Psychosocial Risks
2.3. Factors related to the structure of the organisation:
2.3.1. Definition of the task: extreme definition or the lack of definition
Everyone needs to know what is expected of them, what their attributions are, how far they can go, an what they can or cannot do. Accordingly, every job must have a clear definition of the tasks associated with it. This avoids placing workers in contradictory situations or situations of indecision due to ambiguities or the lack of definition.
Furthermore, the management chart must be clearly defined, as well as the degree of autonomy, whether one works in a team or not, and the consequences of one’s decisions, so as to be able to avoid conflictive situations.
2.3.2. Structure of the hierarchy: vertical or horizontal hierarchization
Knowing the structure of the firm and the place each person occupies in it is important for the development of both the workers and the firm itself.
2.3.3. Management style
The most common classification divides the different styles into authoritarian, paternalistic, “laissez-faire” and democratic:
- Authoritarian: characterised by having little trust in subordinates, making every effort so that they intervene as little as possible in decision making. The goals of the organisation and the decisions are taken “from above” and are transmitted via the line of command. The ways of acting consist in giving orders that must be obeyed, imposing opinions on the group, not informing others as regards overall goals, only giving immediate orders and maintaining a distance with respect to the group. This style of management usually generates quite a lot of tension, competitiveness among the members of the group and a lack of motivation in those who have minimum responsibility and do not find any sense or reason in the work they carry out.
- Paternalistic: characterised by placing personal interests before the demands of the organisation. The boss uses general methods of control that are mild but, contrary to appearances, does not facilitate the participation of workers and may generate discontent among the members of the group.
- “Laissez-faire”: the boss demands very little effort, abstains from leading, leaves the group to organise itself freely and does not offer instructions of any kind. Consequently, the group does not usually achieve its goals or does so with a low level of quality, latent aggressiveness usually being present as a result of existing uncertainty.
- Democratic: characterised by valuing both the task and the individual, achieving the goal if it has sense for the members of the group and if these work with a certain degree of satisfaction.
Before taking a decision, the boss will consult with the members of the group so as to seek the solution among them all and decide on the most appropriate one. The main role of a democratic manager consists in coordinating the group. The work climate that is created with this type of management is highly motivating, fostering the sense of responsibility and the team spirit and increases the quality of the work done and job satisfaction.
The lack of consultation and participation in decision-making derived from non-democratic management styles as well as the limiting of initiative contribute to a great extent to the lack of well being on the part of workers.
2.3.4. Information and communication channels
The information that the worker needs to know, both in order to adequately carry out his work and to do so without any risk to his health and safety, must be transmitted clearly and simply and must reach all staff.
Hence the importance of establishing and maintaining active channels of efficient communication which will facilitate the participation of workers and may help reduce accident rates.
2.3.5. Interdepartmental and personal relations
Good relations between the different departments in the firm and between the workers themselves improves the work climate and productivity.
2.3.6. Professional development
The possibility of professional development is a clearly motivating element for people, especially when a relationship exists between training and promotion.
The lack of promotion possibilities may lead to a loss in interest in everything not related to the daily routine, while inadequate training to carry out the task could be the source of stress, both if the task requires exceeding the capabilities of the worker or if these capabilities are underexploited.
2.3.7. Introducing changes in the work medium
When introducing the necessary changes in the firm that allow it to evolve, these must be suitably carried out so as to avoid conflict:
- Taking into consideration workers attitudes to the change.
- Informing workers, especially those affected, regarding the changes and their objectives.
- Providing workers with the necessary training for their new roles, if required.
- Making the workers affected by the change participate throughout the entire process of its implantation.
2.3.8. Reward and compensation system: control of status, esteem and wages
Control of status includes work stability, unwanted changes, the lack of promotion perspectives and inconsistencies in status, while esteem includes respect and recognition, adequate support and being treated fairly.
In the long term, the interaction between a high level of effort and a low level of rewards represents the situation of greatest risk for health.
