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Stress prevention at work checkpoints

Stress prevention at workcheckpoints

Practical improvements for stress prevention in the workplace

International Labour Office • Geneva

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International Labour Office

Stress prevention at work checkpoints: Practical improvements for stress prevention in the workplace

Geneva, International Labour Office, 2012

stress / occupational safety / work organization / work environment / work life balance / hours ofwork / workplace communication / employment security

13.04.5

1 v.

ISBN 978-92-2-125637-3 (print)

ISBN 978-92-2-125638-0 (web pdf)

ILO Cataloguing in Publication Data

Work-related stress is one of the most importantissues in many countries and in different kinds ofworkplaces. Stress has many negative impacts,including circulatory and gastrointestinaldiseases, other physical problems, psycho-somatic and psychosocial problems, and lowproductivity. Increasing emphasis is being placedon improving working conditions and workorganization with respect to stress at work, andon practical measures to cope with stressful worksituations. Recent surveys by the ILO indicate thatthere are commonly applicable checkpoints forstudying and reducing stress at work. It is usefulto review recent international experience in thisregard and develop easy-to-apply checkpointsapplicable in varying situations.

It is especially important to optimizeworkplace conditions and work organization toprevent stress-related problems in the workplace.There are a number of practical countermeasuresto such problems, which include optimizing theouter loads (stressors) at work, at home and inthe community; increasing the coping ability ofworkers; and reinforcing support systems forworkers.

This manual therefore aims at reviewingworkplace stress issues. It includes easy-to-applycheckpoints for identifying stressors in working lifeand mitigating their harmful effects. It is hoped thatworkers and employers will be able to use thecheckpoints to detect causes of stress at work andtake effective measures to address them.

It is critical to the success of any programmeon workplace stress control that the process ofpreventing stress be linked to risk assessment.The checkpoints in this publication representgood practice for organizations in general, butthey must be linked to the specifics of theorganization and to particular problems. It isimportant that stress not be treated differentlyfrom other risks; the employer must undertake a risk assessment from which any changes mustproceed. A workplace stress prevention policyshould not be a separate document, and the issueshould be integrated into the overall occupationalsafety and health policy of the enterprise.

Tailor-made strategies and approaches mustbe adopted to the specific conditions of theworkplace in question. The issues in a large plantin an industrialized country, for instance, may bevery different from those in a manufacturingfacility in a developing country.

The participation and involvement of workers, their representatives and trade unions is also essential in the prevention of stress atwork. Their participation and cooperation shouldbe embedded in the whole process of any programme on stress prevention in the workplace.

A group of experts was organized by the ILO to compile the stress prevention at work checkpoints. The group was composed of six external specialists on stress and workimprovement as well as ILO staff members. Based on a one-week working meeting at ILOheadquarters and subsequent email discussions,50 checkpoints were compiled. The experts whoparticipated in the working meeting were Jean-Pierre Brun (Canada), Anna-Lisa Elo(Finland), Tage S. Kristensen (Denmark), Kazutaka Kogi (Japan), Leanart Levi (Sweden)and Anjali Nag (India). Staff members of the ILOwho participated in the meeting included ToruItani, Claude Loiselle and David Gold. EvelynKortum from the World Health Organization alsoparticipated. The contributions from the meetingparticipants were compiled by Kazutaka Kogi,who coordinated the drafting of the presentmanual. The draft was reviewed by the expertmembers and circulated to external expertsassociated with international and nationalorganizations of employers and workers. Inparticular the ILO wishes to thank HughRobertson from the Trades Union Congress of the United Kingdom, Janet Asherson from the International Employers’ Organization andtheir colleagues for their critical and usefulcontributions. Technical review and editing weredone by Shengli Niu, Coordinator and SeniorSpecialist of the Occupational Health Cluster ofthe ILO Programme on Safety and Health at Workand the Environment (SafeWork).

Foreword

v

This publication is much more than a manualon stress; many of its illustrations are a guide toauditing good safety and health practices which,of course, will pay dividends in minimizing stress.The publication of this document is expected tocomplement ILO activities aimed at improvingworkplace conditions and preventing stress atwork in many countries around the world.

Experience and feedback on the applicationof the checkpoints listed here in different types ofworkplaces – manufacturing, informationtechnology, agriculture and so forth – will be

extremely useful for further improvement of thispublication. It is our hope that the manual will beimproved and revised in the future through itstrial application in different countries andindustries.

Seiji MachidaDirector

Programme on Safety and Healthat Work and the Environment (SafeWork)

International Labour Office


vi

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . v

How to use this manual . . . . . . . . . . . . . ix

Stress prevention at work checklist . . . xi

Leadership and justice at work . . . . . . . 1(checkpoints 1–5)

Job demands . . . . . . . . . . . . . . . . . . . . . . 13(checkpoints 6–10)

Job control . . . . . . . . . . . . . . . . . . . . . . . . 25(checkpoints 11–15)

Social support . . . . . . . . . . . . . . . . . . . . . 37(checkpoints 16–20)

Physical environment . . . . . . . . . . . . . . 49(checkpoints 21–25)

Work–life balance and working time . 61(checkpoints 26–30)

Recognition at work . . . . . . . . . . . . . . . . 73(checkpoints 31–35)

Protection from offensive behaviour . 85(checkpoints 36–40)

Job security . . . . . . . . . . . . . . . . . . . . . . . 97(checkpoints 41–45)

Information and communication . . . 109(checkpoints 46–50)

Contents

vii

How to use this manual

ix

Solving stress problems at work is one of thechallenges to ensuring a productive and healthyworking life in both industrialized andindustrializing countries. This manual has beenprepared to reflect the increased necessity formeasures to deal with problems causing stress inthe workplace. The 50 checkpoints included hereare based on the experiences of the experts whocontributed to its review and preparation inimplementing stress prevention in the workplace.The actions for improvement suggested by thesecheckpoints are also based on a number ofunderlying principles that have proven to bepracticable and applicable in real workplaces.These principles include:

— Immediate solutions need to be developed withthe active involvement of managers and workers.

— Group work is advantageous for planning andimplementing practical improvements.

— Multifaceted action is necessary to ensure thatimprovements are sustained over time.

— Continuing action programmes are needed tocreate locally adjusted improvements.

The checkpoints represent simple, low-costworkplace improvements readily applicable indifferent working situations. As the checkpointscover broad areas, users are encouraged to takemultifaceted actions that take into account localsituations.

The usefulness of an action-oriented manualcontaining practical checkpoints has been provedthrough ILO experience using the checklists of theWISE (Work Improvement in Small Enterprises) and WIND (Work Improvement in NeighbourhoodDevelopment) programmes, and through feedbackfrom the tripartite ILO constituents, professionalbodies, occupational safety and health practitionersand workplace ergonomists using Ergonomiccheckpoints, published by the ILO in collaborationwith the International Ergonomics Association in1996 and revised in 2010. The present manual isdeveloped along the same lines.

There are three main ways of using this manual:

— applying selected checkpoints in the manual tothe workplace by means of locally adapted,handy checklists;

— making ready-to-use information sheets; and

— organizing training workshops for planning andimplementing immediate workplace changes.

1. Applying selected checkpoints to theworkplace

In applying the checkpoints to a particular workplace, itis advisable to select a certain number of checkpointitems considered important to that workplace. Usually,around 20–30 items are suited for initial application ofthe manual. Copies of the pages corresponding to theselected checkpoint items may be distributed for use in introductory sessions on occupational safety andhealth, workplace interventions or work-related riskmanagement.

Based on the selected items, a short checklist maybe compiled. Such a checklist should focus on potentialactions for improvement and will be more effective whenit is used together with the copies of the selected pagesof the manual. It is advisable to develop a locally adaptedchecklist, by adding several items suitable for localimprovement actions.

In applying these selected checkpoints or usingthem for training purposes, it is useful to organizeworksite walk-throughs. The short checklist can greatlyhelp these walk-throughs, as it helps participants lookafresh at the workplaces visited and find practical areasfor improvement. Do not forget to ask people to findexisting good points also, as these are helpful insubsequent discussions.

The results of the workplace visits should bediscussed in small groups and then examined in discussions involving all participants or grouprepresentatives. The group work of people using theselected checkpoint items is essential for identifyinglocally practicable improvements.

It is important to look at multiple aspects of theworkplace conditions. It is therefore advisable toselect at least a few items from several chapters in the

manual. These can cover leadership issues, jobdemands, job control, social support, physicalenvironment, working-time arrangements and work–life balance, and communication matters. Dependingon local circumstances, items from other sections mayalso be added.

2. Making ready-to-use information sheets

For preparation of information sheets, a limited numberof checkpoints can be produced by making use of this manual. The simple, uniform structure of eachcheckpoint is beneficial for this purpose. It will be useful to revise the pages of the checkpoints by addingremarks and materials reflecting local conditions. Thiscan be done relatively easily, as the emphasis of themanual is on simple and practical improvement options.For example, handy brochures may be created usinggood examples achieved locally in line with thesepractical options.

3. Organizing training workshops forimmediate workplace changes

A practical way of using the manual in training forimplementation of workplace improvements designedto prevent stress is to organize short training work-shops for local people in applying practical measures.

Experience in WISE training activities and similarparticipatory programmes has demonstrated theeffectiveness of training workshops which last 1–4days and use a good, practicable approach based onlocal practice. This manual can be used as guidancematerial in short training workshops on stressprevention at work. Such training workshops can becombined with the use of locally adapted checklistsand information sheets, as described above.

Training may be facilitated with some practicalhints for implementing improvements, by using achecklist based on this manual and associatedinformation sheets. It is useful to keep in mind thatpractical workplace improvements can be achieved byapplying the action-oriented principles promoted inthis manual.

Here are some helpful suggestions:

1. Try to use an “action checklist” for taking a freshlook at workplace conditions. A checklistcomprising selected checkpoint items in their

action form can help people examine existingworkplace conditions in a systematic way.

2. It is highly recommended to learn from goodexamples of improvements achieved in localworkplaces and to develop ideas for improvementin accordance with the local situation. Localexamples demonstrate both the benefits gainedand their feasibility. Such examples can encouragelocal people to take immediate actions. Further,looking at achievements rather than pointing outweaknesses always helps promote positive andconstructive thinking, which leads to realimprovements.

3. Group discussion is always useful. It helps peopleexchange ideas about how to prioritize actionsfrom different perspectives, and to balanceconsiderations.

4. It is essential, and always useful, to promote bothshort- and long-term plans for improvement. Ideasthat can meet immediate local needs should firstbe put into practice on a short-term basis. Oncesmall but effective improvements are achieved,people become confident about taking the nextsteps, which may need more time and resources.

An important follow-up activity is to link the positiveresults gained with existing occupational safety andhealth activities. It is important to link locally achievedpositive experiences with proposals and plans forimprovement. This is best done by working together ondifferent aspects of the checkpoints in this manual. Forexample, in a group context, discuss and agree onthree good achievements in the workplace and threepoints to be improved, then discuss priority actions foreach, to be undertaken jointly.

x


How to use the checklistThere are 50 checkpoints in this manual. You may eitheruse all the items or create your own list containing onlythose items relevant to the workplace. Usually, a checklistof about 20–30 items is suitable.

1. Knowing the workplaceCollect information about the main products or servicesprovided, work methods, the number of workers (maleand female), the hours of work (including breaks andovertime) and other labour issues you deem important.Depending on the local situation, additional informationspecific to the work area may be added by using thespace provided in the Appendix at the end of the checklist.

2. Defining the work area to be checkedDefine the work area to be checked in consultation with themanager, the representatives of the trade union and otherkey persons. In the case of a small enterprise, the wholework area can be checked. In the case of a large enter -prise, selected work areas can be separately checked.

3. Initial walk-through or discussionRead through the checklist and spend some timewalking through the work area or discussing stress atwork before starting to use the checklist.

4. Writing your check resultsRead each item carefully. Mark NO or YES under “Doyou propose action?”

— If the measure has already been taken properly or itis not needed, mark NO.

— If you think the measure would be worthwhile, mark YES.

— Use the space under “Remarks” to write yoursuggestion or note its location.

5. Selecting prioritiesAmong the items you have marked YES, choose a fewwhich seem likely to offer the most important benefits.Mark these as PRIORITY.

6. Group discussion about the check resultsDiscuss the check results with others who have takenpart in the walk-through or discussion. Agree on existinggood points and on the measures to be taken on thebasis of applying the checklist. Communicate with themanager and workers about the proposed measures andfollow up on the implementation of these measures.

Checklist Leadership and justice at work1. Develop and communicate the workplace policy and

strategies for stress prevention at work.

Do you propose action?

� NO � YES � PRIORITY

Remarks

2. Establish procedures to prohibit discrimination andtreat workers fairly.



Remarks

3. Encourage informal communication between managersand workers, and among workers.



Remarks

4. Keep employee issues private and confidential.



Remarks

5. Address workplace problems immediately when theyoccur.



Remarks

Comments on leadership and justice at work:

Stress prevention at work checklist

xi

xii


Job demands6. Adjust the total workload taking into account the

number and capacity of workers.



Remarks

7. Rearrange work assignments to prevent excessivedemands on workers.



Remarks

8. Plan the work carefully and agree on achievabledeadlines or work pace.



Remarks

9. Ensure that tasks and responsibilities are clearlydefined.



Remarks

10. Provide alternative tasks to maintain attentiveness at work.



Remarks

Comments on job demands:

Job control11. Engage workers in decision-making about their work

organization.



Remarks

12. Improve workers’ latitude and control over the way theydo their work.



Remarks

13. Organize work in such a way that new competencies,skills and knowledge are developed.



Remarks

14. Encourage the participation of workers in improvingworking conditions and productivity.



Remarks

15. Organize regular meetings to discuss workplaceproblems and solutions.



Remarks

Comments on job control:

Social support16. Establish close manager–worker relations so that

workers and managers can get support from eachother.



Remarks

17. Promote mutual help and sharing of knowledge andexperience among workers.



Remarks

18. Identify and utilize external sources for providingemployee assistance.



Remarks

19. Organize social activities during or after work hours.



Remarks

20. Provide help and support to workers when needed.



Remarks

Comments on social support:

Physical environment21. Establish clear procedures for risk assessment and

control based on existing occupational safety and healthmanagement systems.



Remarks

22. Provide a comfortable working environment that isconducive to physical and mental health.



Remarks

23. Eliminate or reduce safety and health hazards at theirsource.



Remarks

24. Provide clean rest facilities.



Remarks

25. Establish emergency plans to facilitate emergencyoperations and rapid evacuation.



Remarks

Comments on physical environment:


xiii

xiv


Work–life balance and working time26. Involve workers in the design of working hours.



Remarks

27. Plan work schedules to accommodate the needs of theenterprise and the special needs of workers.



Remarks

28. Establish measures and limits to avoid excessively longworking hours.



Remarks

29. Optimize working-time arrangements to allow workersto fulfil their family responsibilities.



Remarks

30. Adjust the length and frequency of breaks and resttime according to workload.



Remarks

Comments on work–life balance and working time:

Recognition at work31. Openly praise good work by workers and teams.



Remarks

32. Implement a system by which workers know theconsequences of their work.



Remarks

33. Implement a system in which workers are able toexpress their feelings and opinions.



Remarks

34. Treat women and men equally.



Remarks

35. Provide good career prospects.



Remarks

Comments on recognition at work:

xv


Protection from offensive behaviour36. Establish and implement an organizational framework

and strategies in which offensive behaviour isprevented or dealt with promptly and adequately.



Remarks

37. Organize training in, and raise awareness of,respectable behaviour.



Remarks

38. Establish procedures and action models to deal withviolence, abuse and harassment at work.



Remarks

39. Provide rapid and culturally sensitive interventions tohelp those involved in offensive behaviour.



Remarks

40. Organize working areas to protect workers againstviolence from clients and outsiders.



Remarks

Comments on protection from offensive behaviour:

Job security41. Plan work in such a way as to enhance the possibility of

stable employment.



