There have been many claims of a workplace bullying epidemic in Australia but there has always been a lack of evidence. Research has been targeted into specific industry sectors or regions but broad ranging studies have been few. This lack of evidence was a major frustration for the Parliamentary Inquiry into Workplace Bullying that concluded in late 2012. However useful evidence is beginning to appear.
A recent edition of the Journal of Health Safety and Environment included a report (subscribers only) entitled “The prevalence and nature of bullying: A national study of Australian workers”. The authors, Dr Sarven McLinton, Maureen Dollard, Michelle Tuckey and Tessa Bailey, wrote that the study
“… shows that nearly 7% of Australian workers reported bullying and harassment in the past six months.” (page 283)
I was interviewed this evening on the cost of mental stress by Your Rights at Night on Radio Adelaide. The podcast is now available HERE.
I have listened back to this interview this morning and have some advice for other OHS professionals who may find themselves in a similar situation.
Insist on seeing the interview questions prior to the interview. I asked for this but the questions weren’t available. Colleagues have advised me to refuse the interview if this occurs again as there is a risk of being trapped in a discussion that is very different from what was expected.
If the questions aren’t available, ask for the core theme of the interview so that topic parameters are established earl in the process. More…
Lucinda Smith of Esteem People Management has made some excellent points about stress and mental health in her article – “The People Risk of Work-Related Stress“. On determining the cost of mental stress she acknowledges authoritative government estimates but, significantly, states of the data:
“Although not fully exploring the issue of workplace stress because it only applies to accepted claims,…”
This is the core of much of the frustration in the OHS profession that injury and illness is always underestimated because data is based on workers’ compensation statistics.
Where Smith progresses the argument, though, is by comparing several important pieces of data. Quoted in a Safe Work Australia report, Medibank Private estimated in 2008 that the direct cost of work-related stress was
“…$14.81 billion to the Australian economy, and $10.11 billion to Australian employers because of stress-related presenteeism and absenteeism.” (page 3 of the Safe Work Australia report)
One of the most contentious issues in safety management is the treatment of workers compensation claimants. On 18 August 2014, a small qualitative research report into this area was launched in Melbourne. The report, “Filling the Dark Spot: fifteen injured workers shine a light on the workers compensation system to improve it for others”* identified four themes in the workers’ stories:
- a sense of injustice
- a lack of control and agency
- loss of trust, and
- loss of identity.
These themes, or at least some of them, are increasingly appearing on the occupational health and safety (OHS) literature. To establish a successful sustainable workplace culture, one needs to establish and maintain trust. Workers also seem to need some degree of control, or at least influence, over their working conditions and environment. Also workers, and managers, need to receive a fair hearing, what most would describe as “natural justice”. More…
Any of the books written or edited by Vicente Navarro are worth serious consideration. The latest book, edited with Carles Muntaner has the daunting title of The Financial and Economic Crises and Their Impact On Health and Social Well-Being but it is the content that is important. The editors’ social class analysis may be unfashionable in some areas, or even anachronistic, but the perspective remains valid, as they write:
“…any explanation of the current crisis requires incorporating a social class perspective so as to understand the modus operandi of the economic-financial-political system.” (page 4)
The book though is about the effects of the crisis on health and well-being and there is much to learn. More…
In July 22 2014 Dr. Dave Sharar, Managing Director of Chestnut Global Health, stated:
“Business leaders here and abroad are starting to understand the need for systematic, scientifically proven approaches in alleviating the behaviors and conditions that compromise employee performance. Managing the stress and the counterproductive behaviors that often result, is critical — but the key to success when engaging different populations in different parts of the world is to place these programs in a ‘culturally aware’ context, which lowers barriers and improves both engagement and outcomes.”
Most of the quote is inarguable and links the management of stress to the management of productivity. However what was intriguing was the later part of the quote about locating stress management programs in a culturally aware context in different parts of the world. SafetyAtWorkBlog established a quick dialogue with Dr Sharar about the quote. Below is the result.
