Workplace Psychosocial Hazards & WHS Laws

Campbell Page is obligated to manage psychosocial hazards in the workplace under the model WHS laws.

Psychosocial hazards may interact or combine to create new, changed or higher risks. It is important to consider all the psychosocial hazards workers may be exposed to when managing psychosocial risks.

Some hazards may not create psychosocial risks on their own but may do so if combined with other hazards. For example, when workloads are high the risk may increase if workers cannot take breaks or there is no one around to help. Some hazards may only create risks on their own when severe. 

Workers who may be more vulnerable to work-related stress from exposure to psychosocial hazards include:

•Young workers

•Apprentices and trainees

•Workers with low power to negotiate their pay and working conditions due to power imbalances (such as ‘gig’ workers)

•Workers with existing physical or psychological conditions.

Work-related stress is the physiological and psychological response of workers who perceive that their work demands exceed their resources (e.g. skills, time, support) and/or their abilities to cope with the work.

The pathway to ill-health occurs when there is a significant imbalance between the demands placed on a person, and the resources they have to cope with those demands.

Psychosocial hazards pose distinct challenges to employee well-being. Stress from these risks can lead to psychological issues such as anxiety and depression, as well as physical problems like muscle injuries and chronic conditions. When multiple stressors like high workload and poor support happen simultaneously, they can worsen their impact on an employee's health.

Management's role is crucial in identifying and managing these hazards. They must look at the whole environment and not just individual issues. Doing so helps prevent the compound effects of psychosocial risks, protect employees' health, and maintain workplace productivity.