B8 Flashcards
Jan 20
(a) Give the meaning of the term ‘work-related violence’. (2)
(b) Outline practical measures to help reduce violence towards a nurse who visits patients in their homes. (8)
(a) ‘Any incident in which a person is abused, threatened or assaulted in circumstances relating to their work’
(b) Measures include:
• Use of Video appointments where possible
• Carry out risk assessments before visits take place in order to identify high risk situations
• Prohibition of lone working in high risk situations (work in pairs)
• Not visiting homes in the hours of darkness
• Have pre-agreed route and schedule for visits
• Wearing plain/non flamboyant uniform which cannot be grabbed easily
• Maintain regular contact between base and visiting nurse using mobile phones
• Provide attack alarms or coded system to alert base of concerns
• Use of body worn video cameras for the nurses
• Staff training in handling aggression and how to identify and diffuse potentially violent situations,
self-defence techniques
• Identifying an exit route when inside the home
• Do not carry money or valuables into the home
• Park car in an open/ well-lit area which is easy to leave from
Jul 19
(a) Identify signs that would indicate a worker may be suffering from mental ill-health. (4)
Evidence recently published indicates that male construction workers are three times more likely to commit suicide than an average working male.
(b) Outline what might contribute to increased mental ill-health issues in construction workers. (8)
(c) Outline actions a construction company could take to actively improve the mental health and well-being of their construction workers. (8)
(a) Signs include: • Absence from work • Decreased productivity • Inability to concentrate • Isolating themselves from other workers
(b)
• long and sometimes unpredictable hours,
• often spent working away from home,
• perhaps in basic or shared accommodation.
• Incomes can be unstable, as contract work can mean uncertainty over employment.
• An itinerant workforce means it can be difficult to form good working relationships.
(c) Actions include:
• Having policies and procedures to prevent or minimise work-related stress and support a work-life
balance
• Proactive actions such as promoting mental health campaigns and reducing the stigma of mental ill-
health
• Appointing mental health champions and mental health first-aiders
More reactive actions include having in place specific plans to assist individual workers with existing mental health issues and supporting them to return to or stay in work.
Jan 19
The Health and Safety Executive (HSE) identifies six stress Management Standards, one of which is Change. The requirement of this standard is that ‘Employees indicate that the organisation engages them frequently when undergoing an organisational change’.
(a) An organisation is about to undergo a significant change.
Outline steps the organisation could take to help reduce the risk of employees suffering from work- related stress as a result of this change. (6)
(b) Identify TWO other HSE stress Management Standards AND give the requirement for EACH. (4)
(a) Steps include:
• Ensure all staff are aware of why the change is happening.
• Define and explain the key steps of the change.
• Ensure employee consultation and support is a key element of the programme.
• Establish a system to communicate new developments quickly.
• Ensure staff are aware of the impact of the change on their jobs.
• Provide a system to enable staff to comment and ask questions before, during and after the
change.
(b) Any 2 of
• Demands – this includes issues such as workload, work patterns and the work environment.
• Control – how much say the person has in the way they do their work.
• Support – this includes the encouragement, sponsorship and resources provided by the
organisation, line management and colleagues.
• Relationships – this includes promoting positive working to avoid conflict and dealing with
unacceptable behaviour.
• Role – whether people understand their role within the organisation and whether the organisation ensures they do not have conflicting roles.
Jul 18
(a) Give the meaning of ‘work-related stress’. (1)
(b) Identify potential signs that an employee could be stressed. (3)
(c) Outline control measures that could help manage work-related stress in an organisation. (6)
(a) The adverse reaction people have to excessive pressures or other types of demand placed on them at work.
(b) Difficulty sleeping, poor concentration, mood swings, loss of motivation and also physical signs such as sweating, blurred vision and headaches
(c) Control measures include:
• Promoting flexible working,
• Providing a good working environment (including lighting, ventilation, etc)
• Having clearly defined roles and responsibilities,
• Involve staff in planning meetings
• Agree fair work patterns
• Hold regular 1 to 1 meetings with staff to discuss any pressures
• Implement procedures to resolve conflict at work
• Celebrate success
• Define and explain key steps involved in any changes
Jan 17
The Health and Safety Executive (HSE) have defined six stress management standards that identify the main causes of work-related stress. Two of these standards are demands and role.
(a) Explain practical ways an organisation can reduce work-related stress associated with:
(i) demands; (6)
(ii) role. (4)
(b) An organisation has announced it is being taken over by a competitor and this will result in significant change throughout the organisation.
