Psychological Health and Safety Bulletin May 2022

Psychological Health and Safety Bulletin May 2022 • Number: 1 • N_HumaN Consultancy \"Psychosocial Risks in Occupational Health and Safety\" nhumandanismanlik.com

03 01 JOB DESIGN PSYCHOSOCIAL RISKS When a new job is created or when the job no longer fits the employee well AND JOB-RELATED or begins to exceed an employee's capacity, the focus of businesses is on job STRESS design. Many people are motivated by the 05 07 challenges they face in their work environment. WORKING ENVIRONMENT AND WORKLOAD AND WORK PACE On the other hand, EQUIPMENT Psychosocial risks related to pressure from job Developing a psychologically workload and work pace are demands and other supportive work environment discussed as the main factors related stressors, and psychosocial risks in the that determine productivity and combined with perceived physical work environment. staff turnover rate. coping ability, can lead to an experience of 09 11 stress when excessive and prolonged. WORK SCHEDULE ORGANIZATION CULTURE To create healthy and safe Production and occupational In this bulletin, we work schedules by evaluating health and safety in examine the psychosocial production conditions and organizations with an OHS risks embedded in OSH employee expectations culture: two sides of the same systems to ensure and together. coin. maintain Psychological Health and Safety. contents BULLETIN Year:2022 Prepared by: Halil İbrahim Ayar Nevin Küçük Contributors: Teyfik Tokalılar Doğukan Savan Typesetting/Layout: Halil İbrahim Ayar ISBN No: 978-605-06468-2-5 N_HumaN Consultancy © All rights reserved.

15 17 24 ROLES IN ORGANIZATION CAREER DEVELOPMENT WORK AND LIFE BALANCE Understanding role ambiguity, Research shows that the It is seen that work-life role conflict and role clarity for consequences of job insecurity balance strategies higher performing employees. can have more harmful effects positively affect employee than job loss itself. satisfaction and commitment, and 20 22 contribute to production and productivity in terms JOB CONTROL INTERPERSONAL RELATIONS of the organization. Stress caused by low decision- Interpersonal relationships, making control on how to get which are a natural part of work done; may increase the working life, are often pleasant risk of death from diabetes and and creative, but can cardiovascular causes. sometimes be a source of tension and stress. introduction Psychosocial risks and work-related stress are among the most challenging issues in the field of occupational health and safety. It significantly affects the health of individuals, organizations and national economies. With the right approach, psychosocial risks and work-related stress can be prevented and successfully managed, regardless of the size or type of work. It is important to take a holistic approach to psychological health and safety studies in the workplace. Especially with Covid-19, it is critical to cope with the mental fatigue and ongoing burnout of employees, and the change in organizations, high job demands and changes in the content of the job have brought a new burden to leaders and employees. In addition to these challenges, we are more open and ready than ever to work on psychological health and safety in the workplace. This bulletin aims to guide sustainable health and safety studies by addressing the risk factors related to psychosocial risks arising from the content and context of the work separately. We wish you good reading. Nevin Küçük Founder / Work and Organizational Psychologist

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 1 Psychosocial Risks and Work- Related Stress Many people are motivated by the challenges they Psychosocial risks and work-related stress are the most face in their work environment. On the other hand, difficult ones in the field of occupational health and pressure from job demands and other related safety; It is one of the most important issues affecting stressors, combined with perceived coping ability, individuals, organizations and national economies. A can lead to an experience of stress when excessive detailed description of psychosocial risks was provided and prolonged. by Cox and Griffiths; task design, workload and pace of Experiencing copable challenges at work can be good work, work schedule, autonomy of control and decision, for us psychologically and physically and can work environment and equipment, organizational encourage learning new skills. An employee's sense of culture and function, interpersonal relations at work, the challenge of their job is an important component role in the organization, career development and work- of developing and maintaining a psychosocially life balance. healthy work environment. However, excessive and prolonged pressure and demands that exceed the perceived resources, abilities and coping skills of the employee can lead to the emergence of psychosocial risks related to job demands.

