vith those aspects of work design andthe organization andl management of work, and theie social and envizonmentl both ‘unfavorable organiation and management in. the workplace, which include but is aot Limited to excessively demanding work and/or insufficient time to complete tasks, role conflict and cole ambiguity, ineffective communication, poorly managed organizational change and job inseeusty, and difficulty in combining work commitments with person al life (Toukas, Delichas, Toufekoula, & Spyrouli, 2015). Work-related psychosocial factors have been shown as major contributors tr mental health problems so that mental health Correspondence address [Direccion para comespondenca rol. De Albert Set. Faculty of Paychalogy. Haleane Manes University. (Gir de Vallemona mn 75 (7222 Para (Spe) emai alher wud ex Arie made 23062017: iad 122017 apd 24.03.2018) complaints such as stress, depression of anxiety arc the see- ‘ond most frequently reported work-related health problem in Earopean countries after musculoskeletal diseases (To- ‘maschck, Liitke, Melzer, Debitz, & Buruck, 2018). ‘Although the prevalence and impact of psychosocial risks is now widely acknawledged as a priosity in Health & Safety (H&S) in Eusope, there is an importance resistance by key stakeholders in prioritizing psychosocial risk management both in business and policy making (Leka, Van Wasseahove, & Jain, 2015). One ceason for this barrier is that psychosocial sks are not easy to link dizectly to classical understandings, of what isa risk to H&S (Walters, 2011). [tis also important tw note that psychosocial risks would be managed acither solely through a H&S perspective aoe theough solely from 3 human resource management perspective, but from a strate= gic perspective both at omanizational and at policy level (Langenhan, Leka, & Jain, 2013). Despite of these bartiers, there is empirical evidence about ro reducing the level of psychosocial risk has a positive effect on workers satisfaction, well-being and health (Aust & Ducki, 2004; Kompéer, Aust, van den Begg, & Siegrist, 200; ‘Kristensen, 2000), Supervision and leadership, and associated psychosocial risks (conflict and zole ambiguity, development = 106WORK-RELATED PSYCHOSOCIAL HAZARDS Job content Workload & work pace Work schedule Control Environment & equipment Organisational culture & function Interpersonat relationships at work Role in organisation Career development Homework interface Lack of variety or short work cycles, fragmented or meaningless work, under use of skills, high uncertainty, continuous exposure to people through work Work overload or under load, machine pacing, high levels of time pressure, continually subject to deadlines Shift working, night shifts, inflexible work schedules, unpredictable hours, long or unsociable hours Low participation in decision making, lack of control over workload, pacing, shift working, ete. Inadequate equipment availability, suitability or maintenance; poor environmental conditions such as lack of space, poor lighting, excessive noise Poor communication, low levels of support for problem solving and personal development, lack of definition of, or agreement on, organisational objectives Social or physical isolation, poor relationships with superiors or co-workers, interpersonal conflict, lack of social support Role ambiguity, role conflict, and responsibility for peopte Career stagnation and uncertainty, under promotion or over promotion, paor pay, job insecurity, low social value ‘to work Conflicting demands of work and home. low support at home, dual career problemsThe risk assessment brings together two elements to allow the identification of likely risk factors. First, it requires the identification of psychosocial hazards. Second, information about the possible harm associated with psychosocial hazards is collected bath from the risk assessment and from otherwise available organisational records, such as absence data and occupational health referrals. This information is used to determine which of the psychosocial hazards actually affect the health of those expased to them ar the healthiness of their organisation as conceptualized before. This exercise, relating paychosocial hazards to their possible etfects on health, can be an exercise of logic or can be more formally investigated using simple statistical techniques complemented by the registration and analysis of incidents with respect to violence, harassment, etc, Most organisations, especially smaller enterprises, will use the former approach. Bringing together the information on psychosocial hazards and their possible health effects allows the identification of likely risk factors. These risk factors can be prioritised in terms of the nature of the hazard or the harm it causes, the strength of the relationship between hazard and harm, or the size of the group affected. ‘As mentioned before, in PRIMA-EF, psychosocial hazards also include violence, bullying and harassment at work. Risk assessment of customer violence needs to take into account the physical work environment, e.g. workplace design and safety devices as enabling factors of violent attacks, Also, as mentioned before the multiform nature of issues such as bullying should be considered. Audits of existing practices and support Before action can be sensibly planned, it is necessary to analyse what measures, if any, are already in place to deal with psychosocial hazards and their effects on the individual or the organisation. This analysis requires an audit (review, analysis and critical evaluation) of existing management practices and employee support. This is an examination of initiatives for handling psychosocial hazards, work-related stress and carsPci at eine fet stone eh presi AIM mde ‘opporrunities, and social support) can be also considered 2s ‘powerful predictors of job satisfaction and intention to dis- ‘engaye from the orgunization (Acker, 2004). ‘The influence ‘that leadership has on psychosocial eisk factors and job satis- faction forces managers to consider strategies of change that affect the labor aspects, to increase job satisfaction and, achieve a higher level of well-being and organizational com- ‘mitment Supervisor's support appears as a moderating vari- able in the relationship between workload and emotional ex- hhaustion and job satisfaction (Baersswyl, Krause, & Schwan inger, 2010). In tum, Comtese, Colombo and Ghislies: 2010) argue that increasing satisfaction means improving support for coordination, work organization, family seconeiiation policies and personal counseling programs. It seems reason able to interpret that the workers not only wish that there ‘can be perceived an interest in their work, but also that there “Another importaat variables ompanizational conflict, and its possible relationship, both with psychosocial risks! and