(i) Identify reasons why this change may cause an increase in work- related stress. (4)
(ii) A key part of reducing work-related stress associated with this change is to have good communication with the workforce. Outline practical ways in which the organisation can make arrangements for good communication at this time. (6)
(a)
(i) demands; (6)
• Plan work to help manage stress caused by demands;
• Use flexible working to accommodate peaks and troughs in workload;
• Having any performance incentive schemes designed in such a way as to be fair;
• When interviewing for a new role ensure abilities are matched to job demands;
• Put a procedure in place to raise concerns about issues;
• Set realistic and SMART targets;
• Ensure break times and lunches are taken by all employees – away from their workstations;
(i) role. (4)
• Have a clearly defined job description;
• any changes in job role needed to be consulted on and agreed in advance;
• The use of organisational charts also helps to clarify roles within the wider organisation and
avoid stress resulting from confusion or conflicts over reporting lines;
• Put a system in place to enable employees to raise concerns about any uncertainties they
have in their role and responsibilities;
• Have a larger variety of tasks within a role to increase stimulation;
(b)
(i) Financial concerns related to possible redundancy, Possible changes to work location and effects on commuting and knock-on effects on family life,
(ii) Establishing and publishing a timetable for the proposed changes so that everyone knows what is due to happen and when, Ensure that the employees are provided with regular, timely information so that they understand the reasons for any proposed changes, Establishing an official method of communication in order to avoid rumours and mixed messages developing, Provision of relevant support systems for staff during the changes
Jan 17
A bus company operates a fleet of buses to provide transport for passengers in a busy city. The bus driver is the only bus company employee on each bus. Bus drivers are sometimes subject to violence.
(a) Outline why these bus drivers may be at an increased risk of violence. (5)
(b) Outline practical control measures to help reduce the risk of violence to these bus drivers. (5)
(a) Reasons include:
• Passengers may be already stressed from work or hustle and bustle of busy city
• Bus driver is on his own and may be a victim of robbery
• Passengers may be cold/wet from waiting and therefore short tempered
• Passengers may be drunk or having taken drugs
• Bus may be late leading to passengers being angry because they are late for
appointment/work
• Bus may be overcrowded leading to passengers becoming stressed and short tempered
• May be victim of road rage from other road users
(b) Practical measures:
• Provision of good lighting both on bus and at bus stops
• Keeping money out of view so as not to tempt would be thieves
• Provision of attack alarms for bus drivers with synthesised voice
• Use of assault screens to separate the driver from the public
• Use of radio direct to central contact point
• Use of digital CCTV to deter attackers
• Training drivers in people skills/use of conflict resolution
Jul 16 Jan 11 Jul 10 Jul 05
(a) In 2002 the Court of Appeal (COA) made landmark judgements relating to work-related stress. Identify ONE of the cases heard at the appeal hearing and outline the practical guidance which the COA established at this hearing in connection with harm that is reasonably foreseeable. (5)
(b) Outline the organisational and personal factors that can contribute to the incidence of work-related stress. (15)
(a) Cases heard at 2002 COA hearing:
• Sutherland v Hatton
• Barber v Somerset County Council
• Bishop v Baker Refractories
• Jones v Sandwell Metropolitan District Council
COA judgment indicated that no specific occupation should be regarded as intrinsically stressful and that employees are under an obligation to notify their employer if they feel under w-r stress. However, in establishing whether work-related stress is reasonably foreseeable employers should consider:
• the nature and extent of the work (demands / pressure)
• the workload and whether this is greater than normal
• the extent to which the work is intellectually and / or emotionally demanding
• any unreasonable demands being made
• whether others doing same / similar jobs have experienced / are experiencing w-r stress
• whether there are abnormal sickness absence / absenteeism levels in a particular job / dept
(b) The organisational factors that can contribute to work-related stress are: (see HSE management standards for w-r stress)
• DEMANDS - excessive workloads being placed on individuals - long hours / shiftwork causing disruption to daily routines; extremely demanding deadlines and targets; excessive competition between teams / depts.; excessive monitoring of work performance / rate eg call centres; high levels of emotional engagement; work “underload” / boredom
• CONTROL - a lack of control over task - no possibility of changing tasks / variation (eg production line workers); a lack of control over work scheduling - no flexibility in start / finish times; no allowance for domestic issues eg children’s dental appointments etc
• SUPPORT - lack of management and peer support; lack of consultation / involvement; lack of training; absence of any grievance procedure; no feedback; lack of resources; physical / psychological isolation from colleagues / lone working; poor organisational culture