2 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN In general, job design implies lack of diversity or Interpersonal relationships at work include short work cycles, inadequate use of skills, assessing situations of social or physical isolation, fragmented or meaningless work, high uncertainty, interpersonal conflict, lack of social support, poor and inappropriate frequency of social contact. relationships with leaders, potential bullying or harassment. Workload and work pace are considered to mean high time pressure, excessive workload or low Role and career development in the organization; workload, which are constantly subject to deadlines. These include role ambiguity, role conflict and responsibility towards people, career stagnation and Work schedule factors include shift work, night uncertainty, job insecurity, under-promotion or over- shifts, unpredictable hours, inflexible work promotion, low pay, and low social job prestige. schedules, long or unsocial hours. Finally, work-life balance, the conflicting demands Decision latitude/control involves a lack of of work and home refer to low job support and employee control over the workload or pace of partner-career issues in social life. progress, or low involvement in decision-making processes. In this bulletin, we will be examining these psychosocial risks that are embedded into OSH Work environment and equipment includes systems to ensure and maintain Psychological inadequate equipment availability, equipment Health and Safety. suitability or maintenance, and poor environmental conditions (such as lack of space, insufficient lighting or excessive noise). Organizational culture and function include poor communication, lack of definition of organizational goals, and low levels of support mechanisms for problem solving and personal growth.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 3 Job Design Job/task design is used in the business environment to evaluate how tasks or the whole job is organized and then ensure that these match the employee's qualifications. A well-designed job helps the worker achieve the conditions necessary to maintain a safe and healthy job, thereby reducing physical and mental strain and helping the work organization. Identifying psychosocial risks such as excessive workload, monotonous work repetitions and limited control over work contributes to improvements in occupational health and safety (OHS) for organizations. A well- designed job results in a corporation with more engaged, healthy and productive employees, and these results benefit both employees and organizations.

4 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN The end result of any task or job design intervention is to obtain jobs that qualify: Task variety: An attempt should be made to provide an optimal variety of tasks in every job. Too much variety can be counterproductive for the employee. Too little can cause boredom and fatigue. The optimal level is the level that allows the worker to rest after a high level of attention or effort while working on another task or, conversely, to resume an active process after periods of routine activity. Talent variety: Studies show that employees are satisfied with using a range of skill levels. Feedback: There should be a way to quickly inform employees when they reach their goals. Quick feedback aids the learning process. Ideally, employees should have the responsibility to set their own quantitative and quality standards. Task identification: Task sets should be separated from other task sets by some clear boundaries. Whenever possible, a group or individual worker should be responsible for a clearly defined, visible and meaningful set of tasks. In this way, the work is seen as important by the group or individual undertaking it and others understand and respect its importance. Task autonomy: Employees should be able to exert some control over their jobs. Spaces of appreciation and decision-making should be open to them. It is an accepted situation that all business activities A job/task design process is created by addressing place physical or mental demands on employees; if psychosocial factors in the work environment. These these are maintained at appropriate levels, factors are control, over workload or low workload, employee health, well-being and performance are ergonomic aspects associated with musculoskeletal preserved; however, mistakes, accidents, injuries, disorders, shift work, repetition, overtime work, and and deterioration in physical and mental health can work stress. Therefore, a good task/job design occur if demands exceed workers' capacity. process aims to improve productivity and psychosocial conditions at work. Application of job design principles; It should also assist in identifying suitable workspaces, furniture, Job/task design occurs within organizations when a machinery, and tools, including size, strength, new job is created or when the job no longer fits the physical capacity, information processing capacity, worker perfectly or when it starts to exceed an and expectations, designed and delivered in employee's capacity, as the creation of this task accordance with the qualifications of workers. Since design or updating an existing task. this harmony of the employee with the environment is related to the psychosocial aspect of the job These updates are made when employees exhibit design, the person-environment harmony is also health problems such as ergonomic problems related included in the process. to the musculoskeletal system or strain due to psychosocial risks, or when interventions are In general, good job design results in the required to counteract the negative effects of the conformity of the organization's demands to the job and the risks that may occur. employee's abilities.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 5 Work Environment and Equipment In a good working environment, workspaces and Noise is a common environmental stressor in the working and production methods are designed so workplace. There is evidence to suggest that noise in that workers can work and move safely. Employees the workplace negatively affects not only employee are aware of the hazards and risks associated with well-being and job satisfaction, but also performance raw materials used at work and substances and motivation. The evidence reviewed shows that produced in work processes, and have received the potential effects of noise on worker health, well- training on how to control these risks. The machines being, job satisfaction and productivity depend on and tools used in the study are suitable for their the nature and characteristics of the task at hand. purposes. The physical and mental prerequisites of the employees are taken into account while planning Current research shows that windows and the work and determining its framework. ventilation quality can have both direct and indirect effects on worker health and well-being. There is Structural aspects of the work environment include accumulating evidence that the characteristics of the safety of passageways, workplace lighting, sound physical work environment can act as a coping environment and indoor air quality. Functional resource, offering numerous opportunities for healing factors include regulating transport and road traffic, and restoration. and keeping workspaces and offices tidy and clean. Risks in the workplace can be avoided when work Psychosocial factors in the work environment, tasks are well planned, employees are guided, and together with functional and structural factors, is a work is done carefully and thoughtfully. Although collective term that encompasses the interaction problems arise mainly from the physical work between people in a workplace, the individual's job environment, psychosocial factors affect how people and its impact on the employee, organizational experience problems related to the work conditions, and the culture of the organization. environment. Therefore, risk management is addressed by including the social and organizational Workstations for lifting and transport should be context. The work to be performed, the arranged in such a way that the load remains organizational structures, the environmental context reasonable and workers can recognize the physical and physical processes of the work, and other strain and stress factors of the job according to their workplace conditions; It is prepared by taking into own capacity. The main stressors are the weight of account the risks that may arise from the working the load, working postures and lifting frequency. environment and equipment. Persons working with loads should be given adequate guidance and instruction in lifting, and practice should be made to ensure that they use proper technique while doing so.

