeated shouting and swearing, malicious gossip; victimisation such as excessive supervision, unjustified picking of faults, prevention of career Physical and Psychological Health Hazards and Risk Control 603 development; sexual harassment; and discrimination due to gender, race or disability;
Change: how organisational change is managed and communicated in the organisation, e.g. new technology, restructuring, redundancies, and unclear objectives;
Role: job insecurity, fear of redundancy, being unclear about role, responsibilities and expectations, conflicting roles, e.g. the conflict of different job demands such as working for more than one manager;
Individual: skills not matched to the task, inadequate training, unclear job description, and fair and open feedback on the work and role, illness, financial worries, family commitments; and
Environment: inadequate lighting, problems with glare, cramped or untidy working conditions, security problems, extremes of temperature and / or humidity, inadequate ventilation, draughty conditions, high noise and vibration levels, inadequate welfare facilities and poor weather conditions for those working outside.
For More Details contact: +91 90258 02211 | info@poshesolutions.com
Nebosh in Chennai | Nebosh course in Chennai | Iosh Ms Course in Chennai | Nebosh HSW Course in Chennai | Nebosh IOGC in Chennai
