- Study at Deakin
- Campus life
- Industry and community
- About Deakin
This Framework is based upon the United Kingdom Health and Safety Executive's standards for managing workplace stress
The basic roles of the manager (and supervisor) are:
||letting staff know what they are supposed to do|
|Coaching||making sure staff know how to do their jobs|
|Monitoring||keeping tabs on staff performance|
|Feedback||letting staff know how they are doing|
||rewarding good performance|
To achieve these outcomes the manager must be competent in a range of people management skills. One of the most important skills is the prevention and management workplace stress.
In recent years, much research has occurred in the United Kingdom (Health and Safety Executive) to identify management competencies in preventing and dealing with work related stress. Most of the competencies would be regarded as "common sense", however the challenge is practising these on a daily basis in an often demanding work environment.
The key management competencies for preventing and reducing workplace stress are:
These are explained in more detail below:
A more comprehensive list of the characteristic behaviours of the competent supportive manager.
Ideas for managers on how to overcome some of the barriers to being a supportive manager
Simple checklist for supportive management
Simple checklist for senior management to promote supportive management with their managers
Self-questionnaire about management style
The more engaging and satisfying a job, the more resistant (but not immune) the staff member is to work related stress. Start by asking the following questions:
Does the job:
If the answer to some of these questions are "no", what can be done to improve the situation?
It is rarely possible for jobs to be designed to incorporate all the characteristics listed above. Some will need to be traded off against others.
The OHS Act requires that employers through their managers and supervisors consult with staff on OHS matters (see OHS Manual: Staff consultation and representation). However consultation on OHS is only a small part of the spectrum of interactions between managers and their staff. Managers should be using the full range of interactions in their dealings with staff.
Consultation on matters that may affect staff OHS must be a two-way exchange between supervisors and staff that involves:
Staff can be consulted in a variety of ways:
If staff have elected a health and safety representative (HSR), the HSR must be involved in consultation
A particular issue at Deakin is "distance management" where particularly direct line managers are not on the same campus as a portion of their staff. This can lead to two stress issues – staff feeling alienated from their manager (in the worst cases, "us" versus "them"), and the manager not being close enough to the workplace to feel the mood of local staff. This issue can be addressed in a number of ways that are dependent upon the situation:
This guide provides advice and practical measures for the prevention and management of workplace stress