Remarks

42. Provide a written job contract with clear statementsconcerning employment conditions and fair wages.



Remarks

43. Ensure that wages are paid regularly and benefits areprovided according to the relevant contract.



Remarks

44. Ensure job security for workers taking parental leave.



Remarks

45. Enhance job security and protect workers and theirrepresentatives from unfair dismissal.



Remarks

Comments on job security:

xvi


Information and communication46. Make it a rule for managers to go to the workplace and

talk with the workers.



Remarks

47. Ensure that supervisors communicate easily andfrequently with workers concerning any problems.



Remarks

48. Inform workers regularly about important decisions,using adequate means.



Remarks

49. Inform top management of the opinions of the workers.


Remarks

50. Give workers information about future plans andchanges.



Remarks

Comments on information and communication:

Appendix: Additional checkpoints51.



Remarks

52.



Remarks

53.



Remarks

54.



Remarks

55.



Remarks

Comments on additional checkpoints:

Leadership and justice at work

Leadership and justice at work are importantprerequisites for addressing stress prevention at work. It is generally important to take preventivemeasures based on a clear policy and strategies forensuring decent work and improving working conditionsand work organization. It is essential to establishconcrete procedures to deal with stress-relatedinterventions and create a workplace climate for solvingworkplace problems promptly. Leadership and jointeffort by managers and workers are both indispensable.The following are effective means of workplace action:

— communicating the policy and strategies for decentwork;

— establishing procedures to prohibit discrimination;

— encouraging informal communication amongmanagers and workers;

— protecting privacy; and

— addressing workplace problems promptly.

With committed leadership and justice, a workplaceculture can be developed in which workplace stressprevention can be addressed in a positive manner.

CHECKPOINT 1Develop and communicate the workplace policy andstrategies for stress prevention at work.

WHY• Stress at work is closely related to working conditions

and the way work is organized. Stress prevention inthe workplace should therefore be based on clearpolicy and strategies for ensuring decent work. Itshould be made clear to all workers and supervisorsthat joint effort is needed for continuous improvementof working conditions and work organization. Closecooperation of management and workers is requiredas a starting point.

• Stress prevention should be part of the workplaceoccupational safety and health managementsystems. Planning and implementation of preventivemeasures should be based on the assessment ofrisks at work and the setting of priorities forpractical improvements.

• A participatory approach, actively involvingmanagers, supervisors and workers and theirorganizations, is known to be most effective inreducing stress at work. Stress at work relates tomultiple factors including psychosocial factors, workschedules, work methods, work environment andwork–life balance. These multiple factors, requiringmultifaceted interventions, are best addressed by aparticipatory approach. The emphasis in stressprevention at work is thus placed on participatorysteps taken in multiple stress-related aspects of work.

HOW1. Establish a clear workplace policy in collaboration

with workers and their organizations for achievingdecent work in the workplace. The policy statementshould state the clear commitment of managementto the safety, health and well-being of workers. Thispolicy statement should be communicated to allworkers.

2. Integrate stress prevention into workplace policyand adopt joint strategies (i.e., based on aparticipatory approach involving managers,

supervisors and workers) on practical measures toimplement the policy. The strategies should beestablished in line with the risk managementactivities carried out within the occupational safetyand health management systems of the workplace.

3. Designate key persons responsible for facilitatingand supporting the participatory approach taken,according to the established strategies for safety,health and well-being of workers including stressprevention at work.

4. Set concrete goals for each year, or some otherpredetermined period, to improve safety, health and stress prevention. Plan and implement feasibleimprovement actions for achieving these short-termgoals through participatory steps.

5. The strategies should include evaluation and reviewof the actions taken and follow-up activities forcontinuing improvement actions.

SOME MORE HINTS— Collect examples of good practices in terms of

stress prevention in the workplace or other similarworkplaces. Disseminate examples of effectivemeasures that lead to stress reduction and improvedworkplace culture.

— Communicate a summary of actions taken in termsof safety, health and stress prevention in theworkplace to all workers and supervisors, throughmeetings, notices, newsletters and e-mails.

— Discuss the effectiveness of anti-stress measures and ways to improve actions, in meetings andmanagement–worker consultation.


2

POINTS TO REMEMBERCommunicate to all workers and supervisors theworkplace policy and strategies based on aparticipatory approach to ensuring decent work and stress prevention at work.


3

Figure 1a. Establish a clear workplace policy stating the clear commitment of management toprevention of stress at work. This policy statement should be communicated to all workers.

Figure 1b. Set concrete goals each year for improving safety, health and stress prevention at workthrough participatory steps involving supervisors and workers.

CHECKPOINT 2Establish procedures to prohibit discrimination and treatworkers fairly.

WHY• Those working together in the workplace may have

different backgrounds and capabilities. It isimportant to treat all workers fairly and with respect.There should be an open workplace policy that allworkers are treated equally irrespective of theirgender, race, religion or beliefs. By eliminatingdiscrimination, a healthy workplace culture can beestablished. Such a non-discriminatory, open policywill provide a good basis for stress prevention in theworkplace.

• Discriminatory measures and unfair treatment aremajor stressors at work. Job assignment, careerdevelopment, workload and work organizationshould be arranged fairly to avoid discrimination.Equal opportunities for both women and men areessential. Consistent, joint effort is indispensable inachieving this goal.

• Clear anti-discrimination procedures and propermeasures and actions to deal with complaints willameliorate or even eliminate stressful conditions andprevent stress at work. It should be noted that someworkplace conflicts occur due to the discriminatoryactions of certain managers, supervisors or workers.Such procedures should be specified in theworkplace policy against discrimination.

HOW1. Establish workplace procedures to prohibit

discrimination in the workplace. These proceduresshould aim at workplace equity and fair treatment.They should ensure that fairness is maintained in theallocation of jobs, duties, promotion, benefits andother terms or conditions of employment. Inparticular, employment-related distinctions on thebasis of age, race, sex, disability, national origin orreligion must be prohibited. Actions in breach of theequity policy should be reported as soon as theyare discovered and stopped before they lead to aserious situation.

2. Communicate to all managers, supervisors andworkers the policy of workplace equity and theprocedures to prohibit any discriminatory measuresand actions.

3. Procedures for maintaining privacy in the process ofdealing with cases of discriminatory action shouldalso be incorporated. This should not hamper ordelay the correction of discriminatory measures in the workplace.

4. Assign a staff member to whom workers can reportwhen they receive unequal or unfair treatment. Makesure that each case is dealt with promptly and fairly.

5. Pay particular attention to the fair distribution ofwork tasks. It is necessary to communicate theimportance of fair distribution to all managers,supervisors and workers, and follow it up in acoherent manner.

SOME MORE HINTS— As part of the workplace culture, treat all workers

equally. It is essential to be coherent in workplaceequity and fair treatment for all.

— Be quick to admit mistakes, especially when unfairtreatment or discrimination have occurred on thepart of management.

— Suggestions about fair treatment and complaintsabout discrimination from workers should be takenseriously and dealt with promptly. This helpsdevelop workplace equity with the cooperation of all managers and workers.


4

POINTS TO REMEMBERBy establishing clear procedures to prohibitdiscrimination on the basis of age, race, sex, disability,national origin or religion, a workplace culture insupport of decent work can be effectively established.


5

Figure 2a. Communicate to all managers, supervisors and workers the policy of workplace equityand the procedures to prohibit any discriminatory actions.

Figure 2b. Assign a staff member to whom workers can report when theyreceive unequal or unfair treatment. Each case must be dealt with promptlyand fairly.

CHECKPOINT 3Encourage informal communication between managersand workers, and among workers.

WHY• Cooperation between managers and workers is

promoted by frequent, informal communication –through personal talks and joint activities, forexample. Informal meetings, parties, sports events,excursions and other joint activities are relevantoccasions which not only improve personal relationsand cooperation but also facilitate informalcommunication on stress prevention at work.

• Informal communication improves mutualunderstanding through discussion about commonwork–life issues. This helps develop partnerships,whether between managers and workers or amongworkers.

• Likewise, joint planning and execution of informalactivities promotes intimate communication andcompanionship. Joint experience will more likelylead to effective cooperation and implementation ofmeasures related to work stress.

HOW1. Encourage informal talks between managers and

workers. Managers and workers should be able tocommunicate freely on different occasions bothduring and outside work hours. Managers, on theirpart, should make it clear that they are open todiscussion and would like to have good relationswith workers.

2. Encourage the development of informal relationsamong workers as well. Informal talks and chats maytake place on appropriate occasions. Workersnaturally have close mutual contacts in and outsidework hours, and these informal relations can bedeveloped further through joint participation invarious meetings and training activities.

3. Provide support for the organization of informalgatherings and events involving managers andworkers or groups of workers, such as parties,sports events, excursions, competitions and other

activities. Where appropriate, some of these may beheld during work hours.

4. Disseminate information about informal gatheringsand events through various means. It will help if youmake it clear that informal communication isencouraged as part of workplace policy.

SOME MORE HINTS— Where appropriate, openly take the initiative to

organize informal gatherings or events.

— Provide occasions for informal chat betweenmanagers and workers, after formal meetings orbetween business activities, for example.


6

POINTS TO REMEMBEREncourage informal communication betweenmanagers and workers, and among workers, takingadvantage of various occasions and events, bothduring and outside work hours.


7

Figure 3a. Encourage informal talks between managers and workers bothduring and outside work hours.

Figure 3b. Provide support for the organization of informal gatherings ofvarious types between managers and workers, and among workers.

CHECKPOINT 4Keep employee issues private and confidential.

WHY• Protection of privacy in dealing with personal

confidential information is critically important. Lackof confidentiality in dealing with personalinformation, health conditions and stress-relatedissues has significant impacts on the well-being andhealth of the workers concerned. A clear workplacepolicy for protection of privacy must be establishedand respected by all.

• Protection of privacy is essential to the success ofany activities to prevent stress at work. The utmostcare must be taken in maintaining privacy in respectof health-related information and confidentialinformation on those who are victims of stress,offensive behaviour or discrimination in theworkplace.

• Protection of privacy in dealing with health andstress-related disorders, or personal matters, will beadversely affected if there is insufficient clarity in theworkplace policy on privacy protection. Often, staffmembers who are not health professionals mayhappen to be dealing with privacy-relatedinformation. It is therefore very important toestablish procedures to deal with people’sconfidential information.

HOW1. Establish a clear workplace policy on protecting

privacy when dealing with personal confidentialinformation, both in everyday business and inhealth- and stress-related matters. This policy shouldbe made known to all in the workplace.

2. Establish and maintain procedures to deal withpersonal confidential information, including personalhistory and information on performance, healthconditions and stress-related issues.

3. Take the utmost care with confidential information inthe form of reports and personal files containinginformation about health conditions and other stress-

related issues. Measures should be taken tosafeguard the information. Consult services dealingwith personal health or stress problems as ameasure to ensure strict protection of privacy.

4. Establish and maintain procedures for dealing withelectronic data concerning personal information,health conditions and stress-related issues. Theseprocedures must be in line with the workplacepolicy on privacy protection and include measuresto prevent accidental leakage of information andprohibit unauthorized access.

SOME MORE HINTS— Learn from examples of effective privacy protection

programmes in the workplace. As privacy is criticalin workplace stress prevention activities, goodexamples help protect privacy in similar situations.

— In cooperating with external institutions orprogrammes such as employee assistanceprogrammes (EAPs), extra care should be taken toprotect the privacy of workers concerned whenproceeding with joint activities.


8

POINTS TO REMEMBEREstablish procedures for dealing with personalconfidential information, including electronic data, andtake the utmost care in keeping it safe.


9

Figure 4a. Establish procedures to deal with personal confidential data and information,including personal history and information on performance, health conditions and stress-related issues.

Figure 4b. Explain to the worker how personal and health data are related in a prudentmanner, so as to ensure confidentiality and the protection of privacy.

CHECKPOINT 5Address workplace problems immediately when theyoccur.

WHY• Various problems arise in the workplace. They

include problems related to business operation,personnel management issues, and the safety andhealth of workers, as well as personal conflicts andstress-related issues. It is important to establish aworkplace climate to immediately deal with suchproblems.

• Some of these problems may act as stressors forcertain workers or affect stress prevention activities.Care should be taken to solve the problems aspromptly as possible and mitigate the stressaffecting these workers.

• Close cooperation between managers and workersis usually necessary to address such workplaceproblems. Prompt and adequate efforts to solveproblems, with the cooperation of relevant people,are good for workplace climate and have a positiveimpact on stress prevention at work.

HOW1. Examine recent workplace problems to determine

whether they were dealt with appropriately andpromptly. They may have given rise to positiveexperiences or resulted in drawbacks. Discuss whatlessons can be drawn from recent experiences.

2. Make it routine practice to address workplaceproblems as soon as they occur.

3. When problems arise that may act as stressors onsome workers, address them promptly and, at thesame time, provide support for the affected workers.

4. If technical advice is needed for the solution ofproblems, obtain such advice and support fromspecialists or external assistance services.

5. If appropriate, discuss feasible options for solvingthe problems with key people such as theresponsible supervisors, the workers concerned and

their representatives, and occupational safety andhealth personnel. It is necessary to take into accountfeedback obtained from all those concerned.

SOME MORE HINTS— Make sure that workers know that they should report

any problems when they occur and participate insolving them.

— Any bottleneck in solving a problem probablyresults from a combination of factors. This requiresplanning several actions at the same time. It isimportant to apply a set of solutions rather than asingle solution.

— Pay due attention to the privacy of people involved,and treat personal data and other confidentialinformation according to established procedures forprotection of privacy.


10

POINTS TO REMEMBERBy addressing workplace problems promptly whenthey occur, a workplace climate can be created fordealing effectively with stress at work.


11

Figure 5a. Make it routine practice to address workplace problems when they occur, includingthose related to safety, work operations or stress at work

Figure 5b. Discuss feasible options for solving the problems with key peoplesuch as the responsible supervisors, the workers concerned and theirrepresentatives, and occupational safety and health personnel.

Job demands

Job demands need to be assigned among workers in abalanced manner. Excessive job demands affectingparticular workers must be avoided to prevent stress atwork. Undue time pressure due to difficult-to-meetdeadlines should be prevented. Good performance andwell-being depends on the workload being adjusted toindividual workers within a team. This requires closecooperation between managers and workers. Practicalmeasures that can be taken to make improvements inthis area may include:

— adjusting the total workload;

— preventing excessive demands per worker;

— planning achievable deadlines;

— clearly defining tasks and responsibilities;

— avoiding under-utilizing the capabilities of workers.

CHECKPOINT 6Adjust the total workload taking into account the numberand capacity of workers.

WHY• Good performance and well-being depend on a

workload adjusted to individual workers within ateam. Good managers know the types and demandsof the work their workers are performing.

• Overloaded workers experience fatigue, loss ofconcentration, a feeling of being overwhelmed, andstress.

• Be careful: workload is not only a question ofquantity or physical demand. It is also a qualitativematter of concentration, vigilance, overlapping oftasks, human relations and so forth.

• Undue workload means being overloaded, lackingsufficient time to do the job or having to work toofast, for example, by setting aside the quality of thework and having no chance to recuperate.

• Realistic adjustment of workload thus maintainsgood performance and leads to customersatisfaction.

HOW1. Assess individual and team workloads through

observation and discussion with workers todetermine whether change is necessary andfeasible.

2. Adjust the amount of work per worker to avoid anyworker being overloaded. Work should be able tobe performed without difficulty and to qualitystandards within the deadline. Take into accountindividual differences and adjust workloadsaccordingly.

3. Add workers when and where it is necessary.

4. Reduce unnecessary tasks such as controloperations, writing reports, filling in forms orregistration work. These activities have a significantimpact on workers’ concentration. Instruct workers

about the correct use of their tools. Have them askfor repair or replacement when tools are damagedor worn out.

5. Reduce ineffective interruptions which breakworkers’ concentration and interfere with productionor service objectives.

6. Change the work process to facilitate the completionof work requirements, for example, by reviewing thedistribution of tasks or using innovative approachesand technology.

SOME MORE HINTS— Improve working conditions and work organization

to fully utilize the capacities of workers.

— Train workers to develop their competencies andskills.

— Plan appropriate deadlines to achieve betterdistribution of the workload in a reasonable periodof time.

— Encourage regular discussions about workloadbetween supervisors and workers.

