13 Pyschosocial Factors

What is Psychological Health and Safety?

There’s a new idea in occupational health: this idea is psychological health and safety. Psychological health and safety is about safeguarding the psychological health of employees.

Psychological health comprises our ability to think, feel and behave in a manner that enables us to perform effectively in our work environments, our personal lives, and in society at large. Psychological safety is different – it deals with the risk of injury to psychological well-being that an employee might experience. Improving the psychological safety of a work setting involves taking precautions to avert injury or danger to employee psychological health.

It is important to note that psychological health problems occur on a spectrum, from mild psychological difficulties on one end to severe psychological disorders on the other. The most common psychological health problems in the workplace are anxiety and depression. These conditions account for a large proportion of the negative impacts on employees and employers.

The 13 factors of psychological health and safety (PH&S) in the workplace are:

• Organizational Culture: Organizational Culture as the degree to which a work environment is characterized by trust, honesty, and fairness. In general, organizational culture has been described as ‘a pattern of basic assumptions invented, discovered, or developed by a given group.’ These assumptions are a mix of values, beliefs, meanings and expectations that group members hold in common and that they use as behavioural and problem-solving cues. The critical task is to determine which of these assumptions enhance the psychological health and safety of the workplace and the workforce.

• Psychological and Social Support: Psychological Support as present in a work environment where coworkers and supervisors are supportive of employees’ psychological and mental health concerns, and respond appropriately as needed. Equally important are the employees’ perceptions and awareness of organizational support. When employees perceive organizational support, it means they believe their organization values their contributions, is committed to ensuring their psychological well-being and provides meaningful supports if this well-being is compromised.

• Clear Leadership & Expectations: Clear Leadership & Expectations as present in a work environment where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization, and whether there are impending changes. There are many types of leadership, each of which impacts psychosocial health and safety in different ways. The most widely accepted categorizations of leadership are instrumental, transactional and transformational. Of these, transformational leadership is considered the most powerful. Instrumental leadership focuses primarily on producing outcomes, with little attention paid to the ‘big picture’, the psychosocial dynamics within the organization, and, unfortunately, the individual employees. Transformational leaders are seen as change agents who motivate their followers to do more than what is expected. They are concerned with long-term objectives and transmit a sense of mission, vision and purpose. They have charisma, give individualized consideration to their employees, stimulate intellectual capabilities in others, and inspire employees.

• Civility & Respect: Civility & Respect as present in a work environment where employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public. Civility and respect are based on showing esteem, care and consideration for others, and acknowledging their dignity.

• Psychological Demands: Psychological Competencies & Requirements as present in a work environment where there is a good fit between employees’ interpersonal and emotional competencies and the requirements of the position they hold. This means that employees not only possess the technical skills and knowledge for a particular position, but they also have the psychological skills and emotional intelligence to do the job. Emotional intelligence includes self-awareness, impulse control, persistence, self-motivation, empathy and social deftness. Of note is the fact that a subjective job fit has been found to be more important than an objective job fit, meaning it is more important for employees to feel they fit their job, rather than being assessed and matched to the job.

• Growth & Development: Growth & Development as present in a work environment where employees receive encouragement and support in the development of their interpersonal, emotional and job skills. Such workplaces provide a range of internal and external opportunities for employees to build their repertoire of competencies, which will not only help with their current jobs, but will also prepare them for possible future positions.

• Recognition & Reward: Recognition & Reward as present in a work environment where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner. This includes appropriate and regular financial compensation, as well as employee or team celebrations, recognition of years served, and/or milestones reached.

• Involvement & Influence: Involvement & Influence as present in a work environment where employees are included in discussions about how their work is done and how important decisions are made. Opportunities for involvement can relate to an employee’s specific job, the activities of a team or department, or issues involving the organization as a whole.

• Workload Management: Workload Management as present in a work environment where tasks and responsibilities can be accomplished successfully within the time available. This is the psychosocial factor that many working Canadians describe as being the biggest workplace stressor (i.e., having too much to do and not enough time to do it). Research has demonstrated that it is not just the amount of work that makes a difference, but also the extent to which employees have the resources (time, equipment, support) to do the work well.

• Engagement: Engagement as present in a work environment where employees feel connected to their work and are motivated to do their job well. Employee engagement can be physical, emotional and/or cognitive.

• Balance: Balance as present in a work environment where there is recognition of the need for balance between the demands of work, family and personal life. This psychosocial factor reflects the reality that everyone has multiple roles: as professors, parents, partners, etc. This complexity is enriching and allows fulfillment of individual strengths and responsibilities, but conflicting responsibilities can lead to role conflict or overload.

• Psychological Protection: Psychological Protection as present in a work environment where employees’ psychological safety is ensured. Workplace psychological safety is demonstrated when workers feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their career. A psychologically healthy and safe workplace is one that promotes employees’ psychological well-being and actively works to prevent harm to employee psychological health due to negligent, reckless or intentional acts.

• Protection of Physical Safety: Protection of Physical Safety as present in a work environment where management takes appropriate action to protect the physical safety of employees. Appropriate actions may include: policies to protect employees’ physical safety; training in safety-related protocols; rapid and appropriate response to physical accidents or situations identified as risky; and clearly demonstrated concern for employees’ physical safety.