Occupational Health is the promotion and maintenance of the highest degree of physical, mental and social well-being of workers in all occupations by preventing departures from health, controlling risks and the adaptation of work to people, and people to their jobs.
Occupational health deals with all aspects of health and safety in the workplace and has a strong focus on primary prevention of hazards. The health of the workers has several determinants, including risk factors at the workplace leading to cancers, accidents, musculoskeletal diseases, respiratory diseases, hearing loss, circulatory diseases, stress related disorders and communicable diseases and others.
Employment and working conditions in the formal or informal economy embrace other important determinants, including, working hours, salary, workplace policies concerning.
Stress At The Workplace
Some Simple Questions And Answers
What is a healthy job?
A healthy job is likely to be one where the pressures on employees are appropriate in relation to their abilities and resources, to the amount of control they have over their work, and to the support they receive from people who matter to them. As health is not merely the absence of disease or infirmity but a positive state of complete physical, mental and social well-being (WHO, 1986), a healthy working environment is one in which there is not only an absence of harmful conditions but an abundance of health-promoting ones.
These may include continuous assessment of risks to health, the provision of appropriate information and training on health issues and the availability of health promoting organisational support practices and structures. A healthy work environment is one in which staff have made health and health promotion a priority and part of their working lives.
What is work-related stress?
Work-related stress is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope.
Stress occurs in a wide range of work circumstances but is often made worse when employees feel they have little support from supervisors and colleagues, as well as little control over work processes.
There is often confusion between pressure or challenge and stress and sometimes it is used to excuse bad management practice.
Work-related stress can be caused by poor work organisation (the way we design jobs and work systems, and the way we manage them), by poor work design (for example, lack of control over work processes), poor management, unsatisfactory working conditions, and lack of support from colleagues and supervisors.
Research findings show that the most stressful type of work is that which values excessive demands and pressures that are not matched to workers' knowledge and abilities, where there is little opportunity to exercise any choice or control, and where there is little support from others.
Employees are less likely to experience work-related stress when - demands and pressures of work are matched to their knowledge and abilities - control can be exercised over their work and the way they do it - support is received from supervisors and colleagues - participation in decisions that concern their jobs is provided.
What are stress-related hazards at work?
Stress related hazards at work can be divided into work content and work context.
Work contents includes - job content (monotony, under-stimulation, meaningless of tasks, lack of variety, etc) - work load and work pace (too much or too little to do, work under time pressure, etc.) - working hours (strict or inflexible, long and unsocial, unpredictable, badly designed shift systems) - Participation and control (lack of participation in decision-making, lack of control over work processes, pace, hours, methods, and the work environment)
Work context includes - career development, status and pay (job insecurity, lack of promotion opportunities, under- or over-promotion, work of 'low social value', piece rate payment schemes, unclear or unfair performance evaluation systems, being over- or under-skilled for a job) - role in the organization (unclear role, conflicting roles) - interpersonal relationships (inadequate, inconsiderate or unsupportive supervision, poor relationships with colleagues, bullying/harassment and violence, isolated or solitary work, etc) -organizational culture (poor communication, poor leadership, lack of behavioural rule, lack of clarity about organizational objectives, structures and strategies) - work-life balance (conflicting demands of work and home, lack of support for domestic problems at work, lack of support for work problems at home, lack of organizational rules and policies to support work-life balance)
Work-related stress : scientific evidence-base of risk factors, prevention and cost
Recognition and respect at work: a fundamental human need
Being respected and appreciated by significant others is one of the most fundamental human needs. Consequently, people go to great pain to gain acceptance and approval. Recent research in the domain of occupational health psychology shows that many stressful experiences are linked to being offended for instance, by being offended or ridiculed, by social exclusion, by social conflict, by illegitimate tasks. Such experiences of being treated in an unfair manner constitute an “Offence to Self”, and this may have quite far reaching consequences in terms of health and well-being. Conversely, being appreciated is one of the most important factors that increase motivation and satisfaction as well as health and well-being. The presentation below covers examples from recent research and draws conclusions concerning the many ways in which appreciation and respect (or lack thereof) can be communicated and how this knowledge can be useful for prevention in the field of health and well-being.
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