— Plan, review and adjust present and future workloadlevels to increase performance and maintain ahealthy workforce.


14

POINTS TO REMEMBERAdjust the workloads of individual workers.Appropriate workloads help improve workers’performance and health.

Job demands

15

Figure 6a. Adjust the amount of work per worker to avoid any worker being overloaded. Improve workstationsand workflow from ergonomic points of view.

Figure 6b. Allocate work to a group of workers so that the workload is shared by goodteamwork.

CHECKPOINT 7Rearrange work assignment to prevent excessivedemands on workers.

WHY• When various workers do not have the same amount

of work (some being overloaded and others under-utilized), there is a problem of unbalanceddistribution of work.

• If the distribution of work is unequal and unfair, thereis a risk of exhausting your best workers and under-stimulating the others. Productivity may decline.

• Good distribution of workloads has a positive impacton productivity and workers’ well-being.

• Workers will have higher motivation to do goodwork if the work is distributed equally and fairly.

HOW1. Observe the work being done, talk to the workers to

determine whether work is equally and fairlydistributed and, if some workers are overloaded orhave tasks which are too difficult, find solutions.

2. Take into consideration that some workers may havetasks that are too easy or have too little challenge intheir work.

3. Revise job assignment to ensure that workersreceive an equitable amount of work, taking intoaccount individual workers’ capacities.

4. Rotate difficult and challenging work among co-workers.

5. Improve work methods or equipment foroverloaded workers, and relieve their workload.

6. Involve workers in group discussion whenredesigning work assignment. This is good practicefor finding efficient and durable solutions.

SOME MORE HINTS

— Remember that workers are individuals withdifferent capacities and health conditions, so it isappropriate, in some situations, for work to be notequally, but fairly, distributed.

— Maintain confidentiality concerning workers’ healthissues.

— Protect the health of the unborn child by avoidingwork overload for pregnant women.

— Balanced work assignment is a good way to improveand develop workers’ skills and performance.


16

POINTS TO REMEMBERGood distribution of work should be part ofmanagement practice because it will promote thewell-being and productivity of workers.

Job demands

17

Figure 7a. Observe the work being done and discuss with workers how to sharedifficult tasks and avoid overload on particular individuals.

Figure 7b. Involve workers in improving difficult or uninteresting tasks tomake it easier to assign tasks, rotate workers and make effective workplans.

CHECKPOINT 8Plan the work carefully and agree on achievabledeadlines or work pace.

WHY• Workload is dependent on deadlines and work

pace. Deadlines have an impact on the intensity ofwork, the quality of production and the well-being ofworkers.

• Working frequently under short deadlines is knownto be associated with stress-related disordersrelated to work.

• It is appropriate to set realistic deadlines to avoidtime pressure, errors and irritation.

• Deadlines can be changed and resources can beadjusted to demands.

• Workers should be consulted on the establishmentof deadlines because they have the expertise toassess the time needed to do a job and thelimitations of the work process.

HOW1. Always negotiate and plan deadlines with the

customers, managers and workers, taking intoaccount available resources and work capacities. Do not hesitate to rearrange deadlines if conditionsin the workplace change.

2. Plan your work calendar regularly to avoiddeadlines which are too short.

3. Provide a buffer before and after each task in fast-paced work or customer service.

4. Train managers and workers to deal with deadlinesand fast-paced work better.

5. Consider working conditions, technical resources,potential changes and workers’ special needs whenyou negotiate deadlines.

SOME MORE HINTS

— A realistic deadline is one of the good indicators oforganizational performance. When the feasibility of adeadline is in doubt, organize group work andinvolve supervisors and workers.

— Unrealistic deadlines decrease commitment andmotivation.

— Provide the resources necessary to meet realisticdeadlines.


18

POINTS TO REMEMBERManaging and planning realistic deadlines is good forthe well-being and productivity of workers.

Job demands

19

Figure 8. Plan your deadlines regularly with the customers, managers and workers, taking into account your availableresources.

CHECKPOINT 9Ensure that tasks and responsibilities are clearly defined.

WHY• When a worker has poorly defined tasks and

unclear responsibilities, it is difficult to determinetheir optimum level of productivity and the limitabove which they will be overloaded. As a result,work organization will be less effective because itwill often be improvised.

• Clearly-defined tasks increase a worker’sproductivity and improve organization within thework team.

• When each worker’s responsibilities are clear, workmakes more sense to the worker, and this reducesthe risk of low-quality outputs.

• Clearly defined responsibilities and work tasks alsoimprove worker–manager relations.

• The clear definition of tasks and responsibilities isan essential management practice to avoid errors,incidents and occupational injuries.

HOW1. A good work description must include clearly

defined tasks, responsibilities, effort required and goals to be achieved. It should also identify the immediate supervisor, support available to the worker and working conditions (schedule,travel, etc.).

2. In developing a work description, particularattention should be paid to task conflicts (e.g., quality vs. quantity).

3. A good work description must identify not onlyphysical risks but also any risks that could increasestress for the worker.

4. A clear description of tasks and responsibilitiesallows the right person in the right job to bemotivated. It thus avoids exposing certain workers toconstraints which they have neither the skills nor theabilities to deal with.

SOME MORE HINTS

— Descriptions of tasks and responsibilities should bereviewed regularly and also when workingconditions change.

— To be more effective and better correspond to theactual requirements of work, workers’ trainingshould be tailor made in accordance with thespecific descriptions of tasks and responsibilities.

— A good work description will also provideinformation about what the other members of thework team do, which encourages teamwork.

— A good work description can help to determine theresponsibility of a worker in the event of accident orinjury, which has a significant impact on thecompensation and welfare of the worker concerned.

— A specific work description is important, but itshould also incorporate some flexibility to allow forchanges in work methods or work organization.


20

POINTS TO REMEMBERA clear description of tasks and responsibilities canimprove workload distribution among individualworkers and the work team.

Job demands

21

Figure 9a. Clear specification of tasks and responsibilities leads to motivated work and good quality results.

Figure 9b. Good work descriptions provide knowledge about what the other members of the work team doand therefore increase understanding of team goals and teamwork. This knowledge helps the team meetsudden changes in work organization.

CHECKPOINT 10Provide alternative tasks to maintain attentiveness atwork.

WHY• Some jobs under-utilize the capacities of workers or

are too easy (e.g., control room, buildingsurveillance, etc.). A lack of sufficient challenge atwork can create psychological distress andboredom among those in such jobs.

• A productive work day has a positive effect on aworker’s health. Work days during which the workeris rarely stimulated are demotivating and make themlose interest in work.

• When workers are kept busy with their work, theywill have the real impression that they arecontributing to the firm’s performance. It is useful toensure that workers are assigned meaningful taskswhich are conducive to maintaining their interestand attentiveness at work.

HOW1. In collaboration with workers, identify tasks that

provide individual workers with greater stimulationand prevent boredom or reduced concentration.

2. Establish work arrangements which involve a varietyof tasks rather than a single repetitive task.

3. Tasks carried out by a worker can be enriched bysimply giving the worker more autonomy.

SOME MORE HINTS— Workers should be given additional meaningful

tasks rather than a greater quantity of repetitivetasks.

— Discuss with workers assigning them meaningfultasks and avoiding tasks which are too simple,repetitive or monotonous. Examine ways to avoid orimprove these tasks by involving the work teammembers.


22

POINTS TO REMEMBERUnder-utilization of a worker is also a source of stress.Provide meaningful tasks for each individual worker.

Job demands

23

Figure 10b. Organize work so that it involves a variety oftasks to be accomplished by a worker, rather than a single,repetitive task

Figure 10a. Assign meaningful tasks to a work team tofacilitate the rotation of jobs among team members.

Job control

When workers can control how they do their work, theywill enjoy working and be more productive. Engagingworkers in the decision-making process about their workorganization is important in stress prevention at work.Work becomes more stressful when workers have noinfluence on the pace of work and working methods.Increasing workers’ latitude and allowing them controlover their work helps increase motivation and workquality and reduce stress. Effective measures include:

— engaging workers in decision-making about workorganization;

— increasing workers’ latitude and control over theirwork;

— organizing work so that new skills and knowledgeare developed;

— encouraging the participation of workers inimproving work;

— organizing regular meetings to discuss workplaceproblems.

Workers who are able to decide how and when theirwork is done can better mobilize their skills andexperience, and are more productive. Increased controlover work thus results in more effective workorganization.

CHECKPOINT 11Engage workers in decision-making about their workorganization.

WHY• Workers will enjoy their work more and be more

productive if they can control how they do it.

• Workers may be more knowledgeable than othersabout the work process and therefore theirsuggestions for improvement may result in moreeffective work organization and higher productivity.

• Engaging workers in the decision-making processabout their work organization may increase workers’self-esteem.

HOW1. Ensure that workers make suggestions or influence

changes to work organization.

2. Examine how work organization is set up and whereit might be improved. Then organize groupdiscussion about how workers can be more activelyinvolved in continually improving work organization.

3. When and where possible, allow workers todetermine:

— how work is performed;

— the working schedule;

— whom they work with;

— whether it is possible to work in small groups;

— the choice of tools, equipment, furniture, etc.

4. Encourage workers to present their ideas aboutimproving their work organization through briefsuggestion sessions or by organizing small groupdiscussions.

5. Keep records of all the changes to workorganization, and evaluate them regularly.

6. Make proposals and contributions known to allworkers as well as the results of the implementationof such proposals. This will encourage furtherparticipation.

SOME MORE HINTS— Involve workers in the decision-making process.

— Consider providing workers with increased mobilityso they can learn different jobs and have differentexperiences, giving them opportunities toparticipate in decision-making about the workorganization and the working conditions andenvironment.

— Discuss with workers the different measures beingconsidered to change the work organization and theworking environment.

— Provide information and training that will helpworkers participate in the decision-making process.


26

POINTS TO REMEMBERInvolving workers in the decision-making processabout working conditions and work organization willincrease workers’ self-esteem and, at the same time,lead to decisions that have a broad base of support.

Job control

27

Figure 11a. Involve workers and supervisors in examining and improving work organization,learning from good examples.

Figure 11b. Encourage workers to present their ideas about improving their work organizationby organizing small group discussions.

CHECKPOINT 12Improve workers’ latitude and control over the way theydo their work.

WHY• When workers can decide how and when their work

is done (for example, in relation to working methodsand pace), they actively mobilize their skills andexperience and are more likely to be highlymotivated at work. Increasing latitude and control ofwork is important in preventing stress.

• Through experience, workers usually know well howto maintain the quality of their work and avoidmistakes, particularly when they can organize theirown way of completing assigned tasks. Workers willenjoy working and feel less stress if they caninfluence and control their own situation at work.

• Work is often done by a work team. When teammembers jointly decide how different tasks are to beassigned and completed, they can work in acollaborative manner and produce good results. Thisis far less stressful than when each worker is obligedto repeat fragmented tasks according to the pace ofmachines and within very short deadlines.

HOW1. Plan the work tasks for a group of workers so that

each worker or each subgroup can decide how, inwhich sequence and when the tasks will be done.This is better than assigning to each worker orsubgroup fragmented tasks to be completed at apredetermined pace.

2. Hold brief meetings of the whole work group orteam to jointly plan individual work assignments andtime schedules. These can be held daily at thebeginning of work or at regular intervals during theworking week, the month or some other time, untilthe deadline is met.

3. Allow workers in the work group or team toinfluence the choice of tools, equipment, furnitureand work methods. Group discussion is useful inachieving this and reaching feasible decisions.

4. Rearrange the work process so that individualworkers or subgroups of workers can control thepace of work and execution of tasks.

5. Form autonomous work teams by assigning eachteam the responsibility to decide how to do thework.

6. Encourage workers to propose ideas about the waywork is done within a group, section or team.Organize group discussion to rearrange workmethods, taking into account the proposed ideasand other practicable options.

SOME MORE HINTS— Collect good examples of autonomous work teams

with information about changes made and theirpositive results. Disseminate these examplesthrough notices on billboards, newsletters, leafletsand e-mails.

— With the participation of workers, evaluate theachievements of those work teams which havelatitude and control over the way their work is done.

— Show appreciation for the initiatives of individualworkers and work teams about work methods andautonomous procedures.

— Provide learning opportunities for workers toupgrade their knowledge and skills about their worktasks and autonomous ways of working.


28

POINTS TO REMEMBERWorkers should be able to influence the way theirwork is performed and the quality of their results.Increased latitude and control over work greatlyincreases motivation and work quality, and reducesstress at work.

Job control

29

Figure 12a. Plan the work tasks for a group of workers so that each worker or subgroup can decide how,in which sequence and when the tasks are done.

Figure 12b. Form autonomous work teams by assigning each team the responsibility to decide how to do the work.

CHECKPOINT 13Organize work in such a way that new competencies,skills and knowledge are developed.

WHY• A worker who is dynamic and can perform multiple

tasks will be more productive and will be able tosupport other workers.

• By providing opportunities to learn new knowledgeand skills, workers will be stimulated and have anincreased capacity for decision-making.

• With new competencies, skills and knowledge aworker can rotate to different jobs, allowing for thetemporary replacement of absent workers.

• Participation in such capacity-building activities alsoencourages social support among workers.

HOW1. Plan the work so as to allow workers to engage,

during working hours, in training and educationalopportunities funded by the employer and linked tothe job.

2. Provide workers with opportunities to learn newcompetencies, skills and knowledge through on-the-job or external training.

3. Meet with workers and ask them whatcompetencies, knowledge and skills could belearned to improve the working environment andproductivity.

4. Once a worker has accessed training or learningopportunities, reorganize the work – for example, byexchanging tasks or sharing work – so they can usetheir new knowledge and skills.

SOME MORE HINTS— Developing short, work-related training modules

which can be integrated into the working day willallow workers to develop new knowledge and skillswithout having to leave the workplace.

— As workers are adult learners, ensure that trainingopportunities are highly participative and relevant.

— Regularly evaluate training and educationalopportunities to make sure that realistic objectivesare established and met.

— If it is not possible to organize continuing traininginternally, consider making use of opportunitiesoffered by outside institutions.


30

POINTS TO REMEMBERWorkers with new knowledge, competencies andskills are not only more efficient and productive butwill be stimulated to contribute more to groupactivities and cross-training in the workplace.

Job control

31

Figure 13a. Provide workers with opportunities to learn new competencies,skills and knowledge through on-the-job training.

Figure 13b. Use good visual examples to assist workers to learn new skills andknowledge.

CHECKPOINT 14Encourage the participation of workers in improvingworking conditions and productivity.

WHY• When work demands are high and workers have

limited or no control over their work, the potentialfor stress increases.

• Workers can feel more in control if they are able toparticipate in the decision-making process.

• Workers are probably the most knowledgeableabout their workstations and tasks. Theirinvolvement in planning and carrying out changes tothese conditions can lead to useful improvements inproductivity which might not otherwise beachievable.

HOW1. Create work processes in which workers can control

their own work pace and execution of tasks.

2. Determine the extent to which workers are involvedin the design and planning of work. Organizediscussions on how they can be more activelyinvolved in work organizational issues such as work methods, pace and pauses.

3. Where possible, in consultation with management,allow workers to:

— jointly plan work assignments and timeschedules;

— determine the method, speed, cycle andsequencing of work;

— determine where the work is done.

4. Through small group discussions, allow workers to influence the choice of tools, equipment andfurniture.

5. Establish a process whereby workers and managerscan jointly discuss means of improving the workingenvironment along with productivity.

SOME MORE HINTS

— Urge workers to take responsibility for the workprocess, working conditions and productivity.

— Allow workers to control such work features as taskassignment, pacing, priority and sequencing ofindividual work.

— Encourage workers to report challenges in workingprocedures and also assist in searching for solutionsto such problems.


32

POINTS TO REMEMBERA key to reducing stress at work is to allow workers tohave more control over their work and workingconditions.

Job control

33

Figure 14. Organize group discussions on the design and planning of work, including work methods, pace and schedules.

CHECKPOINT 15Organize regular meetings to discuss workplaceproblems and solutions.

WHY• Workers can provide a great deal of positive input to

the solution of problems and play an important rolein their practical application.

• Solutions proposed by workers tend to beinexpensive, practical and easy to implement.

