Features of poorly organised work
Table 1.1: Features of poorly organised work (adapted from Cox)
A: The context in which the work takes place
Work characteristic
- Conditions predisposing to stress
Organisational function and culture
- Rigid work practices — people unable to work out their own solutions to the day-to-day problems they encounter (in the workplace.)
- Poor communication within the workplace.
- A non-supportive work culture — concerns and requests are dismissed without consideration.
Role in organisation
- Role or task ambiguity/uncertainty — (for example), people are unsure about what they should doing.
- Role conflict (from) imprecise or conflicting job descriptions.
- Responsibility for people beyond the individual’s capacity.
Career development
- Career uncertainty or stagnation (where the employer has no jobs with greater responsibility or content to offer).
- Poor status or status incongruity – a mismatch between qualifications and job demands.
- Poor pay
- Job insecurity and fear of redundancy
- A low social value of the employee’s work
- Lack of rewards (status, self esteem, recognition)
Decision latitude/control
- Low participation in decision-making.
- Lack of control over the speed and scheduling of work.
Relationships at work
- Physical isolation.
- No formal employee participation system
- Poor relationships with supervisors and fellow workers
- Interpersonal conflict and violence at work (or at home)
- A lack of social support at work or home.
Home/work interface
- Conflicting demands of work and home life.
- Low social or practical support at home.
- Dual career problems. (Having two jobs or juggling schedules with a working partner.)
B: The content of the work
Work characteristic
- Conditions predisposing to stress
Task design
- Lack of variety and/or short work cycles,
- Fragmented or meaningless work.
- Under-utilisation of skill.
- Continual dealing with customers.
Workload or work pace
- Lack of control over work rate/pacing.
- Work over-load or under-load.
- High work rate or time pressure.
Work schedule
- Shiftworking. The disruption to body processes caused by changes in shift work patterns especially when these are badly designed.
- Inflexible work schedules.
- Unpredictable working hours
- Long or unsociable working hours.
Work Context
- Inherently hazardous work
- No two-way communication on workplace issues
Comments:
These descriptions indicate some of the features of work that may make it unreasonably demanding. The presence of an item in this table should not be taken to mean that it is a hazard that DOL thinks should be controlled. Rather, the mention of an item reflects scientific findings about the averaged results of studies of groups of people.
In assessing the impact of these factors, many of which are subjective, employers and employees will need to take account of all the environmental factors in which an organisation and its workers are operating. A key aspect of a good faith assessment is to consider the control that both employees and employers have over each feature.
There are a number of possible contradictions in this table. For example, the resolution of task ambiguity may result in rigid work practices or an increase in the variety of work may result in an overextension of a person’s ability to handle responsibility. As in all things, a balance, in each particular circumstance, needs to be worked out.
From 'Healthy Work Managing Stress and Fatigue in the Workplace', Table 1.1 (pages 14 and 15)