6 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN The main psychosocial risks that may arise from the work environment, equipment and hazardous tasks in ISO 45003:2021 specified as: inadequate equipment availability, suitability, reliability, maintenance or repair poor workplace conditions such as lack of space, poor lighting and excessive noise lack of the necessary tools, equipment or other resources to complete work tasks working in extreme conditions or situations, such as very high or low temperatures, or at height working in unstable environments such as conflict zones It is known that the physical environment A good workplace design aims to fulfill this characteristics of the workplace have a significant supportive role by considering the needs, goals and measurable effect on the employee's well-being and motivations of the employees. and behavior. In addition, the physical work environment can be used to help develop a The most important element in providing a safe and “psychologically supportive environment” and healthy working environment is to identify the support employees. Good organization of the work physical and psychosocial risks in your workplace environment and equipment to assist the employee in and to take the necessary measures that can be coping with the tasks under consideration; avoiding used to manage the identified risks. obstacles that could get in the way of coping with the task at hand; It helps businesses to use stress- reducing factors such as facilitating access to social support, providing access to positive activities, and giving people a sense of control over their physical and social environment.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 7 Workload and Work Pace Workload, one of many risk factors, is defined as the Heavy workload brings with it health-related problems, amount of work given to and expected from an job dissatisfaction and leaving the job. employee in a provided period. Workload and work pace continues to be one of the main factors that Workload is basically classified as mental and physical determine both productivity and staff turnover. workload. Mental workload is largely found among management workers, while physical workload is found Low workload causes boredom of the employee and largely among employees who do physical work. negatively affects the performance and career goals However, this distinction does not contain clear of the employees in their own fields. boundaries; physical and mental workloads may overlap each other in certain contexts.

8 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN Workload and workpace risks related to the content In addition to the workload and work pace risks of the job consist of risk factors related to the job associated with work content and organisation, there duties of individuals. Work content-based factors are also workload risk factors associated with social that may pose a risk to workload and work pace interactions that can have a negative impact on include: employee health: • Monotony • Inconsistent job descriptions • Having to work alone • The need to be constantly on the alert • Social or physical isolation • High-quality requirements • Inefficient teamwork or interaction • Information overload • Poor communication • Frequent interruptions • Lack of support from leader or working colleagues • Unreasonably high responsibility • Harassment or other mistreatment in the workplace • Frequent interactions with difficult customers • Inequality and discrimination. Workload and pace of work risks associated with In addition, potential psychosocial risks related to the way work is organised, are risk factors related workload; It may also include physical, chemical or with how work and work tasks are planned, biological factors and high accident risks. distributed to employees, and managed. Work organization-based factors that may pose a risk to Psychosocial risks related to workload and work workload and work pace include: pace are summarized under the following headings in • Very high or very low workloads the ISO 45003:2021 guide: • Unreasonably frequent deadlines • Irregular working hours such as shift work, night • Overload or underload work, or being on permanent task • High time pressure • Excessive work-related travel outside of working • Constantly being subject to deadlines hours or lack of a fixed workplace • Machine pace (too high speed of the machine in • Inappropriate work equipment or working operation due to belt systems or the speed of a conditions machine) • Unclear job descriptions, goals and responsibilities, • High level of repetitive work or an unclear distribution of responsibilities Psychosocial risks based on workload and work pace vary in each job description. For this reason, employers carry out investigations to determine all psychosocial workload risks in their workplaces. A comprehensive and systematic risk assessment helps the employer determine what prevention measures are necessary.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 9 Work Schedule The work schedule is the determination of the hours of the day when the work is accomplished and the weekdays worked. Most people have standard work schedules between 8am and 6pm on weekdays. However, there may also be work schedules that include non-standard hours in the evenings, nights and weekends. Those who work non-standard working hours constitute an important part of the workforce and society. Non-standard working hours can have adverse effects on the health and well- being of employees due to fatigue and problems that may prevent the establishment of work-life balance. The negative effect of night work on health is related to the human biological clock adjusted to daytime activity. Working at night can feel more tiring than working during the day. Body functions become less active at night due to hormonal secretions. Additionally, daytime sleep is less restorative, as body functions adjust to optimal activity during the day. Most people will not experience serious adverse effects after one night's work, but as the number of consecutive night shifts increases, problems such as fatigue and less exposure to daylight arise. If these psychosocial risks are not prevented, results such as decreased productivity, mistakes, work accidents, emotional exhaustion and intense work stress will occur.

