Linking Employee and Organizational Health
Edited by Ronald J. Burke and Astrid M. Richardsen
Chapter 5: Programmes and interventions for psychosocial risk and worker well-being; the psychosocial safety climate (PSC) framework
Psychosocial risk refers to the interaction between individuals and a range of workplace factors including job design, management practice, job demands, and resources that have the potential to cause harm to employees (International Labour Organization, 1986). These risk factors can become a hazard when one, or a combination of them, have a detrimental effect on employee health, engagement and/or productivity (Karasek and Theorell, 1990; Demerouti et al., 2001; Dollard and Bakker, 2010). Research shows that organizational initiatives to improve worker wellbeing benefit from having a holistic approach (LaMontagne et al., 2007) where strategies go beyond a focus on the individual worker. This is because those interventions address both the causes of stress and its consequences on the worker. The psychosocial safety climate (PSC) framework encourages interventions that encompass primary, secondary and tertiary aspects with a specific focus on the causes of work stress. PSC extends the well-known job demands-resources model (Demerouti et al., 2001) as a leading indicator of psychosocial risk factors and is therefore presented in this chapter as a primary focus point for work-related stress prevention and the promotion of employee well-being. This chapter will discuss different classes of organizational interventions and the importance of including PSC in programmes to effectively address psychosocial risks and hazards at work.
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