Jul 16 Jan 11 Jul 10 Jul 05
(a) In 2002 the Court of Appeal (COA) made landmark judgements relating to work-related stress. Identify ONE of the cases heard at the appeal hearing and outline the practical guidance which the COA established at this hearing in connection with harm that is reasonably foreseeable. (5)
(b) Outline the organisational and personal factors that can contribute to the incidence of work-related stress. (15)
(a) Cases heard at 2002 COA hearing:
• Sutherland v Hatton
• Barber v Somerset County Council
• Bishop v Baker Refractories
• Jones v Sandwell Metropolitan District Council
COA judgment indicated that no specific occupation should be regarded as intrinsically stressful and that employees are under an obligation to notify their employer if they feel under w-r stress. However, in establishing whether work-related stress is reasonably foreseeable employers should consider:
• the nature and extent of the work (demands / pressure)
• the workload and whether this is greater than normal
• the extent to which the work is intellectually and / or emotionally demanding
• any unreasonable demands being made
• whether others doing same / similar jobs have experienced / are experiencing w-r stress
• whether there are abnormal sickness absence / absenteeism levels in a particular job / dept
(b) The organisational factors that can contribute to work-related stress are: (see HSE management standards for w-r stress)
• DEMANDS - excessive workloads being placed on individuals - long hours / shiftwork causing disruption to daily routines; extremely demanding deadlines and targets; excessive competition between teams / depts.; excessive monitoring of work performance / rate eg call centres; high levels of emotional engagement; work “underload” / boredom
• CONTROL - a lack of control over task - no possibility of changing tasks / variation (eg production line workers); a lack of control over work scheduling - no flexibility in start / finish times; no allowance for domestic issues eg children’s dental appointments etc
• SUPPORT - lack of management and peer support; lack of consultation / involvement; lack of training; absence of any grievance procedure; no feedback; lack of resources; physical / psychological isolation from colleagues / lone working; poor organisational culture
• RELATIONSHIPS - aggressive / autocratic management style; atmosphere of conflict; bullying / harassment
• ROLE - poor leadership and lack of clarity about objectives and roles
• CHANGE - constant restructuring / reorganisation / change / uncertainty; threat of redundancy
Deficiencies in the working environment such as poor housekeeping, dirty conditions, extremes of temperature, noise, poor lighting etc. can also create or exacerbate stress problems.
Personal factors that can contribute to work-related stress include:
• bullying and harassment (see conflict above)
• isolation, which may result from actual physical isolation from others or a feeling of isolation due to
poor working relationships
• domestic problems (such as bereavement, relationship, money and childcare issues) can compound
work-related stressors or make them harder to cope with
• personality type
• personal experience - may enable people to cope
• poor attitude
• lack of motivation
Comment: best way to answer is to deal with organisational and personal factors separately - even though there is some degree of overlap (eg bullying can be both an organisational / cultural issue and an individual one).
Jul 14 Jan 12 Jul 10
The prevalence of drug use among all workers is estimated to be 1:10 and the HSE estimates that alcohol is the cause of up to 5% of all absences from work.
(a) Outline specific signs that an employer can look for when attempting to identify if an employee has a drug or alcohol misuse problem. (10)
(b) Identify situations in which it may be appropriate for an employer to introduce an employee drug and alcohol testing programme and outline the difficulties that must be taken into account when introducing such a programme. (10)
(a) Specific signs
• Sudden mood changes
• Unusual irritability or aggression
• Tendency to become confused
• Fluctuations in concentration and energy
• Impaired job performance Poor time-keeping
• Increased short-term sickness leave
• Deterioration in relationships with colleagues, customers or management
• Theft (need to maintain an expensive habit).
(b) Situations include:
• When the staff are deemed to be safety critical
• When staff operate heavy machinery
• When staff are using ladders or working at height
• Where there is a potential for severe accidents to occur as a result in human error
• Where a large number of people are at risk e.g bus drivers, pilots
• Where high degree of concentration is a key factor in the job role
• Where precision is needed in the job
Difficulties to take into account:
• Need to develop a clear policy on substance abuse and communicate it widely
• Decision on when to test – random, on appointment, at regular intervals
• May require a change to employees’ contracts of employment/terms and conditions
• May encounter resistance from trade unions etc
• Decision on if/what are the acceptable levels
• Decision on whether blood test/urine test or hair test
• Need for external professionals/laboratory
Jul 14 Jul 11 Jul 09
Social workers who are employed by a Local Authority are at risk of work-related violence when they are required to visit clients in their own homes.
