The term “psychosocial” has leapt into the workplace vernacular in recent years and appears to be the buzz word of the 2020s. A quick history lesson will show that psychosocial first emerged in the 1890s as a term used by academic psychologists in modelling of how the social environment and the human psyche interact.

It then became more prevalent in the 1950s when Erik Erikson, influenced by Sigmund Freud’s psychosexual stages of development, posited the theory of psychosocial development. Expanding beyond adolescence, Erikson postulated that the human personality continued to develop until old age, with exposure to differing environments, and that the development of personality depended on the resolution of existential crises. These crises are psychosocial because they involve the psychological needs of the individual conflicting with the needs of society.

The term now focuses on the combined influence of psychological factors and an individual’s social environment. We can seek to understand the impact on an individual’s physical and mental health and their ability to function.

Given we spend a third of our life at work it is essential that we ensure our work environments are free from both physical and psychological hazards. Psychosocial hazards are considered anything that could cause psychological harm. They cause stress which can lead to both psychological and/or physical harm.

Conversely, psychological safety in the workplace refers to an environment where employees feel safe to take risks, express their thoughts, and make mistakes without fear of negative consequences to their self-image, status, or career. It is a vital component of a healthy organisational culture that promotes collaboration, innovation and overall employee well-being. Organisations have a legal obligation to manage psychosocial risks in the workplace (Kiaos, 2024).

Psychosocial safety legislation is provided for at a federal level pursuant to the Work, Health and Safety Act 2011 (WHS Act) and has been adopted in most States and Territories via Codes of Practice. Employers must engage in proactive risk management to identify, assess and minimise, if not eliminate, psychosocial hazards. Safework Australia has published a Model Code of Practice for managing psychosocial hazards at work. This article will identity some of the psychosocial hazards that can occur in the workplace and offer some suggestions on how to manage those hazards.

It should be noted that psychosocial hazards do not just occur in white collar roles. Every workplace can have risks that need to be mitigated. For example, construction workers experience more serious outcomes from mental ill-health than the general working population with the suicide rate of male constructions workers 97% higher than that of non-construction male workers. Furthermore, construction works are six times more likely to die by suicide than by workplace accidents. Poor mental health of those working in the construction industry adversely affects safety, interpersonal, and organisational performance. These adverse impacts reduce productivity, increase health care costs, and disrupt social relationships (Hon et al., 2024).

Whilst short term stress can lead to good work output, psychosocial hazards that are severe, prolonged or frequent can become hazards with the potential to significantly impact the individual and the employer. It can lead to anxiety, depression, post-traumatic stress disorder and burnout. Some of the more prevalent psychosocial risks identified by SafeWork Australia include:

1. High or Low Job Demands

These are extremes of either high or low levels of physical, mental or emotional effort needed to do the job. Examples of the extremes include working long hours without enough breaks, physically tiring tasks, having too much to do in too little time, not having the right skills or training for the task or not having systems to prevent individual errors, particularly when they may have high consequences. Equally, long idle periods, particularly if workers cannot do other tasks, highly monotonous or repetitive tasks, or workers unable to maintain their skills can also lead to unsafe work environments.

2. Work relationships

A lack of close relationships at work can lead to poor interactions which can affect motivation. Instances of bullying, harassment, including sexual or gender-based harassment, discrimination or aggressive behaviour can also lead to stress.

Remote or isolated work can also be considered a psychosocial risk. It involves not having the assistance or engagement of others because of location, time or the nature of the work. Linked to this is shift work, where irregular hours can disrupt work-life balance and lead to stress.

3. Conflicting demands and lack of role clarity

Employees may be stressed if they are unclear about their role or responsibilities which can include overlapping responsibilities, unclear reporting lines, conflicting or frequently changing expectations and work standards, not being given information needed to do the job, or unclear work priorities.

4. Lack of control over work

Employees who have little control over their work, including the pace at which they work can experience stress. Other examples include having little say over break times or when to switch tasks, needing permission for routine or low risk tasks, strict processes that cannot be changed to fit the situation, or workers level of autonomy not matching their role or abilities.

5. Poor support from colleagues and/or management

A lack of support, or the perception of a lack of support, can lead to feelings of isolation and stress. This includes not having the things needed to do the work well, safely or on time, not getting necessary information, not enough supervisor support, inadequate coworker support or a workplace culture that discourages support. Linked to poor support is poor communication as a lack of communication can lead to misunderstandings and increased stress.

6. Job insecurity and organisational changes

A lack of job security can cause stress which can lead to mental and/or physical harm. Poor organisational change management means changes that are poorly planned, communicated, supported or managed leading to uncertainty, worry and stress.

The reality is that an employee may be experiencing more than one of the above, leading to a compounding of the stresses being experienced. And of course, the resilience of an individual is variable so it is unknown how an employee will react to the stressors around them.

It is also essential for employers to identify other hazards that may be present and consider them together. Hazards can interact and combine to create new, changed or higher risks.

Employers can manage psychosocial hazards by identifying the hazards and implementing change within the organisation. Change can occur by:

1. Identifying potential psychosocial risks by conducting culture reviews, company surveys/consultations, reviewing injury and absence reports, reviewing and taking seriously exit interviews and conducting general workplace assessments. Utilising surveys and tools to assess workplace culture and ensuring employees are aware of and attesting their knowledge of policies in place. Policies that promote respect at work can help create a healthier work environment.

2. Consulting with your employees, contractors and suppliers as they may talk about hazards in different ways and promoting open communication by encouraging open and honest dialogue to address issues before they escalate.

3. Observing work and behaviours to determine if work is taking longer than expected, there is excessive paperwork or customer frustration which can be caused by low job control.

Linked to this is reviewing available information by assessing records of overtime, time off, injuries, incidents, workers’ compensation and exit interviews.

4. Having a way for workers to report and to encourage reporting of psychosocial hazards. This can be done by offering internal and external channels in which to report. In offering an independent speak up hotline, employees can choose to anonymously and confidentially raise their concerns. By treating workers’ concerns seriously and respectfully you can encourage a psychologically safe environment.

5. Creating a supportive work environment and providing clear roles and responsibilities can help reduce stress caused by role ambiguity. Providing employees autonomy over their work can help reduce stress.

6. Training managers and leaders to effectively and proactively address mental health concerns and offering comprehensive mental health benefits. It is vital that organisations provide easily accessible Employee Assistance Programs (EAP) and mental health benefits. This can support employees in managing and reducing the impact of psychosocial hazards.

Remember, managing psychosocial hazards requires a systematic approach and should involve consultation and collaboration across the organisation. It is also important to note that any strategies deployed should be tailored to the specific needs and circumstances of each workplace. As an employer the obligation is on you to identify if psychosocial hazards are present in your workplace and take action to resolve any identified.