• Where there is provision for meetings of task teams,workers feel more in control, which may translateinto less stress and greater productivity.

• Workers have the expertise to assess the time andresources necessary for a job or task to becompleted. When there are constraints andproblems, they are in a unique position to offerrealistic solutions.

HOW1. Schedule regular meetings for workers to outline

problems related to their work and suggest possiblesolutions.

2. Form a small working group which would askworkers and supervisors to develop solutions toworkplace problems.

3. The working group may need information ortechnical advice to resolve a problem. Provideadequate support, information and technical adviceif needed.

4. Once the working group has completed its work,request feedback on the solutions it has proposedfrom all workers, managers and supervisors involvedin the process.

SOME MORE HINTS

— Organizing a group of workers and supervisors toaddress a specific problem is productive and willaddress the problem from different perspectives.

— If workers know that they may be able to participatein a working group on a problem related to theirwork, they may be more ready to report workproblems and seek solutions.

— The working group should be ready to seek theadvice of others who have experienced in solvingsimilar problems.


34

POINTS TO REMEMBERInvolving workers in solving problems may lead torapid, inexpensive and effective solutions to problemsand, at the same time, encourage worker participation.

Job control

35

Figure 15a. Form a small working group in which workers and supervisors candevelop solutions to workplace problems.

Figure 15b. Organize regular on-site meetings in which workers are able to outline work-related problems and suggestpossible solutions.

Social support

Extensive social support is essential in preventing stressat work. The use of both formal and informal socialsupport should be considered to reduce the effects ofworkplace stressors. Social support provided bymanagers, supervisors and co-workers helps workerscope with the pressures and stress at work. Socialsupport also improves coping skills. There are variousmeans of enhancing social support in the workplace. The following types of support, among others, seemparticularly useful:

— close management–worker relations;

— mutual help among workers;

— the use of external sources of assistance;

— organization of social activities;

— provision of direct help when needed.

Such measures can provide practical and timely socialsupport in the workplace.

CHECKPOINT 16Establish close management–worker relations so thatworkers and managers can get support from each other.

WHY• Social support based on good management–worker

relations contributes considerably to the reduction ofstress at work. This is because close relationsbetween workers and managers help reduce theadverse effects of stress.

• Support from managers based on goodmanagement–worker relations can increase workers’ability to cope with stress at work. Workers affectedby work stress have to cope with it through variousmeans, and this is often facilitated by the supportgiven by their managers and co-workers.

• The supportive atmosphere created by the activeparticipation of both managers and workers insolving workplace problems facilitates workplaceaction to reduce stress at work.

HOW1. Make it clear to all workers that management is

committed to actively providing support to workersin improving workplace conditions and reducingstress at work.

2. Listen carefully to the opinions and complaints ofworkers about workplace problems and make theeffort to take necessary measures to solve theproblems.

3. Encourage workers to cooperate with managers inidentifying and solving workplace problems.Workers often know the background and possiblesolutions to such problems and can help managersmake necessary changes.

4. Openly discuss with workers how to solve importantworkplace problems and respond to workers’complaints about working conditions. Take activemeasures to follow up these problems andcomplaints.

5. Try to remove barriers in the workplace that hamper direct and indirect support being given bymanagers to workers and work teams. For example,openly announce that managers are willing todiscuss any workplace problems with workers or tohold regular meetings with workers.

6. Record good examples of support given to workersby managers, or given to managers by workers.Publicize these good examples.

SOME MORE HINTS— Encourage cooperation between managers and

workers. This is facilitated by openly announcing a workplace policy encouraging measures formutual support.

— Actively involve workers in important decision-making processes about workplace issues. Obtainthe support of workers in solving workplaceproblems.

— Pay attention to different personalities and styles ofworking within teams. Remove obstacles whichhamper good management–worker relations.

— Be aware that a laissez-faire attitude amongmanagers and associated poor management ofworkplace issues greatly hamper mutual supportbetween managers and workers.

— Provide training to managers and workers on mutualsupport and cooperation.


38

POINTS TO REMEMBERGood management–worker relations facilitate mutualsupport for solving workplace problems and reducingstress at work. Encourage a supportive atmospherethrough both formal and informal means.

Social support

39

Figure 16a. Make it clear to all workers that management is committed to activelyproviding support for workers in improving working conditions and reducing stressat work.

Figure 16b. Listen carefully to the opinions and complaintsof individual workers about workplace problems and takeimmediate measures to solve the problems.

CHECKPOINT 17Promote mutual help and sharing of knowledge andexperience among workers.

WHY• Active collaboration among co-workers helps

enhance companionship and increase theeffectiveness of measures to reduce stress at work.

• Workers in a team have different backgrounds andpersonalities. Through helping each other and listen-ing to colleagues, workers learn how to cooperatebetter and cope more effectively with work stress.

• Workers often feel isolated and at a loss in solvingtheir personal problems. A supportive atmospherehelps such workers receive advice from colleaguesand cope better with a seemingly difficult situation.

• Mutual care and sympathy nurtured among workersgreatly assists with identifying reasons for workplaceproblems and finding effective means of reducingstress at work.

HOW1. Encourage mutual support among workers in

identifying and solving workplace problems. This isbest done by actively participating in joint decisionsin a work team and organizing group discussionsabout solving common problems.

2. Discuss ways and means of providing mutualsupport within a work team, or between differentteams, to solve problems at work.

3. Assign advisers or mentors for new workers andworkers with problems. Exchange experiences inproviding advice and mentoring.

4. Promote the formation of autonomous work teamsand encourage supportive teamwork. Praise goodteamwork performance.

5. Raise awareness of the advantages of promotingmutual support within work teams, or betweendifferent teams. Discuss these advantages inmeetings and training sessions.

SOME MORE HINTS

— Collect good examples of mutual support amongworkers for solving workplace problems or assistingco-workers in difficult situations. Publicize thesegood examples through appropriate means such asnewsletters.

— Exchange the positive experiences of advisers andmentors in providing support for their co-workers.Help them upgrade their skills and capacities intheir advisory and mentoring work.

— In team meetings, discuss ways to enhance mutualsupport. Discuss concrete examples and effectivesupport measures.


40

POINTS TO REMEMBERSupport from colleagues through day-to-daycollaboration and work team activities can develop amutually supportive relationship conducive to stressprevention.

Social support

41

Figure 17a. Encourage mutual support among workers inidentifying and solving workplace problems. This is bestdone by joint decisions in a work team or groupdiscussions about solutions.

Figure 17b. Make good use of advisers and mentors inproviding support for their co-workers. Help them upgradetheir skills in their advisory and mentoring work.

CHECKPOINT 18Identify and utilize external sources for providingemployee assistance.

WHY• In responding to and solving various problems

faced by employees at work, it is useful to utilizeexternal sources of assistance.

• Social workers, counselling services and employeeassistance programmes (EAPs) can assist individualemployees to examine and solve problems thatwould otherwise be difficult to cope with bythemselves. They can assist, for example, in dealingwith work issues, drug and alcohol abuse, HIV/AIDS,and other social and family issues.

• Employees who need help can be assisted throughan EAP established in the workplace with thesupport of external services. The use of such aprogramme is recommended to provide effectivesupport for employees who face such difficultsituations.

HOW1. Review the need for social services for workers who

have difficulties in dealing with their personalproblems. Attention is drawn to particularly difficultproblems such as alcohol or drug abuse, social andfamily life issues, aged family members or personswith disabilities. Learn from examples of effectiveservices provided by external social workers andother social service providers, and assess the meritsof utilizing them.

2. Consult with external social workers and othersocial service providers, including EAP providers, on ways of assisting workers through using theirservices. Make sure there are adequate resources to secure the assistance of such services.

3. Designate people to be in charge of cooperatingwith external services which provide social supportrequired by workers.

4. Ensure support from managers, supervisors and co-workers in planning and providing social supportservices for those workers in need of them.

5. Maintain confidentiality about the services providedto individual workers.

SOME MORE HINTS— Where necessary, arrange for flexible work

schedules and paid leave for workers dealing withpersonal problems.

— Assess the effectiveness of the social servicesprovided by external agencies. As the needs ofindividuals differ, carefully examine personal needsand situations.

— Provide guidance and training to supervisors andworkers in the use of external social services.


42

POINTS TO REMEMBERExternal sources, including EAPs, are a valuableresource in helping workers in need of socialassistance.

Social support

43

Figure 18a. Provide the services of social workers and other employeeassistance services to assist workers to deal with particularly difficultproblems such as alcohol abuse or social and family life issues.

Figure 18b. Ensure support from qualified resource people to train workers toprotect themselves and reduce stress at work.

CHECKPOINT 19Organize social activities during or after work hours.

WHY• Social activities, including informal meetings and

recreational activities, facilitate cooperation betweenmanagers and workers and among workers. Suchactivities, undertaken through the voluntary initiativeof managers and workers, help improve the feelingof companionship.

• Social activities greatly enhance mutualunderstanding among people with differentbackgrounds and help maintain good humanrelations. Such activities are thus conducive to jointefforts to improve working conditions and reducestress at work.

• Various social and recreational activities can beundertaken for workers. Suitable activities can beeasily planned and implemented with thecooperation of local people.

HOW1. Find out, through workplace meetings and

interviews, what types of social activities arefavoured by managers and workers.

2. Form a small team comprising managers andworkers to study their preferences for organizingsocial activities and appropriate timing.

3. Propose to managers and workers venue, contentand timing of social activities, and gain theirfeedback to improve the plan. Where appropriate,organize activities during work hours so that manycan attend.

4. Plan social activities with the cooperation of as manypeople as possible. Try to maintain an amicableatmosphere and the voluntary nature of activities.Parties, cultural events, sports events or informalmeetings are commonly organized.

5. Evaluate any social activities undertaken andimprove the venue, content and timing based onfeedback from participants.

SOME MORE HINTS

— Learn from similar events successfully organized byother local enterprises and groups. Examples areabundant in any locality.

— Include informal events attractive to participantssuch as prize-giving ceremonies, games, musical orcultural events, or competitions.

— Take into account the cultural differences ofparticipants.


44

POINTS TO REMEMBERSocial and recreational activities help enhance mutualunderstanding and maintain good human relations.They facilitate joint efforts to reduce stress at work.

Social support

45

Figure 19a. Find out, through workplace meetings and interviews, what typesof social activities are favoured by managers and workers.

Figure 19b. Organize cultural events, sports events or informal meetings in anamicable atmosphere with the cooperation of as many people as possible.

CHECKPOINT 20Provide help and support to workers when needed.

WHY• Different workers need different levels and types of

social support depending on their workplaceconditions, personal circumstances and individualpreferences. It is therefore necessary to provideindividual workers or teams with locally focusedhelp and support when they are needed.

• Help and support adapted to the needs of individualworkers or teams can best be provided bymanagers and workers who maintain close relationswith those in need of it. By encouraging targetedsupport, working conditions and personalcircumstances can be improved.

• Timely support provided to workers having difficultycoping with existing situations can help them findsuitable means of reducing stress at work.

HOW1. Make sure that managers, supervisors and workers

understand the open-door policy of the workplaceand talk to each other when they have problems.

2. Encourage workers, supervisors and managers toregularly ask each other how they are doing. Talkregularly, to try to understand the needs of individualworkers for help and support.

3. Provide useful support to workers or teams whenthey face problems which are difficult to solvethrough their own individual efforts. There is a greatvariety of such problems, and therefore it isnecessary to understand individual circumstancesand cooperate in a suitable manner to solve them.

4. Provide support if possible and appropriate when aworker needs help. Evaluate the efficacy of thesupport and utilize external sources of support ifnecessary.

SOME MORE HINTS

— Keep close contact with all workers. For example,encourage managers and supervisors to talk toworkers at their worksites.

— With key people participating in providing supportto workers, discuss what types of support and timingwill be effective.

— Keep individual issues private and confidential.


46

POINTS TO REMEMBERTimely help to workers in need facilitates theireffectiveness in coping with pressures and stress.

Social support

47

Figure 20a. Provide support to workers when they faceproblems they find difficult to solve through their ownindividual efforts.

Figure 20b. Be friendly when providing support tailored tothe situation faced by a worker who needs help.

Physical environment

The physical environment is a contributing factor to work stress. It is important to provide a safe, healthy and comfortable environment for workers. This can beachieved by assessing and controlling environmentalrisks with the active participation of workers. Practicalmeasures can be taken based on site-specificassessment of environmental risks. The following areparticularly important for preventing stress related to thephysical environment:

— establish clear procedures for risk assessment andcontrol;

— provide a comfortable working environment;

— eliminate or reduce hazards at their source;

— provide clean, refreshing rest facilities;

— establish emergency procedures and responseplans.

It is essential to build a safe, healthy and comfortableworking environment conducive to preventing stressamong workers, in line with developments inoccupational safety and health management systems.

CHECKPOINT 21Establish clear procedures for risk assessment andcontrol based on existing occupational safety and healthmanagement systems.

WHY• The employer has a duty to provide a safe and

healthy working environment for the workers.

• Risk assessment and control involves theidentification and assessment of hazards and risks inthe workplace which might cause harm to workers’safety and health, and prioritization of measures toeliminate hazards and minimize risks.

• Methods of risk assessment and control consist ofthe following elements, normally performed in thefollowing order:

— identify and characterize hazards, and assessrisks;

— determine the risk (the potential that a hazardwill lead to an undesirable outcome such asaccident, injury or death);

— identify ways to reduce those risks;— prioritize and implement risk reduction

measures based on a strategy.

• Risk assessment and control in the workplace notonly contributes to the continuous improvement ofsafety and health in the workplace, but also helps ingaining the confidence of the workers regarding theemployer’s concern for the working environment.

HOW1. Identify significant safety and health risks in the

working environment by a joint walk-through of theworkplace and group discussion involvingsupervisors and workers.

2. Identify who is at risk from the different kinds of riskfactor.

3. Rate the risks with respect to existing controlmeasures. This is done by following the risk ratingprocedures within existing occupational safety andhealth management systems.

4. Find out what additional control measures arenecessary. According to the prioritization of thesemeasures, implement effective risk control measureswith the active participation of the supervisors andworkers concerned.

5. Record the results of risk assessment and control. Itis essential for management to review the recordand discuss how continual improvement can besecured with the participation of workers.

SOME MORE HINTS— Risk assessment and control must be evaluated

regularly, in particular when there is change in thework process, use of hazardous chemicals or gases,or legislative requirements.

— Each workplace is different. Therefore, carrying outan assessment of risks at a particular workplace willhelp to produce tailor-made solutions to problemswithin that particular situation rather than togeneralized risks.

— Workers with disabilities, pregnant women andnursing mothers might be at additional risk whenworking in certain environments. They may havespecial requirements which must be taken intoaccount when assessing and addressing risks.

— Monitor and review the results of risk controlmeasures. The results of monitoring and reviewshould be communicated to all workers concerned.


50

POINTS TO REMEMBERAssess and control risks in the working environment.Secure the active participation of workers or theirrepresentatives in this process.


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Figure 21a. Identify and rate safety and health risks in the working environmentby a joint walk-through and group discussion involving supervisors and workers.

Figure 21b. For effective risk control, determine what control measures arenecessary through joint discussion with supervisors and workers.

CHECKPOINT 22Provide a comfortable working environment that isconducive to physical and mental health.

WHY• A comfortable working environment and workplace

contribute towards the health, safety and well-beingof the workers, which in turn increases theirproductivity.

• Maintaining good physical and mental health amongthe workforce is important to industry productivityand profitability. This should be reinforced bycontinual improvement of the working environment.

• The sustainable improvement of occupational safetyand health can be achieved by providing a safe,healthy and comfortable working environment.

HOW1. Recognize and accept the employer’s responsibility

to provide a safe and healthy workplace and workenvironment for his or her employees.

2. Communicate to all workers the occupational safetyand health policy, and implement actionprogrammes based on this policy.

3. Undertake risk assessment and control asappropriate to identify and mitigate workplacehazards.

4. Implement all statutory safety and healthrequirements.

5. Ensure workers receive sufficient information,instruction and training regarding the risksassociated with work activities and how to takeprotective measures against them.