Describe a range of practical measures that social workers can take in order to minimise the risk of violence when making visits to clients. (10)
Practical measures to minimise risk could include:
• plan visits / check client records - previous incidents and “difficult” clients
• liaise with other agencies - relevant information from others who have had contact• carry out a risk assessment to include consideration of factors such as area / locality , time of visit, nature of visit, previous history / incidents
• park vehicle in accessible place - exit
• conduct visits during daylight hours
• ensure contact details available via visit log - address and time of appointments
• arrange visits in advance (if practicable) - make appointments/ notify tenant of visit
• arrangements to contact office at agreed times, (check-in / check-out)
• arrangements for office to contact them if overdue / after fixed time (code words)
• carry mobile phones / personal attack alarms
• avoid carrying / displaying valuables - laptops etc
• ensure access to exit route - avoid being cornered
• arrangements for two staff to visit together where considered necessary
• only visit if competent / trained to deal with potentially threatening situations
• adopt a calm, courteous manner - and avoid conflict
• withdraw / terminate visit if you have concerns for personal safety
Comment: No marks for generic measures - risk assessment / safety policy or inappropriate procedures such as CCTV, protective screens, issuing body armour or weapons to staff or abandoning home visits and insisting that all clients came to the office (see scenario).
Jan 14
Outline the meaning of the following terms:
(a)
(i) work-related stress (2);
(ii) post traumatic stress disorder (2)
(b) Identify a range of information sources that an employer could use to determine the extent of employee work-related stress within an organisation. (7)
(c) The HSE defines a range of stress management standards one of which is change. An organisation is about to change working practices. Outline practical steps that the organisation could take in order to reduce the risk of employees suffering from work-related stress as a result of this change to working practices. (6)
(d) The case of Intel Corporation (UK) Limited v Daw (2007) concerned an employee who suffered a breakdown due to an excessive workload. This employee claimed negligence against the employer due to stress and depression resulting from the excessive workload. (i) Identify the defence put forward by the employer in this case. (ii) Explain the decision of the Court of Appeal in this case. (2)
(a)
(i) The adverse reaction people have to excessive pressures or other types of demand placed
on them at work.
(ii) A psychiatric disorder that can occur in people who have experienced or witnessed a
traumatic event such as a natural disaster, a serious accident, a terrorist act, war/combat, rape or other violent personal assault.
(b) Information sources include
• Discussions with focus groups or trade unions
• Use of sickness absence records
• Staff turnover – use of exit interviews
• Interviews with staff
• Surveys and questionnaires usually completed anonymously
(c) Note: focus on steps to address stress arising from general managerial change (not narrow issues eg change of RPE): effective communication - why the change is happening - necessity / benefits / downside / impact on jobs; explain key steps / timescale of the change (via meetings, notice boards, letters, email, feedback forums etc); regular updates (daily, weekly, monthly); system to enable staff to comment and ask questions; early and on-going consultation; involve staff (and staff representatives) in discussions about how jobs might be developed and changed; trial / pilot the changes; phased change; open door policy - gather, review and respond to feedback / concerns from employees after the pilot - adapt the proposed changes before full implementation; keep records
(d) (i) The Intel case deals with the issue of the provision of counselling services by an employer to employees, sometimes referred to as an employee assistance programme (EAP). The defence put forward by the employer (Intel) was that such an EAP was available to Daw but they did not use it.
(ii) When the case went to the CoA the appeal was rejected because: the EAP on offer would not have reduced the risk of the breakdown suffered by Daw as it did nothing to address the underlying cause of the stress, which was excessive workload; an EAP is not ”a panacea by which employers can discharge their duty of care in all cases”.
Jan 13 Jul 10 Jul 05
The HSE’s Stress Management standards include:
(a) Demands (4)
(b) Support (2)
(c) Relationships (4)
For each of these categories outline the occupational factors that could contribute to stress among call-centre workers and give examples where relevant to illustrate your answer
Demands: work overload or underload dependent on the number of calls waiting in a queue for answer; meeting sales or promotional targets that have been set; unacceptable work patterns
with the centre operating 24/7; operators having to take breaks at the workstation; and a poor work environment resulting from the inadequate provision of lighting and heating and high noise levels.
Control: the amount of control the workers may have in the way they do the job and this could be minimal if there is no consultation with them either individually or in team meetings on call volumes and the avoidance of repetition in the way the work is carried out.
Support: factors that might increase the stress placed upon workers when they are not given encouragement and/or praise for good work from management and colleagues, when they are not given the opportunity to raise concerns or problems and when they see that no resources are provided for example, for them to receive further training and so advance their careers.
Relationships: the steps taken to ensure workers do not have to deal with conflict or put up with unacceptable behaviour eg dealing with aggressive customers and bullying and harassment by managers all of which might be exacerbated by cultural differences and the fact that because of the
working arrangements, such as one to one phone calls, they do not have the opportunity to establish relationships with colleagues.