A major element of Corporate Social Responsibility has been to try to apply a safety management system across many workplaces that is consistent with a uniform corporate program and values. How can one address the culturally attuned context while still addressing the core corporate safety values? More…
Employee Assistance Programs (EAPs) are excellent resources for minimising harm from workplace issues, particularly psychosocial hazards. However this usually occurs after an event or an incident. This reality was emphasised recently by a media release from AccessEAP that revealed “the top five causes of workplace stress” (not available online but an article based closely on the release is available HERE) . The top 5 seems reasonable but the advice in the media release doesn’t seem to address the causes of the top 2 – Job Insecurity and Work Overload. These are difficult hazards to address particularly as the causes may originate outside the workplace but the media release indicates that to be effective safety managers it is necessary to look beyond the company’s fenceline and accept that the prevention of harm is now just as much social and political as it is occupational.
The top 5 triggers of workplace stress according to AccessEAP are:
- Job insecurity
- Work overload
- Organisational change
- Conflict with managers or colleagues
- Bullying and harassment
Such triggers are not unusual. In 2002 the Journal of Occupational & Environmental Medicine (JOEM) reported the following causes of stress at work: More…
On 1 July 2014, the Victorian Government introduce a mandatory drug and alcohol testing regime for the sections of the construction industry. According to the government’s media release:
“New requirements for tighter screening of drug and alcohol use at construction workplaces across Victoria will commence from 1 July, helping to ensure a safer and more secure environment for workers.”
This decision has been made on the basis of “widespread reports of workers being intoxicated, and of drug distribution and abuse” but the rest of the media release reveals other reasons for these changes including political pressure on its Labor Party and trade union opponents in the months before a close State election. Premier Denis Napthine has indicated that the move is also about cracking down on “outlaw motorcycle gangs dealing drugs on the sites”.
But are reports of potential criminality on building site enough to introduce a drug and alcohol testing regime? It is worth looking at some of the existing research on drug and alcohol use (or its absence) in Australian and Victorian work sites.
How can an OHS regulator get the management of its own staff so wrong?
In June 2014, a NSW Parliamentary inquiry released its final report into Allegations of bullying in WorkCover NSW, that State’s occupational health and safety (OHS) regulator. The report found that
“…Workcover has a significant organisational problem with bullying. This problem is a longstanding one and operates at a cultural level.” (page x)
The Committee Chairman Hon Fred Nile MLC, wrote that
“more effective leadership and governance is essential.” (page x)
Longstanding bullying problems? Problems with leadership and governance? Many companies and public sector organisations have had similar issues ambulances, police, fire services, research organisations, to name a few, and are working them through. What happened in New South Wales?
When people mention safety, they are often really talking about risk. In a similar way, people talk about the absurdity of ‘elf ‘n’ safety when they actually mean public liability or food safety or HACCP. And when some professionals talk about risk management they mean minimising the cost to the employer or controlling reputational damage.
Recently two books were released that illustrate the limitations of the current Western/patriarchal society’s approach to workplace safety. Dr Dean Laplonge has written about gender and its role in making decisions and Dr Rob Long has written his third book on risk “Real Risk – Human Discerning and Risk“. Both deserve close reading and that reading should be used to analyse how safety professionals conduct their work, the organisational environment in which they work and the cultural restrictions imposed in their technical education.
Laplonge has written a book out of the extensive research and training on gender issues in the mining industry. “So you think you’re tough? – Getting serious about gender in mining” provokes thoughts and self-analysis about gender in the workplace and safety management systems. This perspective may be part of the reason that attempts at changing safety cultures, particularly in industries where there is a strong gender imbalance – construction, mining, emergency services, nursing, teaching, struggle. (For those who cannot purchase the book, check out this free publication on the topic from the WA Department of Mines and Petroleum) More…