SOME MORE HINTS— Try to improve the working environment and make

the workplace comfortable for workers. Useindicators, for example, with respect to illumination,noise, and airborne concentrations of dust andhazardous chemicals.

— Fix a target for reducing work-related accidents andillnesses. Discuss with managers, supervisors andthe workers concerned how to achieve the target.

— Make sure the views of workers are reflected indecision-making concerning improvement of theworking environment.

— Use appropriate information materials and posters toinform workers about workplace risks, properpreventive measures and progress being made incontrolling them.


52

POINTS TO REMEMBERA good working environment is a motivating factor forworkers. It is essential to create a comfortableworking environment conducive to the physical andmental health of all workers.


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Figure 22a. Recognize theemployer’s responsibility toprovide a safe and comfortableworkplace and workenvironment for each worker.

Figure 22b. Provide a comfortableworking environment for workers.Implement workplaceimprovements and make sure thatthe views of workers are reflectedin decision-making.

CHECKPOINT 23Eliminate or reduce safety and health hazards at their source.

WHY• Control of hazards at source is the first approach to

reducing the hazards associated with work activitiesand processes in order to protect the workers, thepublic and the environment.

• Control of hazards at source is an effective practicalapproach – and the preferred strategy for safety andhealth at work – as it is often cost-effective. It offersenterprises substantial savings in reducing thewaste of raw materials, as well as in costs forpollution control, workers’ injury and ill health, andliability.

• Workers are protected against hazards when controlof hazards takes place at source.

HOW1. Confirm whether any identified workplace hazards

can be eliminated by modifying the work process or replacing hazardous materials with non-hazardous ones.

2. Apply engineering controls to enclose or coverhazardous materials and work processes so thatworkers are not exposed to associated risks.

3. When the sources of workplace hazards cannot beeliminated or enclosed, apply additionalengineering control measures to reduce exposurelevels. For example, effective local exhaustequipment should be installed to reduce airborneconcentrations of dust or hazardous chemicals thatleak into the air in the workplace.

4. Discuss with supervisors and workers whetheradditional engineering control measures or the useof personal protective equipment are needed.

5. Where engineering controls are not effective oradequate to reduce exposure to a safe level,personal protective equipment must be used.

6. Check that appropriate types of personal protectiveequipment are chosen and adequately used.

SOME MORE HINTS— Ensure that waste disposal procedures are

appropriate.

— When new work processes are introduced or amajor change occurs in work processes, assess therisk of exposure to hazards.


54

POINTS TO REMEMBERTo protect workers, apply engineering control ofhazards at source. Resort to personal protectiveequipment only if engineering controls and otherprotective measures are not adequate and cannotreduce the exposure of workers to a safe level.


55

Figure 23a. Apply engineering controls,such as two-button control for a dangerouspress machine, so that workers are notexposed to associated risks.

Figure 23b. Enclose the hazard source, suchas a noisy machine, to reduce the safetyand health risk and increase productivity.

CHECKPOINT 24Provide clean rest facilities.

WHY• Clean and well-maintained rest facilities for

employees ensure good hygiene and tidiness in theenterprise.

• Workers who do arduous and hazardous work orwork in polluted areas need clean rest areas. Theseareas must be free from the risks of inhalation ofpolluted air, absorption of pollutants through the skinand ingestion through food.

• A good, clean, homey rest area with all amenitieshelps maintain good working conditions andworkers’ health.

• Clean rest facilities are a mark of a good, employee-friendly workplace.

HOW1. Provide a sufficient number of conveniently located

rest rooms away from the workstation and maintainthe hygiene of these rooms. Regularly check thecleanliness and maintenance of these facilities.

2. Along with the rest areas, provide the following well-maintained facilities with due consideration forpregnant women and nursing mothers:

— access to clean and pure drinking water;

— eating areas free from dust and industrialpollutants;

— good changing, washing and sanitary areas.

3. Rest areas must have adequate seatingarrangements such as chairs (with back- and arm-rests), sofas and tables. Rest areas must be free fromnoise, dust, and chemicals and other industrialpollutants. Maintain a comfortable temperature in the

rooms (provide a heater in cold countries and air conditioner in tropical countries), with adequateventilation.

4. Improve the design of and introduce additionalfacilities to rest areas, if needed, in consultation withthe employees.

SOME MORE HINTS— Rest facilities must not be used for changing

personal protective clothing that has beencontaminated during work operations. There mustbe separate rooms for changing work clothing andoutdoor clothing.

— Pregnant women and nursing mothers should beprovided with additional facilities where they can liedown and rest or feed their babies, if necessary.

— Smoking should be prohibited in rest areas for allworkers. Separate rooms or areas for smokers, ifprovided, should have signs warning that smoking isbad for one’s health.


56

POINTS TO REMEMBERClean and well-maintained rest facilities and otheramenities are always appreciated by workers andprovide a homey atmosphere.


57

Figure 24a. Provide a sufficient number of conveniently located rest rooms for workers and periodically check thehygiene of these rooms.

Figure 24b. Provide comfortable and hygienic eating areas free from noise, dust and pollutants.

CHECKPOINT 25Establish emergency plans to facilitate emergencyoperations and rapid evacuation.

WHY• A fire, natural disaster or major accident can happen

at any time and everyone in the workplace needs toknow how to react and what to do.

• Fear of an emergency such as a fire, flood orexplosion, coupled with lack of knowledge of whatto do, can create panic reactions, discomfort, stressand, ultimately, a negative impact on productivity.

• A well-written, communicated and drilledemergency plan can reduce the seriousconsequences of a major emergency and prevent a minor emergency from becoming a majorcatastrophic event.

• As it may be difficult to remember everything thatneeds to be done in an emergency, an easy-to-read,well-organized set of instructions must be preparedin advance. Everyone must be trained in carryingout emergency procedures, including evacuation.

HOW1. With the assistance of municipal officials, determine

the nature of potential emergencies that may affectthe workplace as well as the surroundingcommunity.

2. Include the employer, workers, safety and healthpersonnel, and municipal emergency services indiscussions to determine what kinds of action needto be taken in each type of emergency. Take intoaccount the likelihood of fire, explosion and therelease of hazardous substances, and potentialinjuries.

3. Through group discussion, establish priority actionswhich need to be taken for each type of emergency.These may include shut-down procedures, calling inoutside help, first-aid procedures and emergencyevacuation. Workers, supervisors, and safety andhealth personnel must participate in these

discussions. Take into account workers with specialneeds such as those with disabilities and pregnantwomen.

4. Once the procedures are established, makeemergency actions known to all concerned. Forthose who must take specific action in anemergency, frequent and repeated training isessential. Conduct evacuation drills.

5. Clearly post and continually update a list ofemergency telephone numbers, emergencyprocedures and evacuation routes. Confirm that allworkers know where the list is located. Make surethat all on-site emergency equipment (first-aidboxes, emergency medical equipment, protectiveequipment, means of transport such as emergencystretchers, and fire-fighting equipment) are clearlymarked and readily accessible.

SOME MORE HINTS— When planning for evacuation, ensure that each

workstation has two unobstructed, clearly lightedmeans of exit all the way out of the workplace, andthat there is an external meeting-place whereworkers can be accounted for.

— Make it clearly known who will be in charge duringemergencies.

— When changes occur in the workplace which impacton emergency procedures (e.g., changes inproduction or remodelling), make sure the changes are reflected in emergency plans and procedures.

— In developing emergency plans, include anassessment of risks in the vicinity of the workplace.


58

POINTS TO REMEMBEREveryone in the workplace should know exactly whatto do in an emergency. Good emergency planningcan prevent serious accidents.


59

Figure 25a. Prepare emergency action plans with the participation of workers.Secure evacuation routes and first-aid measures for all workers, includingthose with special needs.

Figure 25b. Make sure that workers know how to use on-site emergencyequipment such as fire-fighting equipment.

Work–life balance andworking time

Work–life balance and working-time arrangements areimportant factors impacting on stress at work.Improvements to working-time arrangements and othermeasures may be necessary to better support work–lifebalance. Stress at work is particularly related to longworking hours, irregular shift systems, and whetheradequate holidays, paid leave and breaks are provided.Multifaceted support measures are needed to reducefatigue, enhance safety and health, and support themaintenance of family responsibilities. Practicalmeasures to improve working-time arrangements andwork–life balance include:

— involving workers in the design of working hours;

— accommodating the needs of both the work and the workers;

— avoiding excessively long working hours;

— facilitating the maintenance of family responsibilities;

— adjusting breaks and rest time.

Taking multifaceted measures which reflect the needsand preferences of both the enterprise and workers isparticularly important in maintaining work–life balance.

CHECKPOINT 26Involve workers in the design of working hours.

WHY• A range of working-time arrangements is possible,

with differing starting and finishing times, restperiods, breaks, shift lengths and regularity,distribution of days off, and so on. Variety is the keyto developing options which balance the needs ofboth the work and the workers.

• Different workers have different needs. It is essentialto involve everyone concerned from the planningstage.

• Workers will be more mentally and physically fit forwork – and more productive – when work and familylife are in balance.

• When workers are able to reconcile work andprivate life it is beneficial for both the enterprise andthe family.

HOW1. Identify possible options for working-time

arrangements through group discussion involvingthe workers concerned or their representatives.

2. In doing so, consider that there are various ways ofchanging working-time arrangements. Commonexamples include:

— changing starting/finishing times;

— inserting breaks;

— distributing working hours evenly over time;

— allocating holidays;

— arranging for flexitime;

— optimizing shift schedules and length;

— providing part-time work;

— arranging job sharing.

3. Accommodate workers’ preferences, safety andhealth requirements, and business requirements,and agree on concrete plans.

4. Check again with the workers whether theestablished plan is appropriate and test the newarrangements.

5. Organize training workshops for managers andworkers about the health effects of different workschedules and to design better working-timearrangements.

SOME MORE HINTS— Both work requirements and workers’ preferences,

along with safety and health requirements, shouldbe taken into account.

— Workers’ participation in arranging their working-time schedules helps them fulfil familyresponsibilities.

— Good examples of working-time arrangements insimilar establishments can serve as workablemodels.

— Establish a planning team that includes workers’representatives and supervisors to identify practicaloptions. The plan presented by the team can beused as a basis for further workplace consultations.


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POINTS TO REMEMBERWorking-time arrangements affect everyday life.Involving workers in the design of work schedulesproduces better results and higher job satisfaction.

Work–life balance and working time

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Figure 26a. In designing working-timearrangements, accommodate both

workers’ preferences and workrequirements.

Figure 26b. Secure sufficient time for restperiods and free-time activities.

Commuting, social life, leisure activitiesand relaxation are factors affecting our

ability to cope with stress.

CHECKPOINT 27Plan work schedules to accommodate the needs of theenterprise and the special needs of workers.

WHY• Flexible work schedules are increasingly applied to

meet the needs of the enterprise and the personalpreferences of workers. Since the advantages anddisadvantages of particular work schedules differ forthe enterprise and workers, coordinated efforts areneeded to accommodate such differences.

• Flexible work schedules, often combined withirregular shifts such as weekend shifts and nightshifts, are favoured by those enterprises trying tomeet market needs, production targets or deadlines.Work schedules planned in response to these needsmay be different from those preferred by workersfor meeting their personal, social and family needs.

• Flexible or irregular work schedules often give riseto difficulties in supervision and work organization,and can cause fluctuations in work outputs andquality. Career development and skills training arealso relevant. As these drawbacks have differentimpacts on the enterprise and on workers, theyshould be examined carefully.

• Flexible work schedules often lead to long shifthours, frequent night or evening shifts, work duringweekends and holidays, and effects on safety andworkers’ health and well-being. The pros and cons oftraditional and flexible work schedules should bediscussed with the active participation of bothmanagers and workers.

HOW1. Examine different options for work schedules

preferred by the enterprise and by workers. Themerits and disadvantages of changing workschedules should be discussed through jointexamination of these options.

2. Complex factors relating to flexible or irregularwork schedules should be taken into account indesigning work schedules. The different needs and

preferences of the enterprise and workers shouldbe discussed openly and based on available data.

3. Compare the merits and drawbacks for theenterprise and for workers, and jointly examine theoptions agreeable to both.

4. Learn from good examples of similar workschedules in other workplaces or other industries.

5. If necessary, undertake trial periods to determinethe impacts on the business and working life.Discuss workable options by getting feedback fromboth managers and workers.

6. Check support measures available for theenterprise and for the workers concerned. Some ofthe drawbacks may be overcome through supportmeasures.

SOME MORE HINTS— Take into account seasonal fluctuations in the needs

and preferences of both the enterprise and theworkers.

— The link with local communities and their servicesshould also be taken into account. The effects oflocal culture or the workers’ different cultures needto be considered.

— Mutual understanding and a flexible process ofconsultation between the enterprise and workerrepresentatives are important.

— Impacts on the safety and health of workers must beone of the major concerns in exploring agreeableoptions.


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POINTS TO REMEMBERNeeds and preferences regarding work schedulesoften differ between the enterprise and workers.Jointly examine workable options which canaccommodate the needs of all.


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Figure 27a. Apply flexible workschedules to meet the needs of theenterprise and customers as well as thepersonal preferences of workers.

Figure 27b. Take into account theimpact of working hours on the safetyand health of workers when agreeingon work schedules.

CHECKPOINT 28Establish measures and limits to avoid excessively longworking hours.

WHY• During a prolonged period of work longer than a

normal shift, fatigue tends to accumulate andrecovery is much delayed. Overly long workinghours can lead to stress-induced illness.

• A much longer than normal shift reduces the lengthof free time available for sleep and rest periods thatare essential for recovery from fatigue. Therefore,those who work excessively long shifts have to startthe next shift without sufficient recovery from fatigue,due to shorter sleep and rest hours.

• Long overtime hours are common in heavyworkload situations. Long overtime hours plus highworkload produces a double burden on workers’health. Make every effort to avoid excessively longovertime hours in all types of work.

• Excessively long working hours often result fromworking combined shifts, such as night duties after aday shift, or daytime duties subsequent to a nightshift. Double shifts or excessively prolonged shiftsmust be avoided.

HOW1. Check the length of different shifts and examine

whether prolonged shift hours lead to excessivefatigue or hamper recovery from fatigue. Also checkovertime hours to determine whether accumulatedovertime hours per week or per month areexcessive and result in excessive or chronic fatiguefor the workers concerned.

2. Rearrange work schedules to avoid excessively longshifts. This should be combined with setting a limit toovertime hours that might otherwise lead toexcessive fatigue and hamper recovery during theintervals between shifts.

3. Discuss jointly with managers and workerrepresentatives effective measures to avoidexcessively long working hours. Jointly examine

whether a limit on overtime hours can be set andobserved. Also discuss whether the hours betweenshifts are sufficient to ensure recovery from fatigue.

4. Introduce a special campaign to eliminateexcessively long shifts by limiting and reducingovertime hours. This could include collaborativeeffort to reduce overtime hours, setting “non-overtime days”, and cooperation betweenmanagement and workers to limit overtime hours.

5. As well as checking the length of shifts and overtimehours, examine rest periods and rest facilities.Discuss measures to secure sufficient rest periods inrelation to prolonged shift hours and night shifts.

SOME MORE HINTS— Check whether holidays, including days off between

shifts, are sufficient and conducive to recovery fromfatigue due to long or irregular shifts.

— Make sure that the periods between shifts are longenough and do not result in accumulated or chronicfatigue. Attention should be drawn to two or moreconsecutive shifts of excessive length. It is necessaryto rearrange work schedules to avoid such asituation.

— As excessively long working hours occur as a resultof complex factors such as heavy workload, strictdeadlines, shortage of skilled workers and marketsituations, make coordinated efforts to avoid overlylong hours of work.


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POINTS TO REMEMBERExcessively long working hours lead to excessivefatigue and increased risk of occupational injury andstress-induced illness. Make coordinated efforts toavoid long working hours.


67

Figure 28a. Rearrange work schedules to avoid excessively long shifts and toolittle time for rest. Set a limit to overtime hours, to minimize the impacts ofovertime on the well-being of workers.