10 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN Working long hours or working all night long can The International Labor Organization's (ILO) also have negative effects on sleep time, smoking, Working Conditions and Employment Program lack of exercise, obesity and eating habits, leading (TRAVAIL) has identified five important dimensions to digestive and nutritional problems. of work schedule and duration within the framework of decent work. Accordingly, the work schedule Legislation and regulations usually limit the number plans should be: of consecutive night shifts in work schedules. Knauth and Hornberger reviewed research on • Working time regulations promote health and working time and recommended a maximum of safety, three consecutive night shifts in work schedules. • Family-friendly • Promote gender equality, Including weekends in the work schedule means • Increasing the productivity and competitiveness of working on Saturdays and Sundays. In general, enterprises, working on the weekend during the day has the • Facilitating the influence and control of the same effect on health as working on a weekday. employee on their own work schedule, What is different is that weekend work has social implications related to family life and other social activities. Psychosocial risks related to work schedule and working hours in the ISO 45003:2021 standards guide prepared by ISO to manage psychosocial risks at work specified as: lack of variety of work shift work inflexible work schedules unpredictable hours long or unsociable hours fragmented work or work that is not meaningful continual requirements to complete work at short notice Businesses should carry out their organizational planning by considering the risks arising from work schedules. A comprehensive and systematic risk assessment helps employers determine what measures to take. Healthy and safe work programs can be created for corporations by evaluating production conditions and employee expectations together.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 11 Organizational Culture Organizational culture includes values, norms, Developing an Organizational Culture views, attitudes, taboos, and visions that have a with Occupational Health and Safety significant impact on organizations' decision-making and behavior. Institutions and businesses can be Organizational culture affects the attitudes, thought of as social communities that share a set of motivation and behavior of managers, supervisors core values. An organization's core values a​ re and employees. It affects work practices, the recognized as key determinants of organizational perception, understanding and management of identity and form the basis of the organization's Occupational Health and Safety risks, and whether mission, vision and strategies. In addition, the design these risks are discussed and addressed. It also and operation of its systems, its structure, the way it determines which risks are accepted within the works; influences the selection and development of organization and what actions are taken by employees and the skills necessary for the accepting OHS responsibility. organization. High efficiency has always been important in Schein defined the three levels of organizational manufacturing industries. To maintain high culture as emerging products (artifacts), including productivity, organizational members may choose to core assumptions, values a​ nd behavioral aspects. violate certain OHS regulations. In organizations with an OHS culture, production and OHS are not Core assumptions cannot be directly observed or seen as contradictory, but as two sides of the same perceived, but they are the core of an coin: payments for health and safety, plans made organizational culture. and strategies and procedures applied are good for efficiency. Organizations with an OHS culture and Adopted values ​are values t​hat the organization values ​focus on responsibility and competence, and its top management declare to be important. promoting desired safe and healthy behaviors and preventing irresponsible actions. Artifacts (eg. work practices, work systems) are phenomena that can be easily observed or OSH culture is the sum of the attitudes, (implicit) measured, collectively determined by the corporate assumptions, beliefs, perceptions and habits of an culture. The link between artifacts and the two organization's members regarding OSH. underlying layers of organizational culture is more Occupational health and safety culture is expressed difficult to clarify. The impact of organizational in policy procedures, activities and behaviors, and culture on employees is largely unnoticed and is always reflect an aspect of organizational culture. passed on to new employees of the organization through implicit socialization processes.

