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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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