Figure 28b. Introduce a special campaign to limit and reduce excessively long overtimehours, for example, by designating “non-overtime days” (i.e., not permitting work “after-five” ) and supporting management and workers’ cooperation in limiting overtime hours.

CHECKPOINT 29Optimize working-time arrangements to allow workers tofulfil their family responsibilities.

WHY• Working-time arrangements have significant impacts

on the execution of family responsibilities. Familywell-being is significantly influenced by long hoursof work, irregular shifts, frequency and distributionof evening and night shifts, holidays, commuting timeand paid leave. Integrated measures are necessaryto support workers engaged in different working-time arrangements to fulfil their familyresponsibilities.

• Disruption to social and family life, and associatedstress, need to be taken into account in designingshift systems and other irregular and flexibleworking-time arrangements. It is necessary tominimize such disruptions by adopting appropriatework schedules which include, for example, freetime, rest periods, support for maternity and childcare, flexible working-time systems, securedweekends and holidays, and improved entitlementfor paid leave.

• It is important to provide various support measuresto enable workers to fulfil their familyresponsibilities. As these responsibilities differdepending on personal circumstances, multifacetedmeasures are usually required.

• In view of the close link between work schedulesand the ability to fulfil family responsibilities, theactive participation of workers is essential indesigning work schedules.

HOW1. Examine workers’ preferences regarding working-

time arrangements and their relation to theexecution of family responsibilities. Discuss whichaspects of working-time arrangements are mostimportant.

2. Increase flexibility in working-time arrangements sothat working hours and leave can be arrangedaccording to the personal needs of workers.

3. Promote multi-skilling of workers so thatreplacements can easily be found for those who taketime off to fulfil their family responsibilities.

4. Establish policies to accommodate the needs ofworkers in taking annual, childcare and educationalleave.

5. Provide multifaceted support measures to assistworkers in meeting their family responsibilities.

SOME MORE HINTS— Provide support for workers who need to use

childcare and eldercare services.

— Encourage co-worker support with regard tomeeting family responsibilities.

— Provide support for workers to use commutingservices.

— Encourage workers’ volunteer activities in theircommunities.


68

POINTS TO REMEMBERIncrease flexibility in working-time arrangements toassist workers to fulfil their family responsibilities.


69

Figure 29a. Increase flexibility in working-time arrangements so that working hours,days off and leave can be arranged according to the social and family needs of workers.

Figure 29b. Provide support for workers needing childcare and other social services.

CHECKPOINT 30Adjust the length and frequency of breaks and rest timeaccording to workload.

WHY• Working continuously without breaks is often very

strenuous and increases fatigue. It is necessary toinsert breaks before fatigue becomes excessive.

• Long periods of continuous work increase the risk ofaccident. The accuracy of work decreases and thepossibility of human error increases with theaccumulation of fatigue. The quality of work alsodecreases when work periods are too long.

• It is better to insert frequent short breaks forpreventing fatigue than to take a long break after a much longer period of work. It is therefore usefulto plan short breaks before excessive fatigue sets in and recovery requires much more time. This isalso beneficial for preventing musculoskeletaldisorders and reducing stress related to strenuoustypes of work.

• Securing a comfortable, refreshing environment inwhich to take short breaks is equally important.

HOW1. Insert short breaks of 10–15 minutes at least once in

the morning work period and once in the afternoonwork period during a day shift. Similar short breaksare also advisable for other shifts of several hours,such as an evening or night shift.

2. If the work is strenuous or requires continuedattentiveness – such as continuous computeroperations, fast and repetitive work or intensiveinspection tasks – allow for short breaks after everyhour of work.

3. Combine strenuous work with other activities, so thatwork involving constrained posture, muscular load,eye strain or mental concentration can be alternatedwith other types of work.

4. Encourage people to do relaxation exercises,stretching or recreational activities during breaks.

SOME MORE HINTS

— For strenuous types of work, or work in anunpleasant environment such as pronounced heat or cold, frequent breaks are essential.

— Taking a break prior to the onset of fatigue is muchmore effective than taking a longer break oncefatigue has set in. For example, when working withvisual display units, plan your breaks at regularintervals, say, every hour.


70

POINTS TO REMEMBERFrequent short breaks facilitate recovery from fatigueand lead to safer and more efficient work processes.


71

Figure 30a. Insert short breaks during a work shift and encourage people to dorelaxing exercises, stretching or recreational activities during their breaks.

Figure 30b. Provide refreshing and relaxing facilities for frequent short breaksas they are essential for recovery from fatigue and stress reduction.

Recognition at work

Recognition at work is an important aspect of stressprevention at work. By properly recognizing good workperformance and the positive contribution of workers,the enterprise can show its appreciation of good workwhich is also good for the enterprise. Such positivefeedback fosters mutual respect and partnership withinthe enterprise. Practical measures which can be taken inthis context include:

— praising good work by the workers;

— systematically informing workers of theconsequences of their work;

— implementing a system for workers to express theiropinions;

— treating women and men equally;

— providing good career prospects.

Acknowledging and respecting workers’ efforts thuscontributes to stress prevention in the workplace.

CHECKPOINT 31Openly praise good work by workers and teams.

WHY• Good work accomplished by workers or work teams

exemplifies good performance. It usually resultsfrom cooperation in the workplace. It is useful torecord specific examples of good work and openlypraise those responsible.

• Improvement of working conditions will be moreeffective when workers are involved in planning andimplementation of the improvement process. Candidpraise of good performance encourages bothmanagers and workers to achieve good practice andmake improvements.

• It is important to show the commitment of theenterprise to constant improvement. Thiscommitment should be confirmed by properlyrecognizing and rewarding workers when theysucceed in making improvements and achievingexemplary practices.

HOW1. Establish a clear policy to openly reward exemplary

work. Publicize exemplary work in meetings ornewsletters. Make it known to all workers that theenterprise is committed to promoting good practicethrough the joint efforts of managers and workers.

2. Encourage planning and implementation ofimprovements to work organization and productivity.Establish simple procedures to report improvementsaccomplished and resulting good practices.

3. Reward those who demonstrate exemplary practice,by means appropriate to the enterprise’s overallpolicy. Forms of reward can include announcing thebest workers or groups, rewarding them with someform of remuneration, inviting them to special eventsor organizing ceremonial occasions.

SOME MORE HINTS

— Establish a reward system and make it known to allthrough meetings, notices or newsletters. Obtainfeedback about the system and good practices thathave been rewarded.

— Communicate to all that the enterprise is committedto encouraging good practice in improving workingconditions and work organization.


74

POINTS TO REMEMBERReward workers or work teams for their good work.This assists in creating a healthy enterprise culture,increasing productivity and profitability, andpreventing workplace stress.

Recognition at work

75

Figure 31b. Organize ceremonial occasions to reward workers for their exemplary work or other means appropriate to theenterprise’s overall policy.

Figure 31a. Establish a system to reward improvements that have been accomplished and resulting good practices.

CHECKPOINT 32Implement a system by which workers know theconsequences of their work.

WHY• Informing workers frequently about the results of

their work contributes greatly to creating aworkplace climate of mutual cooperation. Byknowing exactly what managers think about theirwork performance and results, workers becomeready to learn and change.

• It is useful to tell people when they are doing well. It is also useful to tell them if their work needsimprovement so that they know what is expected ofthem. In this way, management and workers canbetter communicate with each other and improveoverall performance.

• Workers are often isolated from each other and donot have the opportunity to learn what happens after their part of the work has been done. Specialcare is needed to inform them about the results oftheir work.

HOW1. Let workers know that their work is appreciated

when they do their jobs well. Be specific in tellingthem exactly what and where they did well.

2. When workers are not doing their jobs well, tellthem what is unsatisfactory. Focus on how to correctthis, while also acknowledging their strengths.

3. Provide opportunities to show workers how specificjobs could be done better. Give examples anddemonstrations from experienced workers.

4. Make sure that workers are informed regularlyabout the results of their work. This should be donein such a way as to avoid giving the impression thatthe work is simply being supervised for disciplinarypurposes. Let workers know how important theirwork results are to their co-workers, customers andthe enterprise.

SOME MORE HINTS

— Providing workers with feedback on their good workhelps them develop a sense of pride and self-esteem. This encourages them to work better in thefuture.

— When informing workers regularly about their workresults, convey a sense of collegiality and teamwork.


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POINTS TO REMEMBERInforming workers about the results of their workhelps motivate them to do a better job. Encourage asense of teamwork and workplace collegiality bytelling workers how they are doing, and the impact oftheir work on others and the enterprise as a whole.

Recognition at work

77

Figure 32a. Let workers know if they do their jobs well. Be specific in telling themexactly what and where they did well.

Figure 32b. When informing workers about their work results, tell them how their good workbenefits others and the enterprise as a whole.

CHECKPOINT 33Implement a system in which workers are able toexpress their feelings and opinions.

WHY• Jobs are carried out far more effectively when

people know what others are doing and thinking,and how they can cooperate with each other.

• When busy completing their daily tasks, bothmanagers and workers tend not to give sufficienttime to communicate with each other about theirfeelings and opinions. It is necessary to createadequate, concrete opportunities forcommunication.

• Problems relating to poor communication aremultifaceted, often difficult to predict and mayincrease stress at work. They include work underpressure due to delays, low quality of work,mistakes, accidents and poor human relations. Mostof these problems may increase stress at work.Therefore, multiple channels for facilitatingcommunication should be explored.

HOW1. Arrange work team procedures so that workers can

communicate with other team members from time totime. Create opportunities for casual talk.

2. Organize brief meetings, at the beginning of work orshift if appropriate, to give instructions, explain theday’s work plans and have a question-and-answersession. In some industries, this is called a “tool-boxmeeting”.

3. Encourage group planning and implementation oftasks, in particular by assigning work to the groupinstead of individuals. This facilitates communicationand close cooperation.

4. Provide adequate opportunities for training andretraining workers in communication skills. Thishelps improve communication and mutual support.

SOME MORE HINTS

— Avoid totally isolated work as much as possible.

— Use newsletters, leaflets, updated instructions,posters and verbal presentations to increasecommunication.

— Provide changing rooms, rest areas, drinkingfacilities and eating areas for common use so thatworkers frequently have the chance to talk to eachother and their managers.

— Encourage appropriate job rotation. This helpsworkers acquire multiple skills and increasescommunication and mutual support.


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POINTS TO REMEMBERCreate more chances for workers to express theirfeelings and opinions with each other and talk tomanagers. This increases companionship and leads tomutual support and better work results.

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Figure 33a. Organize brief meetings, at the beginning of work or shift if appropriate, to explain theday’s work plans and discuss teamwork arrangements.

Figure 33b. Provide opportunities to talk about working conditions and communicate feelings andopinions with each other.

CHECKPOINT 34Treat women and men equally.

WHY• Establishing a clear policy of treating women and

men equally is essential for a healthy enterpriseculture. Such a policy should include equaltreatment in employment conditions, careerdevelopment, work design and participation inworkplace activities.

• Stereotypes and customary prejudice arejudgemental and can lead to discrimination on thebasis of sex. They must be replaced by equaltreatment based on objective assessment of eachworker’s own skills, performance and capabilities,not on assumptions related to their sex or otherpersonal characteristics which are irrelevant to work.Special care should be taken to avoid discriminationbased on sex or gender.

• In some cultures, women are sometimes morereserved about voicing their opinions about theirwork, for instance regarding changes that theyconsider necessary. Particular attention should bepaid to the effective participation of women.

• Women often have more difficulties in terms ofwork–life balance than men, depending on socialcircumstances. They may bear a double burden incaring for the home and family before and afterwork. This may hamper their full participation inaccessing fair job opportunities or developing workskills. The active participation of women greatlyhelps implement adequate workplaceimprovements.

HOW1. Establish and implement a clear policy of treating

women and men equally. The policy should apply toall aspects of work, including recruitment, workassignment, workplace design, wages and benefits,career development, training, and participation inmeetings and work improvement processes.

2. In work assignment and career development,special care should be taken to treat women andmen equally based on objective assessment of theirskills, performance, capabilities and characteristics.Listen carefully to the suggestions of women workersin this regard, and address shortcomings in acoherent manner.

3. Provide adequate support for women and men toexecute their assigned work. Support is oftennecessary for maintaining work–life balance. Workschedules, commuting and family responsibilitiesmay differ between female and male workers.

4. Secure training opportunities for managers andworkers on the importance of providing equalopportunities for women and men in the workplace.

5. Provide formal and informal opportunities toequitably reflect on the views of both women andmen regarding work improvements.

SOME MORE HINTS— Actively involve female and male workers in

planning work and improving workplace conditionsand work organization.

— Take into account the family responsibilities ofindividual workers when organizing meetings andother events.

— Discuss with workers necessary measures andmodifications in order that women and men betreated equally in the workplace.


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POINTS TO REMEMBERActively involve women and men in planning andorganizing work, and make sure that women and menare equally treated in all aspects of work.

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Figure 34. Listen carefully to workers’ suggestions regarding the equal treatment of women and men with respect to workassignment and career development. Take special care to address shortcomings in a coherent manner.

CHECKPOINT 35Provide good career prospects.

WHY• Measures to promote workers’ well-being in working

life are often strongly associated with careerdevelopment and organizational commitment tosupporting adequate career paths. Poor careerprospects are often given as a reason for leaving ajob. Fair career prospects are an important factor inreducing stress at work and maintaining workforcestability.

• Support for career development is essential to maintaining and increasing workers’ morale and commitment to work. Ensure that workers are treated fairly when work is assigned and encouraged to progress in their career.Shortcomings in this regard are not often readilyapparent. Particular attention needs to be given tothe career prospects of different groups of workers.

• The commitment of management and workers tocareer development affects the development ofworkers’ abilities and roles. It is necessary to showthis commitment by actively implementing concretemeasures, such as reviewing career mobility androles, mentoring and training.

HOW1. Demonstrate management’s commitment to

supporting career development on the basis offairness and equal opportunities for all.

2. Regularly review measures to support careerdevelopment. Discuss and review results withworkers and their representatives to determine what improvements are needed. Also examinewhether adequate upward mobility is provided.

3. Examine on-the-job training for workers and makeadjustments if necessary to improve its effectiveness.

4. Provide support for workers in new positions todevelop their communication and supervisorycapabilities and help them adjust to their new roles.

5. Encourage workers to attend training courses toupgrade work and management skills andcapabilities.

SOME MORE HINTS— Encourage workers to exchange positive

experiences in skills training and careerdevelopment.

— Provide adequate mentoring and coaching to assistworkers in developing their careers.

— Organize regular team meetings in which careerprospects and support for career development arediscussed.


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POINTS TO REMEMBEREnsure that equitable support for career developmentis provided and that it is adequately utilized byworkers.

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Figure 35. Regularly discuss measures to support skills training and career development with workers and theirrepresentatives to determine what improvements are needed.

Protection from offensivebehaviour

Offensive behaviour in the workplace, such as bullying,mobbing, sexual harassment, threats and violence, isvery common. It has serious consequences for bothvictims and the climate of the workplace. It is importantto establish firm policies and adequately deal with suchbehaviour. Comprehensive preventive and mitigatingmeasures are necessary which involve the activecooperation of all people in the workplace. Effectivemeasures against offensive behaviour at work include::

— establishing an organizational frameworkconcerning offensive behaviour;

— organizing training and raising awareness;

— establishing procedures and action models;

— providing rapid intervention to help those involved;

— organizing working areas so as to protect workersfrom offensive behaviour.

By establishing a good organizational framework fordealing with offensive behaviour, workers’ commitmentand mutual trust will be increased.

CHECKPOINT 36Establish and implement an organizational frameworkand strategies in which offensive behaviour is preventedor dealt with promptly and adequately.

WHY• Offensive behaviour (bullying, mobbing, sexual

harassment, threats, violence, etc.) is very commonat some workplaces.

• Offensive behaviour may have very serious short-and long-term consequences for the victims.

• Offensive behaviour is often targeted at the weakerparty in a relationship (e.g., at women by men, atworkers by supervisors, at young people by olderpeople, at workers by customers). This means thatoutside assistance will often be necessary to stopthe offensive behaviour.

• Many companies do not have firm policies onoffensive behaviour and management is oftenuncertain about how to deal with the issue.

