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
Violence at Work - Legal Requirements (1)
Health and Safety at Work etc Act 1974
Management of Health and Safety at Work Regulations 1999 Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013:
Accident includes an act of non-cons ens ual phys ical violence done to a person at work
Fatal i ty
Specified Major Injury
Over 7 day Injury
Trauma/s hock not reportable
Violence at Work - Legal Requirements (2)
Public Order Act1996:
Main s tatue lis ting offences due to violence e.g. riot, affray, incitement to racial hatred
Als o offence of Obs tructing Emergency Workers , Caus ing Nuis ance or Dis turbance on NHS Premis es
Violence at Work - Legal Requirements (3)
CriminalLawAct1967 (Section3):
A pers on may us e s uch force as is reas onable in the circums tances in the prevention of crime, or in effecting or as s is ting in the lawful arres t of offenders or s us pected offenders or of pers ons unlawfully at large
Violence at Work - Identifying the Problem
Risk assessments
Staff surveys
Incident reporting and inves tigation
Interviews with individual s taff
Team meetings
Safety repres entatives and health and s afety committees Information from police or local
Bus ines s Watch s chemes , retail networks etc.
Violence at Work -Clas s ify the Data (Situation)
Situation:
Location Environment Pos s ible motive Regularity Timing
Violence at Work - Clas s ify the Data (Victim)
Victim:
Job
Gender Age Experience Training
Violence at Work - Clas s ify the Data (As s ailant)
Assailant: Sex Age Behaviour Appearance Whether previous ly involved in s imilar incidents
Violence at Work - Clas s ify the Data (Outcome)
Outcome: Emotional dis turbance Physical injury Fatalother long-term emotional/dis abling impact (abs ence from work) and reporting R I DDOR
Violence at Work - Control Meas ures
Cas h free s ys tems Layout of public areas Des ign of fixtures and fittings CCTV Alarm systems Security guards Security coded doors Communication s ys tems Staff training Couns elling
Staff Training
Recognition of s ituations where violence could res ult Interpers onal s kills to defus e aggres s ion
Us e of language and body language
Guidance to s taff on dealing withan incident
Support for s taff pos t-incident including training in couns elling for managers
