INTRODUCTION

Young people in the workplace contain a series of activities and resources to help students explore the issues around workplace discrimination. The activities help students to draw comparisons between the dramatized workplace issues and their personal experiences by looking at how concepts of difference, discrimination and harassment may operate in their daily lives. The resources provide an opportunity for students to explore their own sense of identity and compare it with others. A variety of rights issues can be raised within the context of one situation. At work, issues of race, age, sex and disability discrimination may be encountered, and the rights and responsibilities of employees and employers may not be clearly defined. By exploring these issues and making students aware of the rights they should expect to uphold and have upheld in a workplace situation, they become empowered to act in situations where they see instances of unlawful discrimination in their own lives. The accompanying DVD and script explores a potential real-life situation of young people entering the workplace. Case studies are provided which explore issues of sex, age, race, and sexual harassment in the workplace. The workplace has become the central institution in American society. A higher proportion of the population than ever before is in the workplace, as women have
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taken jobs to support their families as principal breadwinners or as part of dualearner households. Workplaces reflect the racial and ethnic diversity of the population more than any other institution. The workplace distributes earned income to most of the population. In contrast with many other advanced countries, where the state provides benefits for citizens paid from general taxation, the U.S. relies on private decision-making in the workplace to furnish a disparate range of benefits, most notably health insurance and vacations with pay. The U.S. also places on the workplace the obligation to provide an increasing list of individual rights enforceable in the courts. Americans spend more time at the workplace than the citizens of any other advanced country, save for Japan. Far more Americans work than vote. Economic Performance. The workplace is a centerpiece of the nation's economic performance, concern with productivity, quality, and competitiveness. Our main national asset is a skilled and hard-working workforce. In an ever more global economy, the quality of the workplace affects not only the individual enterprise and its employees, but also national economic growth and productivity performance.

DEFINITION A workplace is a location or building where people perform physical or mental work in order to earn a living. It is usually a location outside one's home or place of residence. Common private-sector workplaces in a town or city include factories, warehouses, stores, banks, restaurants, and hotels. Common public-sector workplaces include government offices, schools, and libraries. There are also nonprofit workplaces such as hospitals and soup kitchens. In rural areas, a workplace may be a farm or a ranch. The term "workplace" is also used to describe the work environment in general especially as it relates to the rights and responsibilities of employees and employers.

TYPES OF ISSUE RELATED TO WORK

 HEAVY WORKLOADS
Heavy workloads are not uncommon in today's workplace. Downsizing, fear of job security and an uncertain economy often prompt workers to accept or take on increasingly greater work responsibilities and longer hours. This increased level of performance doesn't necessarily result in increased levels of productivity. In fact, it can lead to problems and circumstances that actually reduce earnings for a company Reduced Productivity An employee working longer hours isn't necessarily getting more work accomplished. A staffer who is tired, overworked or is attempting to juggle multiple responsibilities is more prone to mistakes. The overall quality of work product can be diminished due to a heavy workload, and mistakes can be costly. Stress Overworked employees often face higher degrees of stress, which can impact output and lead to physical and mental health problems. A stressed worker is not always focused or able to give complete attention to professional responsibilities. An employee tasked with an excessive workload may feel increasing pressure to
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perform Herculean tasks, resulting in emotional stressors including depression, as well as physical symptoms like increased blood pressure.

OVER SUPERVISION

Supervision is an extremely vital part of a workplace that intends to maximize its success potential. It naturally follows, then, that poor supervision in a workplace is among the primary obstacles to achieving potential successes by a business. After all, employees, no matter their task, must have the proper instruction and training to ensure that they are doing their jobs correctly, and with minimal risk of error or injury.

After the initial training has been completed, supervision remains necessary for continuing skill and knowledge development among employees. It is for this reason that many businesses today refer to their supervisors as coaches. When a company has poor supervision, there is not enough responsibility for taking action for the prevention of problems, mistakes, accidents, and injuries. Poor supervision removes a very important part of the employee support process, eliminating the opportunity for reference, learning, and safety. Poor supervision also opens the door for unethical behaviors within a company. With poor supervision, employees commonly feel that their work is not valued by the company, and loyalty is difficult to form if it forms at all. Without loyalty, employees are more likely to deviate from acceptable business practices. Such activities can include theft, decreased employee effort, using equipment without authorization, and falsifying documents, among other things

 JOB INSECURITY Job security is the probability that an individual will keep his or her job; a job with a high level of job security is such that a person with the job would have a small chance of becoming unemployed. Factors affecting job security is dependent on economy, prevailing business conditions, and the individual's personal skills. It has been found that people have more job security in times of economic expansion and less in times of a recession. Also, some laws (such as the U.S. Civil Rights Act of 1964) bolster job security by making it illegal to fire employees for certain reasons. Unemployment rate is a good indicator of job security and the state of the economy and is tracked by economists, government officials, and banks. Typically, government jobs and jobs in education, healthcare and law

enforcement are considered very secure while private sector jobs are generally believed to offer lower job security and it usually varies by industry, location, occupation and other factors. Personal factors such as education, work experience, job functional area, work industry, work location, etc., play an important role in determining the need for an individual's services, and impacts their personal job security. Since job security depends on having the necessary skills and experience that are in

demand by employers, which in turn depend on the prevailing economic condition and business environment, individuals whose services are in demand by employers will tend to enjoy higher job security.