HOW1. The following behaviours in the workplace should

be clearly recognized as offensive:

— bullying and mobbing;

— sexual harassment;

— violence;

— threats of violence;

— other forms of behaviour such as nasty teasing,slander, insult and gossip.

2. It should be made clear that such forms ofbehaviour are unacceptable in any form in theworkplace.

3. It should be acknowledged that offensive behaviourcan come from colleagues, supervisors, clients,customers or outside persons.

4. It should also be acknowledged that bullying andmobbing often come from colleagues or supervisors(insiders) while violence or threats of violence oftencome from customers, clients, or citizens in general(outsiders).

5. Workplace policy should deal with both primaryprevention (i.e., how to prevent offensive behaviour)and secondary prevention (i.e., how to help workerswho have been offended and deal with the offenderor offenders).

6. Workplace policy should also include a procedurefor ensuring that an offended worker can return towork after a period of psychological or physicalillness. This includes ensuring that the offensivebehaviour will not continue.

SOME MORE HINTS— In case of violence or threat of violence it will often

be appropriate to turn the offender in to the police,since violence is against the law in all countries. Thisalso applies to serious cases of sexual harassment.

— In most cases it will be necessary to dismiss orrelocate the offender, depending on the circum -stances surrounding and the nature of the offence. Itis particularly important that the offended person notbe forced to continue working close to the offender.

— It is extremely important that workers are aware thatthe workplace has a firm policy on offensivebehaviour and that the policy is implemented inevery case, including when the offender is asupervisor or higher ranking person.


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POINTS TO REMEMBERIt is important to have a clear policy on offensivebehaviour, and it is even more important that thepolicy be implemented to prevent offensive behaviourfrom occurring in the workplace. Prevention ofoffensive behaviour increases workers’ feeling ofsecurity and trust in the workplace.

Protection from offensive behaviour

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Figure 36. Establish and implement a workplace policy to prevent and deal appropriately with offensive behaviour such as bullying, mobbing, harassment, threats and violence. The policy should include clear procedures about how to prevent and deal with different cases of offensive behaviour, and how to help the victims of offensive behaviour.

CHECKPOINT 37Organize training in, and raise awareness of, respectablebehaviour.

WHY• Offensive behaviour, when it exists, becomes

embedded in the daily culture, language andbehaviour of the workplace. This means that the onlyway to ensure respectable behaviour is through theawareness of all employees.

• A concerted effort in training and awareness-raisingwill not only help reduce the occurrence of offensivebehaviour but also signal general support forrespectable behaviour in the workplace.

• Respectable behaviour throughout the workplacewill increase the likelihood that customers andclients are treated with kindness and respect.

• Raising awareness of what constitutes respectablebehaviour will decrease the risk of interpersonalconflict and role conflicts at work.

• When workers are treated with respect, there will be lower rates of absenteeism, intention to quit work and labour turnover.

HOW1. Training in respectable behaviour should be an

integral part of the general introduction to theworkplace.

2. Workers should be aware of the types of offensivebehaviour which can exist in the workplace andtheir long-term consequences.

3. A policy against bullying, mobbing, harassment,threats and violence at work should be firmly upheldin the workplace and communicated clearly to all.

4. Workers should be trained in spotting offensivebehaviour and rewarded for informing anappropriate person when such behaviour takesplace.

5. There should be clear punitive sanctions against anyoffender who is an employee of the enterprise. Inserious cases, legal steps should be taken.

SOME MORE HINTS— There should be a clear policy on dealing with any

case in which a supervisor is the offender. In such acase, the victim should be able to go to a unionrepresentative or directly to a higher level ofmanagement.

— In any workplace where offensive behaviour isfrequent, it is helpful to train special workers’representatives in dealing with offensive behaviour,mediation and conflict resolution.

— Training and awareness-raising with regard torespectable behaviour at work could also have thepositive effect of influencing behaviour outside work,such as in the family and neighbourhood.


88

POINTS TO REMEMBERA workplace in which employees at all levels treateach other with respect will give the enterprise agood reputation in the community. This will make iteasier to recruit employees with good behaviour andavoid high turnover.


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Figure 37a. Train managers and workers in respectable behaviour as an integral part of thegeneral introduction to the workplace.

Figure 37b. Examine workplace conditions conducive to preventing offensive behaviour as part of training about stress prevention. Group discussion about these conditions is always useful.

CHECKPOINT 38Establish procedures and action models to deal withviolence, abuse and harassment at work.

WHY• Violence, abuse and harassment at work usually

occur unexpectedly. It is important that there beprocedures in place which function to prevent andstop offensive behaviour when it occurs.

• Such procedures should be formulated inconsultation with those who have expertise andexperience in the field, and with the participation ofthe workers.

• Violence, bullying and harassment are very differenttypes of behaviour which usually require differenttypes of response in the workplace. Appropriateresponses should be clearly defined in workplaceprocedures.

• When offensive behaviour takes place, establishedprocedures must facilitate impartial and fair action,and support the equal and fair treatment of allworkers.

HOW1. Workplace procedures should explain how to:

— help the victim;

— react to the offender;

— prevent new cases;

— learn from the incident.

2. In severe cases of threat, violence or harassment,legal steps should be taken if the law is violated.

3. The victim of offensive behaviour may developphysical or mental illness due to the incident. Theyshould receive help and support, if possible from anappropriately qualified professional.

4. If the offender is an employee, the workplace shouldrespond with clear punitive disciplinary actions. In asevere case, the offender should be dismissed.

5. The procedures should include rules for informingother employees about the response taken.

6. The procedures should also include an obligation onworkers to report cases of offensive behaviour tomanagement.

SOME MORE HINTS— If the enterprise responds without hesitation to every

case of offensive behaviour, the employees will feelvalued and respected. This will enhance theircommitment and motivation.

— The ideal tolerance level for offensive behaviour iszero, but sometimes it is not possible to attain this. Agood workplace which does not tolerate offensivebehaviour can be identified by two indicators: a lowlevel of offensive behaviour, and swift and firmpunitive action on every incident when it occurs.

— The worst-case scenario is a case in which theoffended person has to leave the workplace whilethe offender keeps his or her job. This would clearlyimpact very negatively upon the work climate.


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POINTS TO REMEMBEROffensive behaviour in the workplace has beenincreasing in many countries during the last 10–15years. This development can only be counteracted ifmanagement, workers and other bodies such as thelabour inspectorate work together and take toughmeasures to reduce violence, harassment andbullying at work.


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Figure 38a. Establishprocedures and actionmodels to deal withviolence, abuse andharassment at work, andmake the procedures andmodels known to allmanagers and workers.

Figure 38b. Train workers in theprocedures to deal with potentialoffenders, help victims andprevent new cases.

CHECKPOINT 39Provide rapid and culturally sensitive interventions tohelp those involved in offensive behaviour.

WHY• If the victim of offensive behaviour in the workplace

is not assisted, there is a high risk they will developnegative health effects such as post-traumatic stressdisorder, depression or other stress-related illness.

• When the victim is not assisted, this gives an indirectsignal of acceptance of the offensive behaviour inthe workplace, which could encourage furtheroffensive behaviour.

• If the victim is given assistance in the workplace, thiswill give the other workers a clear signal that theworkplace is a responsible one and that the workersare valued.

• Intervention should be culturally sensitive. In somecultures, becoming victim to some forms of offensivebehaviour is associated with shame or guilt.

• In borderline cases, the offender may not be aware ofthe way in which his or her behaviour is perceived bythe person offended. In such cases, the best inter -vention may be to provide information to the offender.

HOW1. The type of intervention depends on the culture

of the country and people involved, the type ofoffensive behaviour and the resources of theworkplace. Culturally sensitive rules should beformulated and applied.

2. In all cases, the best form of intervention is goodsocial and psychological support from co-workers,supervisors and management for the personoffended.

3. In some situations, it may be relevant and possible toprovide professional assistance to the offendedperson. When offering such assistance, always stressthat it is voluntary (the offended person has the rightto accept or not) and that assistance will be cost-freeto the victims.

4. The offender should be reprimanded according tothe type and seriousness of the offence. A responsemay be necessary even in some mild cases wherethe offender may not be aware that his or herbehaviour (e.g. jokes, gestures or remarks) isperceived as offensive.

5. In severe cases (e.g., bank robbery), it may benecessary to move the victim or victims to anotherjob without frequent customer contact.

6. In cases of harassment and bullying from acolleague, it may be necessary to ensure that theoffended person and the offender no longer work inthe same work unit.

SOME MORE HINTS— Supervisors and managers are role models.

Therefore they should always provide support andencouragement to the offended person in theworkplace.

— A person who is not supported by supervisors orcolleagues may feel that he or she “deserves” theoffensive behaviour. A psychological reaction likethis can arise when the offended person tries to“make sense” of the behaviour.


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POINTS TO REMEMBEROffensive behaviour constitutes a threat to the self-esteem and health of the offended person. This is whyit is so important to assist the victim in the best andmost appropriate way. They may have no signs orsymptoms of ill health. Still, assistance should beprovided rapidly and without expense to the victim.


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Figure 39a. Train workers, supervisors and managers in appropriate forms of intervention inthe event of offensive behaviour, including social and psychological support for the offendedperson.

Figure 39b. Be aware of the need to provide culturally sensitive support appropriate to thelocal situation of the workplace. Remember that supervisors and managers are role models.

CHECKPOINT 40Organize working areas to protect workers againstviolence from clients and outsiders.

WHY• Violence at some workplaces, particularly in

service industries, is more likely to be initiated bycustomers, clients or other outsiders than byinsiders.

• Research shows that taking simple precautions withthe physical layout and equipment in the workplacemay reduce the occurrence of violence fromoutsiders.

• Some groups at high risk of such violence arehealth-care workers at psychiatric and emergencywards, police officers, prison personnel, bus and taxidrivers, door keepers, and those who work alone orat night.

• Violence and threats of violence are increasingly anissue for workplaces in many countries of the world,and it is difficult to provide primary preventionthrough changing public attitudes and behaviour.

• Violence and threats of violence have serious effectson physical and mental health. In extreme cases,violence at work leads to death.

HOW1. Prevention of violence through organization of the

working area should take into consideration thespecial risks inherent in the specific workplace.Working alone during the night should be avoided,for instance.

2. Prevention of violence at work should be based on athorough analysis of high-risk situations, groups andoccupations.

3. Each worker should have, as appropriate, an escaperoute, easy access to an alarm system, videosurveillance, separation from customers, or beprotected by other devices designed to protectthem from violence.

4. The design of the workplace should take intoconsideration the existence of special risk groupssuch as psychiatric patients, customers who havebeen taking drugs or excessive amounts of alcohol,or criminals. Police assistance should be within easyreach in the event of an adverse encounter with suchpeople.

5. Threatening behaviour by outsiders should not betaken lightly. Even if no physical violence takesplace, it should be made clear that threateningbehaviour is not acceptable. Video recordings mayhelp to document such cases.

SOME MORE HINTS— Safety precautions in the workplace should be

discussed with relevant experts. Good andcontinuous contact with the police and otherauthorities should be given high priority.

— All employees, including newcomers, part-timeworkers and temporary workers, should be wellinformed about the risks of violence.

— All workers should be trained in taking safetyprecautions and other safety measures againstviolence at work and using safety arrangementssuch as escape routes.


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POINTS TO REMEMBERIt is important to learn from other workplaces withsimilar problems. Practical examples of protectionagainst violence greatly assist workers andsupervisors to take effective measures to protectagainst violence in their own workplace.


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Figure 40a. Train workers in the prevention of violence from clients and other outsiders, including how to use the safetymeasures installed in the working area.

Figure 40b. Inform all employees, including newcomers, part-time workers and temporary workers, about the risks ofviolence and precautions to be taken against violence.

Job security

Job insecurity is an important factor leading to stress atwork. Lack of guaranteed employment in the long term,precarious forms of contracts and fluctuatingemployment conditions are known to be factorsincreasing work stress. They make it difficult to maintaincommitment to good work performance and goodhuman relations, and affect the health and well-being ofworkers. Measures to increase job security need to betaken within the context of impwroving employmentconditions. Attention is drawn to the following measures,among others:

— increasing the possibility of stable employment;

— clear statement of employment conditions;

— regular wages and benefits;

— ensuring fair parental leave;

— protecting the rights of workers and theirrepresentatives.

Clarity, in both employment conditions and measures toincrease employment stability, is important for reducingstress at work.

CHECKPOINT 41Plan work in such a way as to enhance the possibility ofstable employment.

WHY• Unstable employment arrangements, without a

guarantee of continued and fair employmentconditions, make it difficult to maintain commitmentto good work performance. This increases work-related stress.

• Job insecurity associated with unclear prospects ofstable employment is known to lead to anxiety andother stress-related symptoms. It is necessary totake measures to guarantee stable employment inthe long term.

• Workers in precarious forms of employment areaffected by socio-economic conditions and are oftenprone to stress in the workplace. Nevertheless,support at the workplace level is necessary anduseful to increase the possibility of stableemployment.

HOW1. As a means of ensuring job security, provide long-

term contracts of employment where possible. Avoidunnecessary short-term contracts.

2. Make employment contracts as long as feasiblypossible.

3. The parties concerned should make joint efforts toreduce precarious employment in accordance withdevelopments in employment conditions.

4. Conduct regular discussions among managers andworkers and their representatives on enhancing thepossibility of more stable forms of employmentcontracts.

SOME MORE HINTS

— Create regular and stable jobs wheneveremployment situations allow.

— Make future plans regarding employment statusknown to all workers.

— Collaborate with agencies concerned andemployers’ and workers’ organizations to reduce job insecurity through transparent mechanisms.


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POINTS TO REMEMBEREnhance the possibility of stable employment throughthe joint efforts of management and workers.

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Figure 41a. Collaborate with agencies concerned and employers’ and workers’ organizationsto reduce job insecurity through transparent mechanisms and stable contracts.

Figure 41b. Have regular consultations among managers and workers about enhancing the possibility of more stableforms of employment contracts.

CHECKPOINT 42Provide a written job contract with clear statementsconcerning employment conditions and wages.

WHY• Clarity in employment contracts about employment

conditions, payment of wages, working conditionsand fair treatment of workers is important. Contractconditions must be in line with legal requirementsand developments in national employment policies.

• Clear clauses concerning employment periods andworking conditions are indispensable in anyemployment contracts. The contractual guarantee offair treatment and clarity on working conditions areimportant prerequisites for reducing work stress.

• Joint efforts by managers and workers to improveworking conditions are greatly assisted by clarity inemployment contracts. Contracts should includeclear clauses which ensure decent workingconditions and fair treatment without anydiscriminatory measures.

HOW1. In any contract of employment, always include clear

clauses stating employment status, period andconditions.

2. Make it clear in employment contracts that those inshort-term jobs, temporary workers, migrantworkers and part-time workers are treated equally interms of working conditions and safety and health atwork.

3. Communicate clearly through employment contractsand regular management–worker consultation thatevery effort is being taken to improve workingconditions and protect safety and health at work.

4. Make joint efforts with agencies concerned andemployers’ and workers’ organizations to establishclear contracts with all workers.

SOME MORE HINTS

— Discuss with workers and their representatives thefairness and clarity of employment contracts. Takenecessary measures to include clear clauses aboutworking conditions in every contract.

— Establish a transparent mechanism to deal withcomplaints about employment and workingconditions. This should be in line with a stated policyon fair treatment for all.

— Train managers, supervisors and workers in the fairtreatment of all workers and joint action to improveworking conditions.


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POINTS TO REMEMBERWritten job contracts with clear clauses concerningemployment status, period and conditions (includingwages) are important prerequisites for stressprevention at work.

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Figure 42a. Communicate clearly through employment contracts employmentconditions, payment of wages, working conditions and the fair treatment ofworkers.

Figure 42b. Always include in a contract of employment clear statements on employmentstatus, period and conditions.

CHECKPOINT 43Ensure that wages are paid regularly and benefits areprovided according to the relevant contract.

WHY• Lack of clarity about wages and benefits and their

payment increases work stress. This must beavoided by communicating clearly how wages arecalculated and paid.

• Regular payment of wages and benefits is animportant aspect of sound employment conditions.

