Mental Health at Work

Most work-related psychological harm comes from identifiable features of how work is designed, how organisations run, the conditions people work in, and how people are treated. These are known as psychosocial hazards, and they are recognised in Australian workplace health and safety frameworks.

Employers have a legal duty to identify and manage psychosocial hazards in the same way they would a physical hazard. Just as an employer manages a noisy worksite by reducing the noise at its source or providing hearing protection, they are expected to manage psychosocial risks by addressing their causes, for instance by reducing chronic work overload or acting on bullying.

Listed below are the four main categories of psychosocial hazards which can occur in Australian workplaces.

Work design

How a role is structured, and what it asks of the person doing it.

High job demands. Sustained workloads, time pressure, or emotional demands that exceed what a person can reasonably meet. Prolonged high demand without recovery is one of the most direct contributors to burnout and exhaustion.

Low job control. Little say over how, when, or in what order work is done. When demands are high and control is low, the combination is especially wearing, people can carry heavy demands far better when they have some say over how they do so.

Low role clarity. Uncertainty about responsibilities, expectations, or what success looks like. Ongoing ambiguity is a persistent source of pressure, and leaves people feeling they can never quite get it right.

Low recognition and reward. Effort that goes unacknowledged, or an imbalance between what a person puts in and what they get back. Over time this erodes motivation and self-worth.

Poor support. Not enough practical or emotional support from supervisors or colleagues to do the job well. Support cushions people against other pressures, so its absence makes everything else harder to cope with.

Organisational culture

How the wider organisation operates, makes decisions, and treats its people.

Poor organisational justice. Unfair, inconsistent, or unclear processes and decisions. A sense of being treated unfairly, in workload, opportunity, or how problems are handled, is a significant and often underestimated pressure on wellbeing.

Poor change management. Change that is poorly planned, poorly communicated, or imposed without consultation. Uncertainty and loss of control during change are common triggers for distress, and how change is handled matters as much as the change itself.

Work environment

The conditions and context in which the work takes place.

Poor environmental conditions. Working amid unpleasant, uncomfortable, or physically demanding conditions. Physical strain takes a cumulative toll on mental as well as physical wellbeing.

Remote or isolated work. Working with limited contact with others, or far from help if something goes wrong. Isolation reduces access to support and can heighten both pressure and vulnerability.

Fatigue. Not enough rest or recovery, often from long hours, shift work, or unrelenting demand. Fatigue affects mood, judgement and resilience, and compounds the effect of every other factor here.

Exposure to traumatic material. Encountering distressing events, information, or images as part of the work. Repeated or intense exposure carries a real risk of traumatic stress, and is an occupational reality in many roles even when the work is done well.

Exposure to interpersonal harm

Harm that arises from how people are treated by others at work. These are not only workplace factors. For the person who experiences them, they can be distressing or traumatic, and their effects are real and lasting.

Bullying. Repeated unreasonable behaviour directed at a person that creates a risk to their health. Ongoing bullying is closely associated with anxiety, low mood, and lasting harm to a person's confidence and sense of safety at work.

Aggression or violence. Threatening or violent behaviour, whether from colleagues, clients, or the public. Both the events themselves and the anticipation of them take a serious toll.

Sexual harassment. Unwelcome sexual conduct that a reasonable person would find offensive, humiliating, or intimidating. Its effects on mental health can be profound, and are often compounded by how hard it can be to report.

Gendered violence. Harmful behaviour directed at a person because of their sex or gender, including harassment and abuse. It's a recognised workplace factor with significant psychological impact, and one people are too often left to carry alone.

Why this matters

These factors rarely act alone. Most people affected by them are dealing with several at once, and they compound, which is why the impact can build quietly and then feel sudden.

At The 11th Hour Clinic we work with individuals navigating the effects of these pressures, and with organisations working to understand and manage them. If any of it is familiar, whether you're facing it yourself or responsible for others who are, you're welcome to get in touch.

Where to start

If you have a GP Mental Health Treatment Plan, therapy is likely your starting point, and your plan means you can claim a Medicare rebate.

If you're looking to make behavioural changes that affect how you experience work, a coaching session may be the better place to begin.

If you're responsible for a team or workplace and want to understand or address these factors, get in touch for a bespoke solution.

Make an appointment online | Get Started | 1800 977 411