Psychosocial hazard
reference library
The psychosocial hazards recognised under Schedule 1 of the Work Health and Safety Regulations 2023—with formal definitions, early warning signs, and practical things to check in your workplace.
High job demands
"Work workload is too intense for sustained periods—including unreasonable time pressure, physical, or emotional demands—that pushes people beyond what they can reasonably cope with."
Things to check
- Are deadlines or service expectations routinely unrealistic?
- Do workers regularly miss breaks or work back to finish tasks?
- Is workload highly uneven (peaks/lulls) without planning or resourcing?
Early warning signs
- Rushing, frequent mistakes, or increased quality issues
- People appear stressed, withdrawn, or visibly exhausted
- Higher sick leave or turnover during demanding periods
Low job control
"Workers have little say over how, when, or at what pace their work is done—including limited input into decisions that affect them."
Things to check
- Do workers have any flexibility in how they complete their tasks?
- Are people consulted before changes to their role or workload are made?
- Can workers raise concerns about how work is organised without pushback?
Early warning signs
- Frustration or disengagement, especially in experienced staff
- High absenteeism or turnover in structured or highly monitored roles
- Workers describing feeling "managed, not trusted"
Poor support
"Insufficient practical or emotional support from managers or peers, or lack of tools/resources needed to do the job safely and well."
Things to check
- Do people know who to go to for help and do they feel safe asking?
- Are training, tools, and staffing levels adequate for the assigned tasks?
- Do supervisors check in during demanding or difficult shifts?
Early warning signs
- People stop raising issues because they feel nothing will change
- Errors increase when workloads spike because support is missing
- Social isolation, burnout, or visible team tension
Low role clarity
"Uncertainty about responsibilities, priorities, or performance expectations—especially when roles overlap or change frequently."
Things to check
- Are responsibilities and escalation steps clear (who does what, when)?
- Are priorities communicated when priorities shift or change?
- Are role changes explained clearly and documented for the team?
Early warning signs
- Tasks routinely duplicated or completely missed
- Conflict about "who should have done it" for shared tasks
- Visible anxiety when unexpected situations arise outside the norm
Poor organisational change management
"Significant changes to work—restructures, new systems, policy changes—are implemented without adequate communication, consultation, or support."
Things to check
- Are workers told about changes before they happen, with enough time to prepare?
- Is there a clear person to ask questions of during a change process?
- Are concerns raised during change actually heard and responded to?
Early warning signs
- Rumour and speculation filling the communication gap
- Resistance or anxiety disproportionate to the change itself
- Drop in productivity or increase in errors during transition periods
Low recognition and reward
"Workers feel their effort and contribution is not acknowledged—through pay, feedback, recognition, or career opportunity."
Things to check
- Is there a consistent process for recognising good work and effort?
- Do managers give regular, specific feedback—not just at annual review?
- Are pay and progression decisions transparent and seen as fair?
Early warning signs
- Disengagement from high performers who stop going above and beyond
- Comments about effort not being noticed or rewarded appropriately
- Increased interest in leaving, especially among the most reliable staff
Poor workplace relationships including interpersonal conflict
"Ongoing tension, incivility, or unresolved conflict between workers, managers, or teams that creates an unsafe psychological environment."
Things to check
- Are conflicts addressed early with a clear, neutral process?
- Do managers model respectful communication and address incivility?
- Are teams supported to collaborate across boundaries or between shifts?
Early warning signs
- Cliques, blame culture, or passive-aggressive behaviour
- Breakdowns in handover, cooperation, or sharing of information
- Stress and avoidance of certain people, teams, or shifts
Bullying
"Repeated unreasonable behaviour directed at a worker or group that creates a risk to health and safety."
Things to check
- Is there a clear reporting and investigation pathway that people trust?
- Do leaders model respectful behaviour and address early warning signs?
- Are new starters and vulnerable workers protected and supported?
Early warning signs
- People avoid certain individuals, locations, or shifts
- Increased complaints or turnover in specific teams
- Low morale and fear of speaking up or taking initiative
Harassment including sexual harassment
"Unwanted, offensive, or discriminatory conduct based on a worker's characteristics that harms dignity or creates a hostile environment."
