Psychological Health and Safety – WorkSafe Saskatchewan

Organizational culture

Organizational culture The shared values and expectations within a work environment, which are used as behavioural and problem-solving cues. “The foundation stones for a balanced success are honesty, character, integrity, faith, love and loyalty” – Zig Ziglar Overview What is organizational culture? Organizational culture is a mix of norms, values, beliefs, meanings and expectations that group members hold in common and that they use as behavioural and problem-solving cues. Organizational culture could enhance the psychological safety and health of the workplace and the workforce when it is characterized by trust, honesty, respect, civility and fairness, or when it values, for example, psychological and social support, recognition and reward. An organization with good organizational culture would be able to state that: All people in the workplace are held accountable for their actions. People at work show sincere respect for others’ ideas, [...]

Margret Owens2021-04-13T17:11:54-06:00November 25th, 2020|

Psychological and social support

Psychological and social support The level of social and emotional integration, trust and support within and among all work relationships. “Our prime purpose in this life is to help others. And if you can’t help them, at least don’t hurt them.” – Dalai Lama Overview What is psychological and social support? Psychological and social support comprises all supportive social interactions available at work; either with co-workers or supervisors. It refers to the degree of social and emotional integration and trust among co-workers and supervisors. It refers also to the level of help and assistance provided by others when one is performing tasks. Equally important are the workers’ perceptions and awareness of organizational support. When workers perceive organizational support, it means they believe their organization values their contributions, is committed to ensuring their psychological well-being and provides meaningful support if this well-being is compromised. [...]

Margret Owens2023-09-25T08:55:37-06:00November 25th, 2020|

Clear leadership and expectations

Clear leadership and expectations Clarity about what workers are expected to do and how their work contributes to the organization. The most powerful leadership style is transformational leadership - where leaders inspire and motivate others to do more than what is expected through clearly demonstrating the organization’s mission, vision and purpose. “All leaders must have two things: they must have a vision of the world that does not exist and they must have the ability to communicate it.” – Simon Sinek Overview What is clear leadership and expectations? Clear leadership and expectations is present in an environment in which leadership is effective and provides sufficient support that helps workers know what they need to do, explains how their work contributes to the organization and discusses the nature and expected outcomes of impending changes. There are many types of leadership, each of which impacts psychological [...]

Margret Owens2023-02-22T11:01:08-06:00November 25th, 2020|

Civility and respect

Civility and respect Involves respectful and considerate interactions that demonstrate esteem, care and acknowledgement of dignity among all work relationships, including with customers, clients and the public. “One of the most sincere forms of respect is actually listening to what another has to say.” – Bryant H. McGill Overview What is civility and respect? Civility and respect is present in a work environment where workers are respectful and considerate in their interactions with one another, as well as with customers, clients and the public. Civility and respect are based on demonstrating respect, care and consideration for others, and acknowledging their dignity. An organization with good civility and respect would be able to state that: People treat each other with respect and consideration in the workplace. The organization effectively handles conflicts between partners (workers, customers, clients, members of the public, suppliers, [...]

Margret Owens2026-04-15T08:43:26-06:00November 25th, 2020|

Psychological demands

Psychological demands Includes the emotional and interpersonal demands of work, and the requirement for organizations to assess and ensure a good fit between workers’ interpersonal and emotional abilities and requirements of the position they hold. “I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.” – Lawrence Bossidy, GE Overview What are psychological demands? Psychological demands of any given job are documented and assessed in conjunction with the physical demands of the job. Psychological demands of the job will allow organizations to determine whether any aspect of the job might be a hazard to the worker’s health and well-being. When hazards are identified, organizations can consider ways of minimizing risks through work redesign, analysis of work systems, risk assessment, etc. The assessment of psychological demands should [...]

Margret Owens2023-02-22T11:01:26-06:00November 25th, 2020|

Growth and development

Growth and development Provides workers with encouragement and support in the development of their interpersonal, emotional and job skills. “Age is only a bad thing if you’re not growing spiritually, personally and professionally. Period!” – Jeremy Coates Overview What is growth and development? Growth and development is present in a work environment where workers receive encouragement and support in the development of their interpersonal, emotional and job skills. Such workplaces provide a range of internal and external opportunities for workers to build their repertoire of competencies, which will not only help with their current jobs, but will also prepare them for possible future positions. An organization with good growth and development would be able to state that: Workers receive feedback at work that helps them grow and develop. Supervisors are open to worker ideas for taking on new opportunities and [...]

Margret Owens2021-04-13T18:20:09-06:00November 25th, 2020|

Recognition and reward

Recognition and reward Involves appropriate acknowledgement and appreciation of workers’ efforts in a fair and timely manner “In the arena of human life, the honours and rewards fall to those who show their good qualities in action.” – Aristotle Overview What is recognition and reward? Recognition and reward is present in a work environment where there is appropriate acknowledgement and appreciation of workers’ efforts in a fair and timely manner. This includes appropriate and regular acknowledgements such as worker or team celebrations, recognition of good performance and/or years served and milestones reached. An organization with a good recognition and reward program would be able to state that: Immediate supervisors demonstrate appreciation of workers’ contributions. Workers are paid fairly for the work they do. The organization appreciates efforts made by workers. The organization celebrates shared accomplishments. The organization values workers’ commitment [...]

Margret Owens2021-04-13T18:26:55-06:00November 25th, 2020|

Involvement and influence

Involvement and influence Involves including staff in discussions about how their work is done and how important organizational decisions are made. “Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underline it. No involvement, no commitment.” - Stephen Covey Overview What is involvement and influence? Involvement and influence is present in a work environment where workers are included in discussions about how their work is done and how important decisions are made. Opportunities for involvement can relate to a workers' specific job, the activities of a team or department or issues involving the organization as a whole. An organization with good involvement and influence would be able to state that: Workers are able to talk to their immediate supervisors about how their work is done. Workers have some control over how they organize their work. Workers' [...]

Margret Owens2021-04-13T18:31:21-06:00November 25th, 2020|

Protection of physical safety

Protection of physical safety Is present when a workers’ psychological, as well as physical safety, is protected from hazards and risks related to the worker’s physical environment. “At the end of the day, the goals are simple: safety and security.” - Jodi Rell Overview What is protection of physical safety? Protection of physical safety is present when a worker's psychological, as well as physical safety, is protected from hazards and risks related to the worker’s physical environment. An organization that protects physical safety would be able to state that: The organization cares about how the physical work environment impacts mental health. Workers feel safe (not concerned or anxious) about the physical work environment. The way work is scheduled allows for reasonable rest periods. All health and safety concerns are taken seriously. Workers asked to do work that they believe is [...]

Margret Owens2023-02-22T11:01:57-06:00November 25th, 2020|

Psychologically safe leadership

Psychologically safe leadership The National Standard of Canada for Psychological Health and Safety in the Workplace recognizes and states the need for organizations to ensure that those in leadership positions have the training and skills to “prevent psychological harm, promote psychological health of workers and address problems related to psychological health and safety.” The Standard equally advises organizations to regularly assess and address leaders’ competencies as they apply to psychologically safe leadership. Learn more in the resource centre blog. Psychologically safe leadership comprises five key domains. Click on each domain below to learn more.

Margret Owens2021-04-13T19:27:49-06:00November 25th, 2020|