12 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN The reviews identified seven core values that are important for the development of an OHS culture: Social inclusion Justice Confidence Sustainability Participation Durability and flexibility Development and growth Each of these core values is important for the A fair culture: A climate of trust that encourages development of an OHS culture, and each can have people to submit OHS-related information and where direct and indirect effects on OHS. They also everyone knows what is acceptable and what is not. contribute to the commercial success of a business. Fairness and given reliable information (even bad For example, trust between management and news) create a trustworthy organizational culture. employees for reporting and analysis of incidents; Effective cooperation and communication are among A flexible culture: A culture that adapts to the characteristics of a good employer and business. changing conditions or new requirements while An organization with a positive health and safety maintaining a focus on OHS. culture has four closely related characteristics: A learning culture: a culture where people, Reporting and information culture: A culture individually and collectively, want to improve health where people easily report problems, errors, and and safety, are willing and able to reflect on their “near misses”. Reporting is essential to inform all own behavior and that of others. stakeholders.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 13 Psychosocial Risks in Organizational Changes Organizational Culture Health and safety are rarely considered during organizational change. However, it is important to Assessment and management of psychosocial risk consider such issues as any organizational change factors have begun to be included in the will have short-term and long-term effects on the occupational health and safety culture. When an psychosocial health of employees. The most frequent organization has a psychosocially safe culture, changes that organizations tend to be involved in are employee well-being, job satisfaction, and reductions or increases in the workforce (ie organizational commitment enhance. Conversely, if downsizing, growth, or resizing); this usually results the culture is unfavorable, it can undermine the in the following risks: effectiveness of even large programs or policies aimed at supporting the workforce. If an Poorly structured orientation processes organization has a culture of fear and constant Loss of skills and knowledge from the chaotic urgency, it can create an environment organization; where burnout and low morale are rampant. Overloading existing employees; Removal of risk controls; In the ISO 45003:2021 standards guide prepared by Increased use of temporary contractors; ISO to manage psychosocial risks at work, Implementation of formal systems that do not psychosocial risks related to organizational/working take into account changes occurring within the group culture specified as: organization; Despair poor communication low levels of support for problem-solving and In the ISO 45003:2021, Psychological Health and personal development Safety Guidance prepared for psychosocial risks lack of definition of, or agreement on, management, the risks that may arise during the organizational objectives management of organizational changes define as: inconsistent and untimely application of policies and procedures, unfair decision-making lack of practical support provided to assist workers during transition periods prolonged or recurring restructuring lack of consultation and communication about workplace changes, or consultation and communication which is of poor quality, untimely, or not meaningful

14 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN Organizational culture encompasses the norms, values and assumptions that determine how the organization works, communication styles, behaviors, and employee and talent choices. Businesses that have occupational health and safety culture and assume the existence of psychosocial risks create organizational cultures that contribute to the construction of healthy and safe institutions and have qualified management skills that solve the factors affecting work efficiency.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 15 Roles in the Organization Psychosocial risks refer to the possibility that If employees' authorizations and abilities are assigned psychosocial hazards related to work-related to an organization role, the resources used for the role perceptions and experiences harm the health and become available to employees in that role. safety of employees. Psychosocial hazards relate to aspects of the design and management of work and The main risk factors that may arise are related to its social and organizational contexts that have the the roles of the employees in the organization; are potential to cause psychological or physical harm. “role ambiguity”, “role clarity” and “role conflict”. How work is organized and the roles held or assigned to employees in the organization are relevant to these In addition, excessive role, lack of role, or too much contexts. responsibility to other people, which may affect the health and safety of individuals, are among the risks Roles in the organization can be defined as the examined. method of providing service entitlements to employees within the organization.

16 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN When employees know what to do and what is Have clear reporting relationships so employees expected of them, they experience role clarity. The know to whom they are directly accountable. content, working methods, and priorities of their Whenever possible, avoid making employees duties are clear and the employee is conscious of his accountable to more than one manager to or her role in the organization. An employee who reduce potential conflicts in job demands. experiences role clarity knows what they have to do and what is expected of them. Higher role clarity is Ensure that systems are in place to allow essential for the presence of higher-performing employees to raise concerns about any conflict employees within organizations. regarding their roles and responsibilities. For example, hold regular team meetings to allow Role conflict occurs when an employee receives employees to discuss potential role conflicts. incompatible demands regarding their job or position. People experience role conflict when they If possible, avoid assigning roles to employees feel pulled in various directions while trying to that conflict with their personal needs and respond to the many statuses they have. Role values. conflict may be short-term or long-term or may arise in certain specific situations. A study by Väänänen et al showed that the risk of absenteeism is three times higher when role clarity is Ways to manage role conflict: low. Avoid making inconsistent demands on Low role clarity and high role conflicts were found to employees and ensure that as many different cause burnout in a 3-year follow-up. requirements are relevant as possible

