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Element B8 / 1
Element B8 / 1
Work Related Stress
Stress
HSE Definition
The adverse reaction people have to excessive
pressure or other demands placed upon them
Individuals react differently
Some prefer mundane jobs, some prefer
unpredictable, challenging, fast paced.
Can cause stress – wrong type of job
Problems at home
May be more vulnerable to work related stress
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Post Traumatic Stress Disorder
PTSD
Psychological reaction after experiencing highly
stressing event
Physical violence; air, road, rail disaster; natural disaster;
wartime combat
Outside the range of normal experience – more extreme
events
Can include witnessing death of a worker in workplace
Depression, anxiety, hyper-vigilance, emotional
numbing, unexplained physical symptoms,
flashbacks, nightmares, avoidance of reminders
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Post Traumatic Stress Disorder
Adrenaline
When person perceives themselves or others to be in
danger the produce adrenaline
Deadens senses and dulls pain
PTSD – still produce adrenaline
Numbed emotions, detachment
High levels – affects hippocampus (part of brain responsible
for memory and emotions)
Can cause flashbacks, repeated nightmares
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Prevalence of WRS
Difficult to determine
Not revealed as readily as other work related harm
Sufferers may not be aware or don’t want to admit
Statistics = 1.5% suffer WRS
Over half are new cases – New Incidence Rate 0.78%
HSE – NIR constant fro 2001 to 2010
Working days lost 9.8m 2009
13m 2004
6.5m 1995
50 x more than accidents
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Physical signs of Stress
Different with individuals
Common symptoms
Heart and circulatory problems
Repeated colds, flu, infections
Menstrual pattern changes
Rapid weight change
Headaches, shaking
Tiredness, fainting
Skin complaints
Digestive problems
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Physiological signs of Stress
Emotional
Mood swings
Cynicism
Anxiety / panic attacks
Loss of confidence
Lack of self esteem
Lack of concentration / enthusiasm
Behavioural
Poor quality work
Increased alcohol / drug use
Insomnia
Appetite changes
Poor time management
Accident proneness
Impaired speech
Too busy to relax
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Causes of Stress
Organisation of work
Working hours long hours
Poor life / work balance
Excessive workload
Anti social hours
Shift work
Workplace Culture Communication – poor organisation
Organisational structure – insufficient staff, vacant posts, excess staff (boredom) lack of variety in tasks, shift work, piece work, bonus systems, emphasis on competitiveness
Resources Not enough training, equipment
Support Lack of – from peers, employer, line mgt – failing to support genuine
grievances, health issues or family issues
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Causes of Stress
Job
Working environment Poor physical conditions, inadequate equipment
Job content Work load
Increased beyond individuals capabilities
Time pressures Unreasonable targets
Boredom Basic skills, far below capabilities of worker
Poor job matching
Job Role Clarity
Not known what is expected
Conflict of interests
Lack of control Unsupervised
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Causes of Stress
Individual
Relationships (work)
Bullying / harassment
Physical / verbal abuse
More likely with public facing roles
Home – work interface
Bereavement
Relationship problems
Medical conditions
Commuting stress
Childcare problems
Particularly when child is ill
Relocation
Upheaval of whole family to stay in work
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Identification and Assessment
Qualitative and quantitative
Risk assessment – combination of above
Questionnaires Work activities, health, wellbeing, perceived sources of stress
Not too long – unwillingness to complete
Not too short – not enough useful data
Online – best but must be secure
Qualitative data
Sickness absence data
Accident data
Performance data
Surveys
Quantitative data
Informal talks
Appraisals
Focus groups
RTW interviews
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Identification and Assessment
Assessment
Important data id’s sources, patterns of incidents,
perceived sources are evaluated, likelihood of stress
is considered
Assessment should consider existing controls
Determine
General level of risk
At risk activities
At risk groups or individuals
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HSE Stress Management Standards
Requires managers, employees and their representatives to
work together to improve certain areas (6) of work, which will
have a positive effect on employee well-being.
The six management standards cover:
Demands – workload, problems and environment
Control – how much say a person has in the way they work
Support – encouragement and resources provided
Role – Do people understand the role
Change – how organisational change is managed
Relationships – avoiding conflict and dealing with unacceptable
behaviour.
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HSE Stress Management Standards
For each of these areas, the HSE gives a state which employers should aim to achieve.
Demands – Employees indicate that they are able to cope with their jobs.
Control – Employees indicate that they are able to have a say about the way they do their work.
Support – Employees indicate that they receive adequate information and support from their colleagues and superiors.
Role – Employees indicate that they understand the role and responsibilities.
Change – Employees indicate that the organisation engages them frequently when undergoing an organisational change.
Relationships – Employees indicate that they are not subjected to unacceptable behaviour; e.g. Bullying at work.
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HSE Stress Management Standards
Controls
Demands – balancing demands of work – agreed hours, regular
and suitable breaks, match skills and abilities to job demands
Control – workers control pace and manner of work, job rotation,
encouraging workers to use their skills, and to develop
Support – establish policies, procedures, provide support.
Systems for mgt to id where support needed. Encourage mgt to
support
Role – workers have the right skills, role requirements are clear
Change – timely info and consultation, info on likely impact,
training and support through period of change
Relationships – promote positive behaviour, policies and
procedures to resolve unacceptable behaviour / conflict
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Legal Requirements
HASAWA
Section 2
It shall be the duty of every employer to ensure, as far as is
reasonably practicable, the health, safety and welfare at work
of all his employees
Section 7
Implies employees should not act in a way that may cause
stress for others
Should take reasonable care of themselves
Inform employer of stress affecting health
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Legal Requirements
MHSWR
Reg 3 and 4
Suitable and sufficient R/A
5 steps
Reg 13
Take capabilities into account – competent workers
Reg 14
Employees inform employer of any shortcomings in
arrangements
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Legal Requirements
WTR 1998
Rest breaks
Daily rest
Weekly rest
4 weeks paid leave minimum
Night workers
Health assessments
Young persons
Restricted hours etc
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Legal Requirements
Common law liability
Prove-
Employer owed duty of care
Duty was breached
As a direct result, harm was caused
Foreseeability Employer can assume employee can cope with normal
pressures of the job, unless he knows of some particular problem or vulnerability
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Legal Requirements
Equality Act 2010
Sufferer may be protected by the EA
May be defined as disabled
Mental impairments
Has to be long term – 12 months or more
Not temp or short term
Reasonable adjustments have to be made
Alter content of job
Adjusted hours
Additional leave
Extra support
Redeployment if necessary
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