Comment: There was often little attempt made to relate to a call centre environment.
Jul 12 Jan 07
Staff working in a 24-hour Accident and Emergency Department of a city centre hospital are regularly exposed to violence and aggression.
(a) Outline the factors that increase the likelihood of A&E staff being exposed to these risks. (6)
(b) Outline a range of practical controls that the hospital could introduce to minimise the risks to staff from violence. (10)
(c) A nurse is violently attacked by a relative of a patient and acts to defend herself. Explain the legal criteria that apply when deciding if the nurse had acted in accordance with the law. (4)
a) Factors that increase the likelihood staff being exposed to violence / aggression: dealing with / administering treatment to patients; patients in pain / distressed / anxiety; delays; intoxication; conflict; presence of relatives / friends.
(b) Practical controls: ensure staffing levels adequate; provide information on waiting times; provide reasonable facilities in waiting areas - drinks machines, TV (?); ensure effective communication with patients, relatives etc; notices highlighting zero tolerance policy; staff training in handling aggression; remove potential missiles / weapons eg vases, fix seating to floor; CCTV; security guards; restrict access to treatment areas - key pads etc; provide panic alarms.
(c) In these circumstances the nurse can use “reasonable force” in self-defence. The Criminal Law Act 1967 provides for the use of such force as is necessary in the circumstances and that the force used is reasonable.
Jan 12 Jul 10 Jan 08 Jan 06
Drug and alcohol misuse can adversely influence performance at work, even when the misuse takes place outside the workplace.
(a) Outline specific signs that an employer can look for when attempting to identify if an employee has a drug or alcohol misuse problem. (7)
(b) You have been asked to liaise with an occupational health professional to prepare a company policy on drug and alcohol misuse, which will include reference to drug and alcohol testing.
(i) Identify the situations in which it may be appropriate for an employer to introduce an employee drug and alcohol testing programme. (3)
(ii) Outline the other key points that should be included in the company policy on drug and alcohol misuse. (10)
(a) Signs include: behavioural / physical / other
• behavioural - mood changes / irritability / aggression / withdrawn / confused / emotional
• physical appearance - dishevelled / unkempt / tremors / slurring / bloodshot eyes
• deterioration in punctuality / attendance / output / quality of work / relationships
• smell of alcohol; presence of drugs paraphernalia
(b) (i) Drug screening / testing is generally applied:
• where there are safety-critical roles - train driver / track side workers etc
• where there is an identified problem - accidents / near-miss / evidence of mis-use
• as part of a pre-employment screening programme - to filter users out• as part of a rehabilitation programme
(ii) A policy on drug/ alcohol misuse should include:
• a clear statement of aims / purpose / rationale - what the policy is designed to achieve
• details of who the policy applies to - staff, contractors, visitors, customers
• reference to relevant legal requirements eg HSWA S2, S3 & S7; MHSWR - duties imposed on
organisation and individual staff members
• employment rights - needs to be a contractual requirement
• the roles and responsibilities of key individuals in delivering the policy aims - managers, supervisors,
safety reps, staff, OH support
• a definition of “drugs” and “alcohol” - substances covered by the policy (prescription drugs?)
• definition of “misuse”
• a clear statement of conditions/rules - any exemptions (Christmas parties etc)
• procedures for notifying management where prescription drugs are being used
• arrangements for reporting cases / suspicions
• arrangements for screening and drug / alcohol testing - terms / procedures
• circumstances when testing may apply - random / post incident etc
• arrangements for gaining consent / dealing with anxiety, ethical religious objections eg to taking
blood samples
• details of how samples will be handled - security / integrity / confidentiality
• facilities and equipment - privacy / hygiene / storage of samples / risk of contamination
• details of how positive test results will be dealt with
• appeal procedures
• disciplinary procedures / sanctions
• arrangements for counselling / support / confidentiality
• arrangements for ensuring confidentiality / record keeping
• resources - expertise required / facilities / time involved / administration of system
Jan 10 Jan 06
Outline signs that could indicate to an employer that an employee has an alcohol problem. (10)
Signs include: behavioural / physical / other
• behavioural - mood changes / irritability / aggression / erratic behaviour / withdrawn / confused /
emotional; abnormal fluctuations in energy levels, concentration
• physical appearance - dishevelled / unkempt / tremors / slurring / bloodshot eyes
• deterioration in punctuality / attendance / output / quality of work / increased accidents / mishaps /
deterioration in relationships - colleagues / managers / customers / clients
• smell of alcohol; finding bottles in workplace