Things to check
- Do workers know what harassment is and how to report it safely?
- Are customer or third-party harassment risks addressed (boundaries)?
- Are reports handled promptly, confidentially, and with empathy?
Early warning signs
- Workers avoiding certain areas or requesting shift changes
- Distress or withdrawal after specific interactions
- Reluctance to report due to fear of impact on their career
Poor organisational justice
"Perceived unfairness in workplace procedures, how resources are allocated, or how people are treated by leadership and management."
Things to check
- Are rules and processes applied consistently regardless of role or person?
- Are decisions explained (rostering, promotions, discipline)?
- Are complaints handled neutrally and promptly according to policy?
Early warning signs
- Resentment, gossip, or narratives about "favourites" in the team
- Conflict or disengagement from those feeling overlooked
- People stay silent and avoid raising legitimate issues
Remote or isolated work
"Work performed where access to support, supervision, or emergency assistance is limited by location, hours, or working alone."
Things to check
- Do lone or remote workers have regular, scheduled check-ins?
- Is there a clear escalation and emergency support process available?
- Are remote workers included socially and informed on key updates?
Early warning signs
- Isolation, low morale, or missing critical team communications
- Higher stress reactions during relatively minor incidents
- Delays in getting required help or critical decisions
Poor environmental conditions
"Physical conditions—such as noise, heat, cold, or poor lighting—that increase stress, discomfort, and impact psychological wellbeing."
Things to check
- Is the environment safe and comfortable for the work being performed?
- Are workloads and space constraints creating constant mental pressure?
- Are ergonomic risks being addressed regularly (tools, equipment)?
Early warning signs
- Increased irritability, headaches, or physical fatigue from discomfort
- Reduced concentration, increased errors, and slower processing
- Frequent complaints about the workspace or equipment not being fit for purpose
Traumatic events
"Exposure to highly distressing events—such as serious accidents, critical incidents, or direct threats—that can have lasting psychological impact."
Things to check
- Are critical incidents recorded and debriefed with professional support?
- Is support offered quickly (professional counselling, EAP, appropriate leave)?
- Are workers trained on incident response and psychological first aid?
Early warning signs
- Sleep issues, anxiety, or hypervigilance after an incident
- Avoidance of certain tasks or locations associated with trauma
- Distress or withdrawal after reminders of a specific event
Violence and aggression
"Threatening or harmful behaviours from customers, clients, or others—including verbal abuse, intimidation, or physical aggression."
Things to check
- Do staff face aggressive behaviour (in person, by phone, or online)?
- Are there clear, practiced procedures for de-escalation and safety?
- Are high-risk times or locations staffed and supported appropriately?
Early warning signs
- Staff reluctant to work certain shifts or face specific clients
- Visible anxiety or withdrawal after interactions
- More frequent reports of "difficult" interactions or near-misses
Work-life conflict
"The demands of work regularly spill into personal time—through hours, after-hours contact expectations, or workloads that cannot be completed within reasonable time."
Things to check
- Are workers regularly working outside their contracted or expected hours?
- Is after-hours contact (calls, messages, emails) expected or normalised?
- Do workers feel they can genuinely disconnect when not at work?
Early warning signs
- Complaints about workload or hours from otherwise settled and reliable staff
- Increased sick leave, particularly around transitions to/from personal time
- Workers mentioning impact on family, sleep, or personal health/commitments
Job insecurity
"Workers are uncertain about the continuity of their employment due to restructuring, contract arrangements, funding uncertainty, or organisational change."
Things to check
- Are there groups of workers on rolling short-term contracts with no clear path?
- Has there been restructuring without clear communication about future roles?
- Do workers feel unable to raise concerns for fear of losing their role?
Early warning signs
- Reduced willingness to speak up, take initiative, or suggest improvements
- Increased "presenteeism"—people coming in unwell to look indispensable
- Quiet anxiety in team meetings, especially around leadership updates
Manage these hazards properly.
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Regulatory Note
This reference library reflects Schedule 1 of the Work Health and Safety Regulations 2023 (model law). Jurisdiction-specific variations may apply for VIC and WA. This page provides general information only and does not constitute legal advice.