JOURNAL OR DOCUMENT IN PSYCHOLOGICAL RISK IN A GROUP

Psychologically Safe and Healthy Workplaces: Risk Management Approach Tool kit

A psychologically healthy and safe workplace is one that promotes employees’ psychological well-
being and proactively endeavors to prevent harm to employee psychological health. AS A GROUP IN
A WORKPLACE ITS BETTER THAT EACH ONE OF EMPLOYEE WOULD KNOW THE
DIFFERENCS OF EVERYONE. Employees exposed to these psychological risk factors in the
workplace are more likely to develop stress responses and mental health conditions. In addition,
workplaces that do not address the psychological risk factors have the potential to make existing
employee mental health conditions and stress responses worse.

Psychological risks in the workplace refer to factors or conditions that can negatively impact
employees' mental health, well-being, and performance. Addressing these risks is crucial for creating
a psychologically safe and healthy work environment. There some risk that always experience of
each employee and they are;

 Workplace Stress: High workloads, tight deadlines, unclear expectations, and lack of support
can contribute to stress among employees. Prolonged exposure to stress can lead to burnout,
anxiety, and depression.
 Workplace Bullying and Harassment: Bullying, harassment, discrimination, and other forms
of mistreatment can have severe psychological effects on employees. These behaviors create
a hostile work environment and can lead to decreased morale, productivity, and job
satisfaction.
 Inadequate Communication: Poor communication within the organization can lead to
misunderstandings, rumors, and feelings of exclusion. Lack of clarity about roles,
responsibilities, and organizational changes can increase anxiety and stress.

Addressing these psychological risks requires a proactive approach from organizations, including
implementing policies and practices that prioritize employee well-being, fostering a supportive and
inclusive culture, providing training on mental health awareness, and offering access to resources
such as counseling and support services.

In today's dynamic work environments, ensuring the physical safety of employees has long
been a priority for organizations. However, an equally critical but often overlooked aspect of
workplace safety is the psychological well-being of employees. Psychological risks in the
workplace encompass a range of factors that can have profound effects on employees' mental
health, productivity, and overall satisfaction. As workplaces evolve and new challenges arise,
understanding and addressing these risks have become imperative for fostering a healthy and
productive work environment. From workplace stress and bullying to poor leadership and job
insecurity, these risks can manifest in diverse ways, affecting individuals across all levels of an
organization. By identifying and addressing these risks, organizations can create environments
that prioritize the mental health and well-being of their employees, ultimately leading to
increased engagement, satisfaction, and overall success.

Through proactive measures such as clear communication, supportive leadership, and the
promotion of work-life balance, organizations can mitigate these risks and cultivate cultures of
psychological safety and resilience. In doing so, they not only protect the health and happiness
of their employees but also foster environments where individuals can thrive and contribute
their best work. In the following sections, we will delve deeper into the specific psychological
risks that exist in the workplace, exploring their causes, effects, and strategies for prevention
and mitigation. By understanding and addressing these risks, organizations can create
healthier, more fulfilling work environments for their employees, driving success and
sustainability in the modern workplace.

This document explore the differences of employees in a workplace on how they experience
psychological risk in their workplace. When an employee is unable to handle the stress of their
job, there may be health consequences. psychological dangers that were imposed on them.
People may vary in their capacity to handle the psychological danger elements. A few things
that affect a person's capacity for adjustment include prior experiences, coping mechanisms,
character traits, and support systems in place. It's crucial to keep in mind that due to individual
variances, workers may respond differently to difficult circumstances. Some employees may
not find difficult situations, while others would. Consequently, Potential harm and psychological
 risk factors shouldn't be discounted or ignored based only on premise that either no employees
or just one employee has suffered a negative outcome.

When considering the effects of work-related stress, it is important to understand the characteristics
of levels of risk control within the workplace.

Organizational: although there are many psychological risk factors that can lead to a psychological
injury, there are eight psychological risk factors that can be controlled at an organizational level.
They have been widely researched and are known to impact on employee well-being and adverse
psychological health
These eight psychological risk factors which can be controlled at the organisational level are:
 Autonomy/control: the amount of authority the employee has over the way they do their
job
 Job demands: the amount of workload the employee has to complete; this includes
timelines for completing work
 Support: the level of support the employee perceives from management and colleagues
 Role conflict/ambiguity: the extent that the employee’s tasks and duties are clearly
defined (i.e. understaffing can lead to employees doing tasks for more than one position)
process.
Relationships: the extent of good working relationships in the workplace. This can include the
presence of bullying and harassment issues in the workplace
Change: involves planned and unplanned change in the work environment. Changes can
occur at three levels: personal (i.e. changes to position and responsibilities), management (i.e.
new Psychologically safe and healthy workplaces: Risk management toolkit 4 | P a g e
A11111804 supervisors or processes and procedures), and organisational (i.e. takeover,
restructure or redundancies)
Rewards and recognition: involves rewarding employee efforts and recognising individual
and team contributions and achievements within the organisation
Organisational justice: refers to the perceptions of fairness about work procedures and how
they are enacted. It involves procedural fairness and relational fairness. Procedural fairness
refers to how procedures are implemented within the organisation. Relational fairness refers to
the degree of dignity and respect afforded to an employee during the

The success, well-being, and productivity of both employees and organizations depend on the
identification and handling of psychological risks at work. These hazards, which range from bad
leadership and job insecurity to workplace stress and bullying, can have a significant impact on
people's general well-being and mental health. However, companies may establish work
environments that put their workers' psychological safety and wellbeing first by recognising these
dangers and taking proactive steps to address them.

Companies can reduce psychological risks and promote healthy work environments by using a
variety of techniques, some of which include clear communication, supportive leadership, and the
development of work-life balance. Organizations show their dedication to fostering psychological
safety and resilience by funding resources like counseling services, training on mental health
awareness, and conflict resolution initiatives.

MEMBERS:

LUCIANO, JENMARS A.
MAGBUTAY, MAE
GEDRAGA, KATLEEN
DURAN, JEN
DELOS SANTOS MAY