CAUSES RELATED TO WORK PLACE ISSUE

Lack of Training
If an employee doesnt know how to do his job correctly, it can lead to workplace problems that have a negative impact on your business. Hire only qualified individuals
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and conduct comprehensive orientation and training before they being work. Provide ongoing evaluations and performance assessments to ensure employees fully understand the responsibilities of their positions and are performing their jobs as effectively as possible.

Different Personalities
Everyone has a different personality, though vastly differing personalities tend to be more evident in a small business environment. Diversity can be good for a business in many ways, but if clashing employee personalities have a negative impact on the workplace, on morale or on productivity, it can become a problem. Take into consideration the personal and professional natures of existing staffers when hiring new employees to ensure a good blend of individuals who will work well together.

Close Quarters
Colleagues in a small business often work in shared or close quarters, especially in offices and retail operations. This can create proximity tension in which employees dont feel they have their own space, or feel they lack privacy and the ability to concentrate. Personality quirks, such as excessive talking or invading personal space can exacerbate the closed-in feeling and create tension and hostility. Where possible, give employees enough physical room to work without feeling theyre or on top of one another.

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Overburden
Out of necessity, employees of a small business often have overlapping responsibilities. The marketing manager may do double duty as the newsletter editor and the receptionist may follow up on sales leads. Too many responsibilities can create stress and tension. To avoid workplace problems, dont burden employees with more tasks than they can reasonably handle. Doing so wont improve performance or work product and can end up lowering morale and creating high turnover.

Poor Communication
Employees who arent well-versed in interpersonal communication techniques may have a difficult time relating to colleagues, customers and managers. A lack of communication can lead to errors, frustration, missed deadlines and unmet goals. Combat this problem by establishing communication guidelines in your business. Note how e-mails are to be forwarded and copied, how memos are to be distributed and how meetings will be run. Provide workplace communication training, if necessary. This will help to eliminate many potential

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HOW TO MANAGE WORK HEALTH AND SAFETY RISKS: CODE OF PRACTICE

This Code provides practical guidance for persons who have duties under the WHS Act and Regulations to manage risks to health and safety. The duty is placed on persons conducting a business or undertaking, including employers, self-employed, principal contractors, persons with management or control of a workplace, designers, manufacturers, importers and suppliers of plant, substances or structures that are used for work.

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This Code applies to all types of work and all workplaces covered by the WHS Act. Other approved codes of practice should be referenced for guidance on managing the risk of specific hazards.

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WORKPLACE ENVIRONMENT

A work environment may increase the risks associated with manual tasks. For example:

floors may be slippery and uneven there is poor housekeeping there are ambient conditions (such as noise, cold and heat) work areas are unpredictable (such as private homes).

Work environments should promote safe movement and ease of access. They should not place unnecessary demands on people carrying out manual tasks. For example, high heat and humidity place extra demand on physically demanding work, and increase the risk of injury.
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Ways to control hazards

Keep floor coverings and surfaces repaired, and use non-slip flooring materials.

Keep areas clean and tidy, and implement a clean up policy. Provide covered walkways. Keep access ways clear. Ensure adequate lighting. Where possible, minimise extraneous noise or use alternative

communication.

If working outdoors:
o o o o

remove obstacles avoid steep inclines avoid slippery or heavy ground provide footpaths where possible.

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What work-related factors increase the risk of violence?

Certain work factors, processes, and interactions can put people at increased risk from workplace violence. Examples include:

working with the public. handling money, valuables or prescription drugs (e.g. cashiers, pharmacists). carrying out inspection or enforcement duties (e.g. government employees). providing service, care, advice or education (e.g. health care staff, teachers). working with unstable or volatile persons (e.g. social services, or criminal justice system employees).

working in premises where alcohol is served (e.g. food and beverage staff). working alone, in small numbers (e.g. store clerks, real estate agents), or in isolated or low traffic areas (e.g. washrooms, storage areas, utility rooms).

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working in community-based settings (e.g. nurses, social workers and other home visitors).

having a mobile workplace (e.g. taxicab). working during periods of intense organizational change (e.g. strikes, downsizing).

Risk of violence may be greater at certain times of the day, night or year; For example,

late hours of the night or early hours of the morning, tax return season, overdue utility bill cut-off dates, during the holidays, pay days, report cards or parent interviews, and performance appraisals.