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 17 Career Development Studies are carried out to determine the No salary increase or promotion: Years of no psychosocial risks of organizations in order to deal salary increase or promotion may result from with psychological health and safety in the working with an organization for too long. workplace within the scope of occupational health and safety criteria. These risk factors cover the Existence of organizational losses: If your current organizational structure, social and environmental organization is experiencing losses, the contexts of the job, and risk factors based on the opportunities you take to join another career development of employees constitute an organization may cause pauses in your current important topic in these scopes. career. Psychosocial risks to career development include Lack of opportunity for growth: Career under- or over-promotion, low pay, job insecurity, stagnation can occur if you have made as much low social prestige of the job, career stagnation and progress as possible in your organization or if uncertainty. Job insecurity and lack of further there are no foreseeable opportunities for career opportunities have been identified as career advancement. important risk factors for physical and psychological health. In an organization where career recession is seen, setting new goals, conducting studies to Career Stagnation acquire new talents, and developing an individual network for employees are seen as good Career stagnation occurs when you feel a lack of strategies to prevent recession periods. connection with your job or career. In most cases, it occurs when you fail to see positive changes in your career or think you may lose your professional skills. Various factors can cause career recession. Lack of opportunity to learn: If your current position does not allow you to learn and grow, your skills may become outdated.

18 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN Job Insecurity Losing one's job has serious economic consequences for the individual, and employees facing the prospect Analysis of research results from various studies of losing their job as a result can experience a lot of reveals that job insecurity has a negative impact on tension and uncertainty about losing those economic job attitudes, organizational attitudes, and health, privileges and stability. Employees facing an and to some extent, is instrumental in changing the uncertain future may not be able to deal effectively behavioral relationship of employees with the with the situation that causes them to experience organization. A strong relationship was found high levels of stress. Indeed, research shows that the between turnover intentions and job insecurity for consequences of job insecurity can have a more short-term employees. In addition, it has been damaging effect than job loss itself. The importance observed that job insecurity predicts ischemic heart of this subjective perception is demonstrated by disease and myocardial infarction. research showing that in organizations where employees are faced with the possibility of dismissal, Employee reductions due to financial savings, the health and well-being of those who are reported mergers and acquisitions, restructuring, changing to have been dismissed are higher than those whose business practices and outsourcing are situations future is uncertain. that can often occur as organizations strive to stay competitive. In summary, job insecurity is a major work-related stress factor affecting an increasing number of employees. Exposure to job insecurity has been associated with a range of adverse health outcomes, primarily psychological health. Despite the clear negative relationship between job insecurity and well-being, unfortunately, the measures that organizations can take to prevent job insecurity are limited, as the causes are often due to factors outside of control, such as bad economic conditions and the need for financial savings. However, definitions of job insecurity emphasize the role of subjective perception and are characterized by a lack of control and predictability. That's why organizations should focus on improving both control and predictability.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 19 Organizations should focus on improving both The positive effect of employability is based on the control and predictability. prediction that employees who know they are employable will be more confident in the security of For this, steps can be taken to improve their future employment and more resilient against communication with employees, implement the negative effects of job insecurity. Multiple participatory decision-making processes, support potential job options can increase the amount of employability and draw attention to social support; control an employee has over their own future. Also, employees who see themselves as more Honest, timely and open communication between employable are more likely to believe they are more employees and management/organization helps important to their organization and have fewer improve perceived predictability and controllability of feelings of insecurity. By providing opportunities for future events, while also making employees feel employees to acquire and master both professional valued and respected by their organization. (ie technical or language) and interpersonal (ie communication or resilience) skills, employers not Participatory decision-making enables employees only improve the employability of employees; they to make decisions about a variety of workplace also improve the quality of the workforce that can problems and can reveal processes where be available for difficult times. employees who offer possible solutions, are consulted in decisions, and even have decision- It has long been known that social support is an making authority. This process is also seen as an important buffer for stress and health. It can effective precursor to job security, as it improves reduce the negative effects of stress from job the amount of control employees have in times of insecurity by becoming an additional resource to uncertainty. help a person cope with a challenging situation. Social support can come from different sources, including the workplace (colleagues and managers) or personal life (friends and family); both forms act as a buffer against the negative impact of job insecurity. Career development is one of the psychosocial risks that may pose an obstacle to maintaining psychological health and safety in the workplace. Lack of promotion or high promotions, future uncertainties that may cause job insecurity, and stagnation in career progression are among the important components for the management of this risk factor. Detection and management of psychosocial risks arising from factors that may prevent career development are fundamental improvement ways for organizations.