• The nature and extent of compensation for overtimework is sometimes unclear and becomes a source ofwork stress. Transparency regarding payment forovertime is indispensable.

• Acknowledging employees’ efforts by means ofwages and benefits should be done fairly andwithout discrimination. Transparency in the paymentof wages and benefits, and regular consultationswith workers and their representatives, areimportant.

HOW1. Ensure regular payment of wages and benefits

according to relevant employment contracts.

2. Clearly communicate with workers how their wagesand benefits are calculated and paid. Make it a clearpolicy to treat all workers fairly in terms of wagesand benefits, and ensure their regular payment.

3. Consult with workers regularly on how to secure fairwage levels and acknowledge their efforts.

4. Examine the effects of wage systems such as piece-work payment or precarious forms of employmenton workers’ safety and health. Make joint efforts toprevent adverse effects on safety and health, and toimprove both wage systems and working conditions.

5. Compensate for overtime work properly and in atimely manner.

6. Consult workers in advance about changes to wagesystems.

SOME MORE HINTS-— Provide an error-free pay slip for every wage

payment.

— Make known to all workers future plans for changesto jobs or wage systems.

— Join with worker representatives to studypossibilities for improving wage systems, andavoiding unfair treatment of and discriminationagainst workers.


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POINTS TO REMEMBEREnsure that wages are paid regularly and benefits areprovided according to relevant contracts.

Job security

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Figure 43. Communicate with workers clearly how their wages and benefits are calculated and paid. Make it a clearpolicy to treat all workers fairly in terms of wages and benefits.

CHECKPOINT 44Ensure job security for workers taking parental leave.

WHY• Workers taking parental leave according to their

entitlement sometimes feel insecure about theirreturn to their jobs. Ensuring job security for theseworkers is essential.

• When a worker returns to work after parental leave,it is important to treat the worker fairly and takemeasures to support the worker return to work,safely and without difficulty.

• Protection of workers who take parental leave mustbe observed in all workplaces. It is usually difficultto secure such protection in informal sectors andprecarious employment situations. The joint effortsof social partners are therefore necessary to ensurejob security for all workers who take parental leave.

HOW1. Measures should be taken to protect the

employment conditions and security of workers whotake parental leave, according to laws andregulations, and collective agreements. Relevantconditions include entitlement to parental leave andjob security on return to work.

2. Ensure that any worker returning from parental leaveis entitled to resume the job from which they tookleave. In the case of transfer to another job, theconsent of the worker concerned should beobtained and arrangements made to maintain her orhis employment status.

3. Secure time for feeding children as well asassociated childcare for workers returning to workafter parental leave.

4. Make sure that workers taking parental leave are notdisadvantaged in their career development.

5. When difficulties arise (for example, for healthreasons) for a worker returning from parental leave,make joint efforts to accommodate the worker’sneeds by offering alternative work.

SOME MORE HINTS

— When measures are taken to accommodate thehealth status of workers returning from parentalleave, provide adequate training.

— Make every effort to ensure the equality of womenand men with respect to continued employment. Jobsecurity for workers taking parental leave should beobserved as part of policy in this regard.


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POINTS TO REMEMBERMake special efforts to ensure job security forworkers returning to work after parental leave.

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Figure 44a. Ensure that workers returning from parental leave are entitled to resume the job from which they took leave.

Figure 44b. Secure time for breastfeeding and associated childcare for women workers returning from maternity leave.

CHECKPOINT 45Enhance job security and protect workers and theirrepresentatives from unfair dismissal.

WHY• Job insecurity is often related to a lack of active

trade union involvement in protecting theemployment status of workers. In suchcircumstances, it is important to encourage andprotect worker representatives who make particularand appropriate efforts to increase job security as abasic human right.

• Protection of workers’ representatives from unfairdismissal is an extremely important aspect ofobserving the principles of freedom of association. It is therefore essential to protect the employmentstatus of workers’ representatives against anti-unionaction.

• It is important to promote activities in the workplacewhich reduce job insecurity for all workers, butparticularly for those in more precarious forms ofemployment. These workers feel more insecureabout keeping their jobs and about improving theiremployment status and working conditions. Jointefforts are needed to enhance job security throughcollective bargaining and regular consultation.

HOW1. Establish a clear policy to enhance job security and

protect workers’ rights as part of corporate socialresponsibility.

2. Respect the rights of workers to collectivebargaining and collective agreement on measures toenhance job security. Consult workers’representatives regularly about job security issuesand future plans, and ensure workers’ participationin the discussion.

3. Ensure that the rights of workers’ representatives areprotected. In particular, it is essential that workers’representatives be protected against unfair dismissalas a result of their actions to enhance job securityfor workers.

4. Work jointly with workers’ representatives toenhance job security for workers, particularly thosein precarious forms of employment. This should bein line with the protection of workers’ rights toimproved working conditions and freedom ofassociation.

SOME MORE HINTS— Learn from exemplary measures taken in other

enterprises to enhance job security, includingmeasures targeted to short-term, temporary, migrantand part-time workers.

— Encourage communication between managers andworkers, and among workers with differentemployment status, about possible measures toreduce job insecurity.

— Hold meetings with employers’ and workers’organizations to discuss effective programmes forenhancing job security and improving employmentand working conditions. These organizations can beexpected to take an active role, especiallyconcerning precarious jobs.


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POINTS TO REMEMBEREstablish clear policies to enhance job security andrespect the rights of workers and their representativeswith regard to their employment conditions.

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Figure 45. Engage in regular collective bargaining including measures to enhance job security for workers. Consultworkers’ representatives regularly about job security issues.

Information andcommunication

Active exchange of information and communication inthe workplace benefits both management and workers.Open communication facilitates collaboration as well asthe detection and solution of workplace problems. Increating a positive atmosphere at work, coherentteamwork is promoted. Workers informed aboutimportant decisions play an active role in achievingmutually agreed goals. In this way, workplace problemswhich are often linked with increased stress at work canbe more promptly detected and effectively solved. Opencommunication is particularly facilitated by:

— going to the workplace and talking with workers;

— maintaining daily and easy communication betweensupervisors and workers;

— informing workers of important decisions;

— informing top management of workers’ opinions;

— giving workers any plans to bring about change.

The general feeling of belonging and sharing the samegoal contributes to prevention and reduction of workstress.

CHECKPOINT 46Make it a rule for managers to go to the workplace andtalk with the workers.

WHY• By talking to the workers, managers show their

interest in daily production at the shop floor level.

• Personal conversation makes it possible for workersto alert management to any personal problems theymay have, such as health-related or family issues.

• Frequent talks with the workers provideopportunities for managers to show theirappreciation and give workers their feedback.

• Managers will learn more about the productionprocess, organizational problems and issuesconcerning collaboration by talking to the workersthan by sitting in their offices.

• By talking to the workers, managers may detectcases of bullying, mobbing, harassment or otherforms of offensive behaviour taking place in theworkplace.

HOW1. It is most important for managers to get away from

their desk or office and show interest in the dailywork in the workplace.

2. One possibility is to go to the workplace everymorning and say hello to every worker – a goodsign of respect and appreciation.

3. Managers also have the duty of making sure thatwork is performed safely and without health risks. A safety walk-around provides a good opportunityfor managers to communicate with the workersabout work-related topics.

4. Talking to the workers provides opportunities formanagers to ask for suggestions on how to improveproductivity and production quality. Workers oftenhave good ideas based on their everydayexperiences.

SOME MORE HINTS

— Poorly functioning machines, computers, tools orother equipment may be the main cause of poor jobsatisfaction. In the case of workers’ complaints, it isvery important to take action to improve theequipment.

— Workers may have questions or doubts concerningthe best way to perform their work. Clarifying theseissues will support them in their daily work.

— If workers have conflicting or unclear work roles, themanager has an obligation to solve the problem.


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POINTS TO REMEMBERDaily communication at the shop floor level benefitsworkers as well as management. Through suchcommunication, workers gain support andmanagement gains valuable feedback and ideas.

Information and communication

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Figure 46. Encourage managers to go to the workplace and talk with the workers. Create an open environment in whichworkers feel free to exchange opinions with the managers.

CHECKPOINT 47Ensure that supervisors communicate easily andfrequently with workers concerning any problems.

WHY• When supervisors talk frequently with the workers,

daily problems concerning work will be solvedquickly. This in turn will reduce waste and enhanceproductivity.

• Frequent and easy communication betweensupervisors and workers will create a supportiveand positive atmosphere at the shop floor level ofthe workplace.

• When a supervisor has frequent talks with theworkers it will be easy to correct errors and improvethe quality of products and services.

• Good communication with the workers will make itpossible for supervisors to detect and correctproblems with regard to the physical workenvironment (e.g., noise, chemicals, heat and light).

• Frequent communication between workers andsupervisors will ensure that workers’ suggestionsand ideas can be brought forward and consideredby management.

HOW1. Each supervisor should make a daily round of their

department to make face-to-face contact with all theworkers.

2. A good supervisor should be a good listener. If thesupervisor shows interest in and respect forindividual workers under his or her supervision,workers will feel confident and be at ease with theirsupervisor.

3. Supervisors should encourage workers to use theright tools and equipment in an appropriate way. In this way, safety can be improved and healthproblems such as musculoskeletal problems may be avoided.

4. A supervisor should give special attention to newworkers and those with special health problems orin need of special training. The right fit betweenworkers and tasks will improve workers’ well-beingas well as the productivity of the enterprise.

SOME MORE HINTS— The supervisor should always respect workers’

privacy. Information concerning a worker’s health,personal problems or family matters should not beforwarded to others without the explicit consent ofthe worker.

— When workers inform the supervisor aboutproblems relating to their work it is very importantthat action be taken promptly to alleviate theproblems in a proper manner. In all cases, workersshould receive feedback from the supervisor so thatthey can see that their problems are being treatedseriously.

— When communicating with workers, the supervisorshould make every effort to stop teasing, gossip orslander in the workplace.


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POINTS TO REMEMBERDaily and easy communication between supervisorsand workers is one of the most effective ways tocreate a supportive and positive atmosphere at work.Effort should be made to help workers always feelappreciated and respected at their workplace.


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Figure 47a. Require supervisors to make a daily round of their department tomake face-to-face contact with all the workers.

Figure 47b. In daily communication, show special attention to new workers, workers withspecial health problems or those in need of special training.

CHECKPOINT 48Inform workers regularly about important decisions,using adequate means.

WHY• Workers will be more motivated and engaged if they

are well informed about important decisionsconcerning resources, production and marketconditions.

• Trust is built between workers and managementwhen workers feel well informed about decisionsthat influence their daily work.

• When workers are well informed about relevantplans for the future, stress and uncertainty can bereduced.

• Informing workers about important decisions is animportant sign of respect for them. The quality ofwork will be improved.

• Communication about the goals and strategies of thecompany is an important way of giving meaning towork.

HOW1. Choose the right form of communication for each

piece of information:

— Must know: Choose oral communication pluswritten documents to back up the message.Provide opportunities for questions and furtherexplanation.

— Should know: Choose written communicationplus signboards and posters.

— Could know: Use electronic communication,handbooks, pamphlets, etc.

In all cases, the means of communication shouldtake into consideration workers’ competencies andtraining with regard to reading, writing, the use ofelectronic communication, and so on.

2. If management has not made a final decision, informthe workers of the probable date on which thedecision will be made. This is a good way tocounteract rumour and uncertainty.

3. Use middle managers to give workers relevantinformation, because they know the workers best.Middle managers should do so in the mostappropriate manner.

4. Avoid information overload. If workers areoverloaded with information, the relevant pieces will “drown” and not be noticed.

5. Always consider the timing, relevance, form andcontent of communication with the workers.Managers and supervisors should take care with thecontent and style of communication. Even what isomitted, and body language, will be interpreted bythe recipient.

SOME MORE HINTS— Always remember that communication should

consider workers’ social and cultural norms,religious beliefs and habits. Some types of writtencommunication, drawings, or language may beconsidered offensive by some members of staff.

— Avoid using irony, sarcasm and so on whencommunicating. Communication should be clearand without any form of “double meaning”.


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POINTS TO REMEMBERCommunication is the “glue” that holds the enterprisetogether.


115

Figure 48. Inform workers regularly about important decisions, using adequate means. Use various forms ofcommunication, such as signboards and posters, to inform workers of matters they should know about.

CHECKPOINT 49Inform top management of the opinions of the workers.

WHY• It is important that top management have a correct

picture of the opinions and attitudes of the workers.This makes it possible for them to make informeddecisions about the workplace.

• Correct information about the opinions and attitudesof the workers is critical if managers are not to bemisled by misunderstanding and stereotypes.

• Workers often have very relevant and preciseinformation about problems and challenges in theworkplace. Using this information is a good way toimprove the quality of work and productivity.

• When workers know that their opinions are heard bythe management – in particular, by the top levelmanagement – it increases their self-confidence,commitment and motivation. When workers’opinions and grievances are presented to topmanagement it increases their feeling of beingsupported by their supervisors.

HOW1. Middle managers can learn about workers’ attitudes

through regular meetings in which daily work isdiscussed.

2. Top management should use systematic channelsfor learning about the attitudes and concerns of theworkers. Supervisors play an important role sincethey have direct contact with workers.

3. Channels should be established to enable workersto express their attitudes, experiences andsuggestions, whether directly or through theirsupervisors and managers.

4. Workers should always receive feedback when theyhave put forward suggestions or points of criticism.Openly expressed criticism should be considered aresource for improvement and not a problem.

5. Workers’ opinions may also be registered throughinternal mail boxes, signboards or questionnaires.

SOME MORE HINTS— It is a good idea to show workers that criticism is

appreciated and taken seriously. This creates anatmosphere of trust and respect.

— Actively engaged and critical workers should beregarded as a resource and not a problem in theworkplace.

— Feedback from workers can be used to correctprocedures and adjust new initiatives if necessary in the workplace. Supervisors should be attentive to such feedback.


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POINTS TO REMEMBERIt is very important to maintain open communicationbetween top managers and workers on the floor. Ifthis communication is blocked, it will lead to a poorclimate in the workplace and lower productivity.


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Figure 49a. Use systematic channels for learning about workers’ attitudes and concerns, and discuss results withsupervisors and workers.

Figure 49b. Use feedback from workers to correct procedures and adjust new initiatives if necessary inthe workplace.

CHECKPOINT 50Give workers relevant information about future plans andchanges.

WHY• At modern workplaces, change has become the rule

rather than the exception. This increases the needfor information to be disseminated about any plansfor change.

• Giving workers sufficient and relevant informationabout plans for change in the workplace is a way ofshowing them respect.

• Lack of information about plans for the future createsrumour and uncertainty – a major source of stress.

• If major changes are implemented without informingthe workers, this will lead to a general feeling ofpowerlessness and frustration as well as lack of trustin management.

HOW1. Workers are mainly interested in plans for the

future to the extent that they involve changes to their own work and employment conditions.Therefore it is important to inform workers about the consequences for each individual of plans for the future.

2. All information should be easy to understand andphrased in an appropriate way. Not all workers mayhave the same level of literacy, even in countrieswhere education levels are generally high.

3. Management should inform workers directly aboutmajor changes. In some cases it will be appropriateto disseminate information through supervisors.

4. Regular, internal means of communication shouldalways be encouraged. These could be electronic-or paper-based, or signboards, etc., depending onthe nature of the information, and the culture of thecountry and workplace.

SOME MORE HINTS

— If the workers feel that management withholdsimportant and relevant information it will reduce theclimate of trust and motivation in the workplace.

— The provision of relevant information about pendingchanges and plans for the future will make it easierfor workers and supervisors to contribute by puttingforward their own ideas and suggestions.

— With information about plans for the future, workerscan better prepare to reconcile demands on themfrom the workplace and the family.


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POINTS TO REMEMBERIf the workers are informed about the purpose andgoal of pending changes, the general feeling ofbelonging and trust will be increased.


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Figure 50a. Provide information directly to the workers about major changes in business operations and workorganization.

Figure 50b. Provide regularopportunities for informingworkers about the purpose andgoal of pending changes inbusiness operation and workorganization. This will increasethe general feeling of belongingand trust.

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