Risk of violence may increase depending on the geographic location of the workplace; for example,

near buildings or businesses that are at risk of violent crime (e.g. bars, banks). in areas isolated from other buildings or structures

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WORK RELATED STRESS

Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone through drastic changes over the last century and it is still changing at whirlwind speed. They have touched almost all professions, starting from an artist to a surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably. Professional stress or job stress poses a threat to physical health. Work related stress in the life of organized workers, consequently, affects the health of organizations. What`s It? Job stress is a chronic disease caused by conditions in the workplace that negatively affect an individual`s performance and/or overall well-being of his body
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and mind. One or more of a host of physical and mental illnesses manifests job stress. In some cases, job stress can be disabling. In chronic cases a psychiatric consultation is usually required to validate the reason and degree of work related stress. Working on a project on stress at work, Andy Ellis, Ruskin College, Oxford, UK, has shown in a chart how stress can adversely affect an employee`s performance. In the early stages job stress can `rev up` the body and enhance performance in the workplace, thus the term `I perform better under pressure`. However, if this condition is allowed to go unchecked and the body is revved up further, the performance ultimately declines and the person`s health degenerates.

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SYMPTOMS
The signs of job stress vary from person to person, depending on the particular situation, how long the individual has been subjected to the stressors, and the intensity of the stress itself. Typical symptoms of job stress can be: Physical symptoms include: 1. Fatigue 2. Muscular tension 3. Headaches 4. Heart palpitations 5. Sleeping difficulties, such as insomnia 6. Gastrointestinal upsets, such as diarrhea or constipation 7. Dermatological disorders. Psychological symptoms include: 1. Depression 2. Anxiety 3. Discouragement 4. Irritability 5. Pessimism

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6. Feelings of being overwhelmed and unable to cope 7. Cognitive difficulties, such as a reduced ability to concentrate or make decisions. Behavioral symptoms include: 1. An increase in sick days or absenteeism 2. Aggression 3. Diminished creativity and initiative 4. A drop in work performance 5. Problems with interpersonal relationships 6. Mood swings and irritability 7. Lower tolerance of frustration and impatience 8. Disinterest 9. Isolation.

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CAUSES OF WORK-RELATED STRESS

Some of the factors that commonly cause work-related stress include: 1. Long hours 2. Heavy workload 3. Changes within the organisation 4. Tight deadlines 5. Changes to duties 6. Job insecurity 7. Lack of autonomy 8. Boring work 9. Insufficient skills for the job 10.Over-supervision 11.Inadequate working environment 12.Lack of proper resources 13.Lack of equipment 14.Few promotional opportunities 15.Harassment 16.Discrimination
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17.Poor relationships with colleagues or bosses 18.Crisis incidents, such as an armed hold-up or workplace death.

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REDUCE JOB STRESS BY PRIORITIZING AND ORGANIZING

When job and workplace stress threatens to overwhelm you, there are simple steps you can take to regain control over yourself and the situation. Your newfound ability to maintain a sense of self-control in stressful situations will often be wellreceived by coworkers, managers, and subordinates alike, which can lead to better relationships at work. Here are some suggestions for reducing job stress by prioritizing and organizing your responsibilities. Time management tips for reducing job stress

Create a balanced schedule. Analyze your schedule, responsibilities, and daily tasks. All work and no play is a recipe for burnout. Try to find a balance between work and family life, social activities and solitary pursuits, daily responsibilities and downtime.

Dont over-commit yourself. Avoid scheduling things back-to-back or trying to fit too much into one day. All too often, we underestimate how long things will take. If you've got too much on your plate, distinguish between the "shoulds" and the "musts." Drop tasks that aren't truly necessary to the bottom of the list or eliminate them entirely.

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Try to leave earlier in the morning. Even 10-15 minutes can make the difference between frantically rushing to your desk and having time to ease into your day. Dont add to your stress levels by running late.

Plan regular breaks. Make sure to take short breaks throughout the day to take a walk or sit back and clear your mind. Also try to get away from your desk or work station for lunch. Stepping away from work to briefly relax and recharge will help you be more, not less, productive.

Task management tips for reducing job stress

Prioritize tasks. Make a list of tasks you have to do, and tackle them in order of importance. Do the high-priority items first. If you have something particularly unpleasant to do, get it over with early. The rest of your day will be more pleasant as a result.

Break projects into small steps. If a large project seems overwhelming, make a step-by-step plan. Focus on one manageable step at a time, rather than taking on everything at once.

Delegate responsibility. You dont have to do it all yourself. If other people can take care of the task, why not let them? Let go of the desire to control or oversee every little step. Youll be letting go of unnecessary stress in the process.

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Be willing to compromise. When you ask someone to contribute differently to a task, revise a deadline, or change their behavior at work, be willing to do the same. Sometimes, if you can both bend a little, youll be able to find a happy middle ground that reduces the stress levels for everyone concerned.

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