job satisfuction. Although che importance of psychoso- cal sak in work for employees! health is well documented, the effects of the style of conflict sat have general” ly received less attention (Hyde, Jappinen, Theorell, & Oxen- stierna, 2006). Literature findings indicate that a constructive ‘Hite than though domioation or eblgetion, s csseatal © increase employee satisfaction and productivity, and ia tum reduce abandonment (Benitez, Medina, & Munduate, 2012; Choi, 2013; Lee, 2009; Springs, 2016). The role of supervi- ‘sors and middle managers to improve satisfection and inno- vation through appropriate conflict management is critical (Chen, Zinio, Liv, & Wu, 2012). Effective conflict manage- 107 “The Health sector is especially vulnerable to psychosocial tisks and soveral studies have analyzed its relationship with job satisfaction (Acker, 2004; Hall, Dollard, & Coward, 2010; Lipex-Montesinos, 2013; Martin, Lucefo, Jaén, & Rubio, 2007; MeCaughey, Turnes, Kim, Dellifraine, & MeGhan, 2015), of with somatic symptoms, pain, psychological har- assment, fatigue, scress, or bumout (Bilunann, Kant, Van der Brandt, & Kasl, 2002; Coelho, ‘Tavares, Lourengo, & Lima, 2015; Preimann & Merisalu, 2015; § Laaksonen, Leino-Asjas, & Lahelma, 2009). The mobilization f too many strong emotions and a very complex organiza tional structure can lead to emotional exhaustion paricularly for jobs involving an interaction with the public, such as hospital workers dealing with patients and their families (Ro- land-Lévy, Lemoine, & Jeoffsion, 2014), Organizational ‘conflicr has also high-prevalence ia Iealth professional contexts. The review of the literarure de- ‘veloped by Kim ¢ al (2017) concludes that perceptions of a disrespectful working environment and poor collaborative ‘work are the main consequences of intexpersonal conflict; at the organizational level the main sources of conflict are the sole ambiguity of Health professionals, the inadequate steuc- ture of communication channels, and inefficient workflows, negatively affecting job satisfaction of Health provessionals and the intention 1 remain or abandon. Aldhough there is ‘evidence of increased satisfaction in the presence of low lev- cls of confict, given the real possibility of resolution (Lodo- ova et al, 2014), Health professionals may experience dis- satisfaction, due to different causes, which in turn conteibute to increase conflict (or vice versa). Kaitelidoa ef af. (2012) point out that the main causes of conflict in the hospital set- ting are onganizational and their resolution is based onIn PRIMA-EF, psychosocial hazards alsa include violence, bullying and harassment at work. These are often multiform phenomena: e.g., to become bullied is a psychosocial risk situation causing psychological harm; on the other hand, bullying at work should be regarded and discussed as a consequence of a poor psychosocial work environment. PRIMA-EF * ARESQURCE FOR EMPLOYERS AND WORKER REPRESENTATIVES Regulatory Framework Psychosacial risk management is among employers' obligations to assess and manage all types of risk to workers’ health as stipulated in the European Council Framework Directive on the Introduction of Measures to Encourage Impravements in the Safety and Health of Workers at Work, 89/391/EEC. Two agreements that have been concluded by the European Social Partners are also relevant: the framework agreement on work- related stress (2004) and the framework agreement on harassment and violence at work (2007). However, god psychosocial management also goes beyand legal requirements and offers many oppartunities for businesses,PSYCHOSOCIAL HAZARDS Role in organisation Lack of variety or short work cycles, fragmented or meaningless work, under use of skills, high uncertainty, continuous exposure to people through work Work overload or under load, machine pacing, high levels of time pressure, continually subject to deadlines Shift working, night shifts, inflexible work schedules, unpredictable Fours, {ong ot unsociable hours Low participation in decision making, lack of control over workload, pacing, shift working, etc. Inadequate equipment availability, suitability or maintenance; poor environmental conditions such as lack of space, poor lighting, excessive noise Poor communication, low levels of support for problem solving and personal development, lack of definition of, or agreement on, organisational objectives ‘Social or physical isolation, poor relationships with superiors, interpersonal conflic, lack of social support Role ambiguity. role conflict, and responsibility for people Career stagnation and uncertainty, under promotion or over promoton, poor pay, job insecurity, low social value to work Conflicting demands of work and home, low support at home, dual‘ramed by the national and turopean neath ana sarety legisiation ang by the employers tegal duty ot care. It is essential that those involved have evidence of their competence and are fully aware of the ethical aspects ofthis work as well as the legal and scientific aspects. 3. Psychosocial risk management policies and practice at the enterprise level This section aims at translating the above key concepts and philosophy to a model for the management of psychosocial risks at the enterprise level 3.1. The psychosocial risk management process and model (enterprise level) 3.1.1. A stepwise iterative process 1e use of risk management in health and safety has a substantive history, and there are many texts that present and discuss its general principles and variants (Cox & Tait, 1998; Hurst, 1998; Stranks, 1996) and its scientific and socio-political contexts (Bate, 1997). Although the risk management ‘approach was initially developed to reduce the exposure to hazards of a physical nature, the model is relevant to tackle psychosocial hazards as well. Risk rmanagenn LDerAIRG Cyele, COMETETIAG of the steps Plan, Do, Check and Act. They incorporate five important elements: (i) a declared focus on 2 defined work population, workplace, set of operations or particular type of equipment, (i) an assessment of risks to understand the nature of the problem and their underlying causes, (i) the design and implementation of actions designed to remove of reduce those risks (solutions), (iv) the evaluation of those actions, and (v) the active and careful management of the process (Leka et al, 2005). These principles are also relevant and applicable at the macro policy level (see section 4). ‘Managing psychosocial hazards is not a one-off activity but part of the on-going cycle of good management of work and the effective management of health and safety. As such it demands a long-term orientation and commitment on the part of management. As with the management of ‘many other occupational risks, psychosocial risk management should be conducted often, ideally on a