20 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN Job Control Job control refers to the extent to which a person is The lack of control over important aspects of one's involved in decision making based on their job role. work life is highly stressful. Studies have found that This factor, which is closely related to many contexts stress caused by low job control (i.e., low decision- of an organization, is an important criterion in the making authority over how to get work done) together assessment of psychosocial risks. with high job demands significantly increases the risks of death from diabetes and cardiovascular causes. It is known that employees' perception of control in the workplace is a powerful factor that can Stressful working conditions are associated with contribute to or harm employee health and well- absenteeism, tardiness, frequent staff turnover, and being. Employees' lack of control can occur when desire to leave, which have negative effects on the they feel they have little or no say in how they profitability of businesses. perform their tasks, are subject to excessive supervision or oversight or are unable to reasonably anticipate their schedule from week to week.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 21 A low level of job control can be featured by: A low level of job control can be characterized by: Employees have little influence in determining Employees have little influence in determining how they meet job demands and how they do how they meet job demands and how they do their jobs in general. (This can also be described their jobs in general. (This can also be described as a lack of autonomy.) as a lack of autonomy.) Unnecessary surveillance levels and transmitters Unnecessary surveillance levels and frequencies Excessive responsibility with little authority or Excessive responsibility with little authority or decision-making capacity decision-making capacity Little or no say in how work is done Little or no say in how work is done Jobs that lack variety or make no sense Jobs that lack variety or reason Workload or work pace exceeds capacity or Workload or work pace exceeds capacity or employee resources employee resources Low control over workflow Low control over workflow Research shows that giving employees the Research shows that giving employees the opportunity to decide how and when to complete opportunity to decide how and when to complete their tasks and allowing them greater participation in their tasks and allowing them greater participation in work-related decisions can improve their ability to work-related decisions can improve their ability to work effectively and efficiently. work effectively and efficiently. By making new adjustments to job design, By making new adjustments to job design, businesses businesses can increase control over how employees can increase control over how employees do their do their jobs, including their autonomy in deciding jobs, including their autonomy in deciding how to how to approach job tasks and opportunities to use approach job tasks and opportunities to use a variety a variety of job skills. of job skills.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 22 Interpersonal Relations Humans are social beings and for many people just as much as their friends or family; it is a fact that they spend time with their colleagues. Interpersonal relationships in the workplace form the daily interactions between co-workers or managers and employees. These relationships are a natural part of the work environment and are often pleasant and creative, but can sometimes be a source of tension and stress. Many studies confirms that social relationships at work are an important factor influencing health and well- being. The results in this area have encouraged researchers and practitioners to reveal the preventive and supportive mechanisms for psychosocial risks in the focus of employee interpersonal relationships and its links with employee health and well-being. Interpersonal relationships in the workplace can be defined from an individual perspective or from an organizational perspective. The individual perspective is about how each individual evaluates relationships. The organizational level perspective covers the relevant management procedures and strategies that directly affect the employees. Direct as the lack of team meetings opportunities; or indirect factors such as excessive workload that hinders spontaneous interaction can cause poor interpersonal communication. Poor communication in the workplace, social or physical isolation, poor relationships with superiors, interpersonal conflicts, lack of social support, and bullying or harassment create psychosocial risks from interpersonal relationships.

23 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN Psychosocial risks related to interpersonal relationships in the ISO 45003:2021 standards guidance prepared by ISO to manage psychosocial risks at work specified as: poor communication, including poor information sharing poor relationships between managers, supervisors, co-workers, and clients or others that workers interact with interpersonal conflict harassment, bullying, victimization (including using electronic tools such as email and social media), third-party violence lack of social support unequal power relationships between dominant and non-dominant groups of workers social or physical isolation It is important to create a healthy interpersonal In addition, support from sources other than work dynamic to maintain a positive atmosphere at work. also has an impact on health and business outcomes. Good leadership skills and effective communication Support is usually provided by everyday life contacts play an important role in building an ecosystem of such as a spouse or partner, other family members, strong interpersonal relationships and a conflict-free friends, or by formal support professionals such as workplace. psychologists and doctors. Social Support The first step for someone who wants to organize their interpersonal relationships at work is to An important source of stress that can arise from establish positive relationships with others. This can interpersonal relationships is the lack of social be done by adding one or more people to one's social support. Studies show that low social support is network or by strengthening existing relationships. associated with anxiety, emotional exhaustion, job Social bonds with others should be characterized by tension, low job satisfaction, and an increased risk of mutual appreciation. cardiovascular disease. Social support is generally under three main Leaders play a central role in ensuring positive headings, interpersonal relationships in the workplace, which have many positive effects on employees' health, job Practical support: Giving the employee the satisfaction, productivity and prevent intention to necessary resources and information to fulfill the leave. Participating in trainings focused on social demands support can raise awareness of situations where Emotional support: Individual help, giving personal employees need support, and can be provided where feedback, appreciation and encouragement and when needed. Informative support: Providing information and advice that can assist the employee in problem The organization's ability to create environments that solving support positive interpersonal relationships requires defined as beneficial social interactions creating structures and practical solutions that allow employees to work together effectively and Sources of social support are colleagues, supervisors, collaboratively and facilitate social communication and the organization itself in general. and interaction.

PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN 24 Work and Life Balance In recent years, rapid changes in technology, Research on the effect of work-life balance on changes in working life and the convenience of motivation and productivity has brought employers' employees' access to their jobs from home or attention to this issue, and it has become almost a remotely have brought the issue of work-life necessity to create policies and balance strategies balance to the agenda more. The issue of work and for employee health and productivity. Changing life balance was first mentioned in the late 1800s and times and technology have resulted in employees was used in the 1970s and 80s to express the needing more support and solution suggestions from balance between career and family life. Researchers their workplaces regarding work-life balance. Many have done a lot of research on the causes and organizations today are exploring how they can help consequences of balance or imbalance in work life employees achieve greater balance by offering a set on the issue of work and life balance, which has of family or work-life balance policies and programs. been on the agenda in various ways since then, and these researches have been the subject of many In the ILO's 2004 report, these strategies are training and awareness studies for practitioners. The “flexible time, work-sharing, part-time work, remote issue of work-life balance is an issue that has work from home, compressed work weeks, work- important effects on workplace commitment, job from-home schedules, shorter working days for satisfaction and motivation for employees, and when parents, paid maternity break, death break, paid this balance is not achieved, it brings many break for patient care. , paternity break, company psychological and physical health problems. referral system for child care, child care in the workplace, emergency care program for sick Work-life balance is a factor that has the potential dependents, re-entry plan, school holiday child care to influence important organizational issues such as programs, progressive retirement, life skills employee turnover, stress, job satisfaction and programs, professional counseling, relocation productivity. Long working hours and highly assistance and work and family resource kit or stressful jobs not only hinder employees' ability to library”. These strategies have a perspective that harmonize work and family life, but are also supports the difficulties faced by employees in their associated with health risks such as increased daily lives and minimizes the psychosocial risks that smoking and alcohol consumption, weight gain, and may occur at work. depression.

25 PSYCHOLOGICAL HEALTH AND SAFETY BULLETIN The value given to the psychological health of the In order to define work-life balance programs, employees by the workplaces that use these and create strategies and apply them at the level of all similar strategies comes to the fore. The importance employees, it is necessary to establish standards given to the employee and any workplace practice suitable for the culture of the organization. that will support the welfare of the employee will positively affect the motivation and commitment of In these standards, the contribution of both the the employee towards his work, as well as employee and the organization will be valuable. contribute positively to productivity and efficiency. Organizations are responsible for developing good It is seen that work-life balance strategies positively practices that support employee well-being, while affect employee satisfaction and commitment, and employees are responsible for doing more to protect contribute to production and productivity in terms of their boundaries. the organization.

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Psychosocial Risks in Occupational Health and Safety Systems The purpose and intended results of the OHS management system are to prevent work-related injuries and health deterioration of employees and to provide safe and healthy workplaces. It is critical for organizations to eliminate hazards and minimize OHS risks by taking effective preventive and protective measures, including measures to manage psychosocial risks. Psychosocial risks are increasingly recognized as challenges to health, safety and well-being at work. Hazards that may arise in situations where psychosocial risks cannot be managed may be in combination with each other and may affect and be affected by other hazards. Psychosocial risk, such hazards to individual health, safety and well-being; It is about the potential to have various kinds of results on organizational performance and sustainability. It is important that psychosocial risks are managed consistently with other OHS risks through an OHS management system and integrated into the organization's broader business processes. Adverse outcomes for workers include poor health and associated conditions (eg cardiovascular disease, musculoskeletal disorders, diabetes, anxiety, depression, sleep disorders) and associated poor health behaviors (eg substance abuse, unhealthy diet) and low workload. Managing psychosocial risks results in employee satisfaction and engagement, including increased job satisfaction and increased productivity. The impact of psychosocial risks on businesses includes absenteeism, turnover, reduced product or service quality, increased costs from recruiting and training and workplace investigations, as well as damage to the organization's reputation. Effective management of psychosocial risks contributes to increased employee participation, increased productivity, increased innovation and sustainability of the institution. MHAW®, developed by N_HumaN, offers an inclusive service model for organizations that want to keep their Psychological Health and Safety standards substantial, in which psychosocial risks are assessed and managed; within the framework of occupational health and safety, and employees ability to do work is increased by contributing to the improvement and restorative support programs. Psychological Health and Safety Solutions Contact N_HumaN Adalet Mah. Manas Bulvarı No:39 Folkart Towers B Kule Kat:31 Bayraklı/İzmir +90 232 390 91 97 +90 535 624 90 35 www.nhumandanismanlik.com