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Preventing psychological harm

Psychological injury claims generally have longer recovery times, higher costs, and more time away from work, compared to physical injury claims. As part of creating a mentally healthy workplace, it is important that employers take steps to prevent psychological injury in their workplace. It is also a legislative requirement under the Work Health Safety Act 2012- external site- external site- external site- external site- external site- external site- external site- external site.

Managing psychosocial hazards and risks

New online Module:

Developed in partnership with SafeWork SA- external site- external site- external site, this one-hour module equips you with practical tools to identify and manage psychosocial hazards at work such as high workloads, poor role clarity, and exposure to bullying.

After you complete this 1 hour module, you will:

  • Understand psychosocial hazards and their impacts.
  • Learn a four-step approach to psychosocial risk management.
  • Access free tools and resources to create a safer workplace.

Whether you’re a manager, business owner, or safety representative, this course will provide invaluable insights to foster a healthier, more productive work environment.
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Understanding psychosocial hazards and risks in the workplace

Psychosocial hazards are hazards that may cause psychological harm within workplaces (they may also cause physical harm). Psychosocial hazards can create stress. Stress is the body’s reaction when a worker perceives the demands of their work exceed their ability or resources to cope. Stress itself is not an injury but if it becomes frequent, prolonged or severe it can cause psychological and physical harm.

Psychosocial hazards and the appropriate control measures may vary between workplaces and between groups of workers, depending on the work environment, organisational context and the nature of work. Examples range from excessive workload demands, exposure to traumatic events and material, and harmful behaviours such as bullying, harassment and sexual discrimination.

Psychosocial hazards can arise from or in relation to:

  • workplace interactions and behaviours;
  • the design or management of work;
  • the working environment; or
  • plant at the workplace.

Psychosocial hazards that may arise at work

Job demands

Traumatic events or material

Low Job control

Remote or isolated work

Poor support

Poor physical environment

Lack of role clarity

Violence and aggression

Poor organisational change management

Bullying

Inadequate reward and recognition

Harassment including sexual harassment

Poor organisational justice

Conflict or poor workplace relationships and interactions

Psychosocial hazards that may arise at work
Job demands
Traumatic events or material
Psychosocial hazards that may arise at work
Low Job control
Remote or isolated work
Psychosocial hazards that may arise at work
Poor support
Poor physical environment
Psychosocial hazards that may arise at work
Lack of role clarity
Violence and aggression
Psychosocial hazards that may arise at work
Poor organisational change management
Bullying
Psychosocial hazards that may arise at work
Inadequate reward and recognition
Harassment including sexual harassment
Psychosocial hazards that may arise at work
Poor organisational justice
Conflict or poor workplace relationships and interactions
Psychosocial hazards that may arise at work
Job demands
Traumatic events or material
Psychosocial hazards that may arise at work
Low Job control
Remote or isolated work
Psychosocial hazards that may arise at work
Poor support
Poor physical environment
Psychosocial hazards that may arise at work
Lack of role clarity
Violence and aggression
Psychosocial hazards that may arise at work
Poor organisational change management
Bullying
Psychosocial hazards that may arise at work
Inadequate reward and recognition
Harassment including sexual harassment
Psychosocial hazards that may arise at work
Poor organisational justice
Conflict or poor workplace relationships and interactions
Psychosocial hazards that may arise at work
Job demands
Traumatic events or material
Psychosocial hazards that may arise at work
Low Job control
Remote or isolated work
Psychosocial hazards that may arise at work
Poor support
Poor physical environment
Psychosocial hazards that may arise at work
Lack of role clarity
Violence and aggression
Psychosocial hazards that may arise at work
Poor organisational change management
Bullying
Psychosocial hazards that may arise at work
Inadequate reward and recognition
Harassment including sexual harassment
Psychosocial hazards that may arise at work
Poor organisational justice
Conflict or poor workplace relationships and interactions
Psychosocial hazards that may arise at work
Job demands
Traumatic events or material
Psychosocial hazards that may arise at work
Low Job control
Remote or isolated work
Psychosocial hazards that may arise at work
Poor support
Poor physical environment
Psychosocial hazards that may arise at work
Lack of role clarity
Violence and aggression
Psychosocial hazards that may arise at work
Poor organisational change management
Bullying
Psychosocial hazards that may arise at work
Inadequate reward and recognition
Harassment including sexual harassment
Psychosocial hazards that may arise at work
Poor organisational justice
Conflict or poor workplace relationships and interactions
Psychosocial hazards that may arise at work
Job demands
Traumatic events or material
Psychosocial hazards that may arise at work
Low Job control
Remote or isolated work
Psychosocial hazards that may arise at work
Poor support
Poor physical environment
Psychosocial hazards that may arise at work
Lack of role clarity
Violence and aggression
Psychosocial hazards that may arise at work
Poor organisational change management
Bullying
Psychosocial hazards that may arise at work
Inadequate reward and recognition
Harassment including sexual harassment
Psychosocial hazards that may arise at work
Poor organisational justice
Conflict or poor workplace relationships and interactions
Psychosocial hazards that may arise at work
Job demands
Traumatic events or material
Low Job control
Remote or isolated work
Poor support
Poor physical environment
Lack of role clarity
Violence and aggression
Poor organisational change management
Bullying
Inadequate reward and recognition
Harassment including sexual harassment
Poor organisational justice
Conflict or poor workplace relationships and interactions
Psychosocial Hazards that may arise at work
Job demands
Traumatic events or material
Low Job control
Remote or isolated work
Poor support
Poor physical environment
Lack of role clarity
Violence and aggression
Poor organisational change management
Bullying
Inadequate reward and recognition
Harassment including sexual harassment
Poor organisational justice
Conflict or poor workplace relationships and interactions

The regulations are supported by Safe Work Australia's Model Code of Practice: Managing psychosocial hazards at work- external site- external site- external site- external site- external site- external site- external site- external site which provides practical guidance to workplaces on the psychosocial risk management and consultation process, and overall, how to comply with legal duties.

Tools and resources

There are free tools and resources available for small, medium and large businesses to assist in the management of psychosocial hazards and risks.

For more information on the steps that you can take to create a mentally healthy workplace- external site- external site- external site- external site- external site- external site- external site- external site, contact mentallyhealthy@rtwsa.com.

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