B8 Ollie Flashcards
Stress -Definition
The advers e reaction people have to exces s ive pres s ures or other types of demand placed on them - HSG218
Effects of Work-Related Stres s - Phys ical
Heart dis eas e
Back pain
Head ach es
Gas trointes tinal dis turbances High blood pres s ure
Effects of Work-Related Stres s - Ps ychological
Anxiety
Depression
Los s of concentration Poor decision making Social withdrawal Aggres s ive behaviour Alcohol and drug abus e
Contributing Factors (1)
Culture Management style Unreas onable demands /workload/tight deadlines Job underload Demands beyond ability of worker Lack of control over work Lack of management s upport
Contributing Factors (2)
Poor working environment Long hours /poor work-lifebalance/inappropriate s hift patterns Organisational change Social/phys ical is olation Bullying/haras s ment Home life is s ues
Signsand Symptoms (1)
Poor work performance Lack of concentration Poor interpers onal relations hips Abs enteeis m and pres enteeis m Head ach es Anxiety Hypertension Heart dis eas e
Signs and Symptoms (2)
High turnover Depression
Poor indus trial relations Bullying
More accidents
Legal Requirements
HASWA s 2
Management of Health and Safety at Work Regulations 1999 Working Time Regulations
Managing the Caus es of Work RelatedStres s HSG218 Manag e me nt S tand ard s
Working Time Regulations (1)
Alimit of an average of 48 hours a week which a worker can be required to work (though workers can choos e to work more if they want to) Average normally calculated over 17 weeks
A limit of an average of 8 hours work in 24 which night-workers can be required to work
Working Time Regulations (2)
Nightworkers to receive free health as s es s ments 11hours res t a day A day off each week
An in-work res t break if the working day is longer than s ix hours 5.6 weeks (28 days ) paid leave per year
Enhanced rights for adoles cent workers (40 hrs wk/no nights )
Civil Law - Walker v Northumberland County Council 1995
Time taken off for s tres s and employer promis ed additional s upport on return - not provided and led to further illnes s Dutyofcareinrespectofstress atwork
Foreseeability
CivilLaw-SutherlandvHattonandothers (2002)(1)
Sutherland vHatton:
It was unneces s ary to have in place s ys tems to overcome the reluctance of people to voluntarily s eek help
Barb e r v S o me rs e t CC:
CA noted that Barber was not the only teacher to have an increas ed workload, nor did he inform his employer of his depres s ive s ymptoms
CivilLaw-SutherlandvHattonandothers (2002)(2)
Bishop vBakerRefractories Ltd: Held that the work demands were not exces s ive, but that he was "s et in his ways " and wanted his old job back Jones vSandwellMDC: Complained but received no help Appeal was dis mis s ed 16 principles laid downbyCA
Civil Law -Intel Corporation (UK) Ltd v Daw (2007)
Availability of couns elling s ervice does not automatically protect against claims
The reference to couns elling s ervices in Hatton did not make s uch
s ervices a panacea by which employers could dis charge their duty of care in all cas es
Stres s Management - Corporate Strategies
Carry out as s es s ments Identify problem areas Train s tres s co-ordinators Stres s management policies Training & information Time-management
Job re-design
We l f a r e & c o u n s e l l i n g
Stres s Management - Individual Strategies
Identify pers onal s tres s ors Develop coping mechanis ms Healthy lifes tyle
Social s upport & couns elling Medication
Risk Assessment (from HSG218)
Identifythe stress riskfactors -understandthemanagement standards
Decide who mightbe harmed and how-gather data Evaluate the risks -exploreproblems and develop solutions Record findings -develop and implement action plans
Mo nito r and re vie w
Ris k As s es s ment Proces s - Gathering Informati
Staff turnover Productivity Abs ence and illnes s Return to work interviews Performance apprais al Team meetings Informal talks /toolbox talks Surveys HSEManagementStandards IndicatorTool
Pos t Traumatic Stres s Dis order
Severe anxiety res ulting from any event that res ults in ps ychological trauma
Les s common and more enduring than normal s tres s e.g. emergency services
Symptoms:
Nightmares , flas hbacks , lack of concentration, difficulty in s leeping, feelings
Controls:
Preventative meas ures and planning, couns elling and rehabilitation
Management Standards - Demands & Control
Demands:
Employees indicate that they areable to cope with the demands of their jobs
Sys tems are in place locally to res pond to any individual concerns Control:
Employees indicate that they are able to have a s ay about the way they do their work
Sys tems are in place locally to res pond to any individual concerns
Management Standards - Support & Relations hips
Support:
Employees indicate that they receive adequate information and s upport from their colleagues and s uperiors
Sys tems are in place locally to res pond to any individual concerns Relationships:
Employees indicate that they are not s ubjected to unacceptable behaviours , e.g. bullying at work
Sys tems are in place locally to res pond to any individual concerns
Management Standards - Role & Change
Role:
Employees indicate that they unders tand their role and
res pons ibilities
Sys tems are in place locally to res pond to any individual concerns Change:
Employees indicate that the organis ation engages them frequently when undergoing an organis ational change
Sys tems are in place locally to res pond to any individual concerns .
Violence at Work - Definition
Any incident in which an employee is abus ed, threatened or as s aulted by a member of the public in circums tances aris ing out of the cours e of his or her employment (HSE)
Violence at Work - Pers ons at Ris k
People working with the public Caring and teaching profes s ions Working with ps ychiatric clients Working with alcohol and drug impaired persons Lone workers Home vis itors Handlers of money or valuables Ins pectors and enforcement officers
