Guarding Minds – Psychosocial factors

What are psychosocial factors?

The psychosocial factors described in Guarding Minds¹ are work conditions that can have either a positive or a negative effect on employee psychological health and safety. These factors, within the influence and responsibility of employers, can include interactions with co-workers, clients, or management. They don’t include factors outside the control of the employer such as family history, employee health or genetics.

See Background to see the evidence for the psychosocial factors.  

Balance

What is balance?

In a work environment with positive balance, employees are supported to manage the demands of work, family and personal life.

In an organization with positive balance, employees might say:

• My employer encourages me to take my entitled breaks. 
• I am able to reasonably balance the demands of work and personal life. 
• My employer promotes work-life balance. 
• I can talk to my supervisor when I am having trouble maintaining work-life balance. 
• I feel supported at work when I am dealing with personal issues. 

In an organization with positive balance, employees might NOT say:

• I feel burned out in my job.  
• My home life suffers because of my work. 

Why is balance important?

When employers recognize that work-life balance is important to overall well-being, they realize the benefit to employee focus and productivity. Work-life balance can reduce stress so that work and home issues are less likely to affect each other. These effects have been demonstrated over time, showing a direct relationship to physical and psychological health. Organizationally, this translates into enhanced employee commitment, job satisfaction, avoidance of burnout, and improved job performance. 

What happens when balance is compromised? 

Employees with higher stress levels are more likely to be dissatisfied with work, call in sick or be distracted. One common source of stress is conflict between work and family roles. This conflict can lead to constant tiredness, frustration, and resentment. These can, in turn, lead to work-related injuries, stress-related illnesses, depressive symptoms, and overall decreased health. The impact on the organization can be increased costs due to benefit payouts, absenteeism, disability, and turnover.  

How can balance be improved? 

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for balance, which provides practical strategies and free resources to improve balance.

Putting balance on the agenda provides you with materials to support a team discussion on approaches to balance as well as materials to support policy review and development.

Civility and respect

What is civility and respect? 

In a work environment with civility and respect, all stakeholders are considerate and fair in their interactions with each other. 

In an organization with positive civility and respect, employees might say:  

• People treat each other with respect at work.
• My workplace effectively handles conflict among employees. 
• People from all backgrounds are treated fairly in my workplace.
• My workplace has effective ways of addressing inappropriate behaviour from the people we serve.

Why are civility and respect important?  

A civil and respectful work environment is related to greater perceptions of fairness, more positive attitudes, improved morale, better teamwork, greater interest in personal development, and reduction in sick leave and turnover.  

What happens when civility and respect are missing from the work environment?  

When a work environment lacks civility and respect, it can lead to emotional exhaustion amongst employees. In addition to health problems, an uncivil and disrespectful work environment is associated with greater conflict and turnover, plus the threat of more grievances and legal liability.  

How can civility and respect be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for civility and respect, which provides practical strategies and free resources to improve civility and respect.

Putting civility and respect on the agenda provides you with materials to support a team discussion on approaches to civility and respect as well as materials to support policy review and development.

Clear leadership and expectations

What is clear leadership and expectations?  

In a work environment with clear leadership and expectations, employees know what they need to do, have confidence in their leaders and understand impending changes.

In an organization with positive clear leadership and expectations, employees might say: 

• I know what I am expected to do in my job. 
• Difficult situations at work are addressed effectively. 
• I am informed of important changes that may impact how my work is done. 
• My supervisor supports me to do my job successfully. 
• The reasons behind organizational changes are explained.
• I am told about the impact of organizational change on my job.

Why are clear leadership and expectations important?  

Effective leaders support the success of each employee by being clear about expectations, priorities, and impending changes. They promptly and effectively address work issues. This leads to employees working to their full potential with minimal stress, increasing overall productivity and contributing to organizational success.  

What happens when clear leadership and expectations are lacking at work?  

Leaders who do not set clear expectations are more likely to increase confusion, decrease motivation and cause frustration. These emotions can lead to employees working below their full potential. 

How can clear leadership and expectations be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for clear leadership and expectations which provides practical strategies and free resources to improve clear leadership and expectations.

Putting clear leadership and expectations on the agenda provides you with materials to support a team discussion on approaches to clear leadership and expectations as well as materials to support policy review and development.

Engagement

What is engagement?  

In a work environment with positive engagement, employees are motivated to do their job well and feel connected to their work, co-workers, and organization.

In an organization with positive engagement, employees might say: 

• I am willing to give extra effort at work if needed. 
• I feel I am part of a community at work.

Why is engagement important?  

Employee engagement is important for individual satisfaction and psychological health. Physical engagement is based on the amount of exertion an employee puts into their job. Emotional engagement is where employees have a positive job outlook and are passionate about their work. Cognitive engagement means employees devote more focus to their work and are absorbed in their jobs. Whatever the source, engaged employees feel connected to their work because they can relate to, and are committed to, the overall success and mission of the organization.  

What happens when employees aren’t engaged?  

Disengaged workers can lead to higher costs due to the impact on mental and physical health. In addition, a workforce that is not engaged is more likely to result in lower productivity, counterproductive behaviour, low morale, and employee turnover.

How can engagement be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for engagement which provides practical strategies and free resources to improve engagement.

Putting engagement on the agenda provides you with materials to support a team discussion on approaches to engagement as well as materials to support policy review and development.

Growth and development

What is growth and development?  

In a work environment with positive growth and development, employees receive ongoing encouragement and support to enhance interpersonal, emotional and job-related skills.

In an organization with positive growth and development, employees might say: 

• My supervisor supports my personal growth. 
• My supervisor is open to my ideas for taking on new opportunities at work. 
• I have the opportunity to take on new challenges. 
• My employer values employees’ ongoing personal development. 
• I am provided with the necessary training to perform my job well.

Why are growth and development important?  

Employee growth and development increase job satisfaction and commitment to the organization. Employees feel their organizations care when they support skill acquisition and personal development. Growth opportunities should extend beyond job performance and include opportunities to learn personal and interpersonal skills critical to psychological health and relationships.  

What happens when employees don’t have opportunities for growth and development? 

A promotion is not the only – or the best – opportunity for growth and development. In fact, some employees prefer to remain in their current job indefinitely. In other circumstances, there may be no current or future positions available for job advancement. To avoid employees growing bored or demotivated, providing opportunities related to personal growth and development can help.

How can growth and development be improved? 

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for growth and development which provides practical strategies and free resources to improve growth and development.

Putting growth and development on the agenda provides you with materials to support a team discussion on approaches to growth and development as well as materials to support policy review and development.

Involvement and influence

What is involvement and influence?  

In a work environment with positive involvement and influence, employees are included in discussions and have input into decisions that impact their respective jobs.

In an organization with positive involvement and influence, employees might say: 

• I have a say in how I will manage organizational changes that affect me. 
• I have some control over how I organize my work. 
• My suggestions are considered at work. 
• I am informed about important changes at work in a timely manner. 
• I am encouraged to participate in decisions that impact my work.

Why are involvement and influence important?  

When employees feel they have meaningful input into their work they are more likely to be engaged, have higher morale, and take pride in their organization. This increases their willingness to put in extra effort when required. Job involvement is associated with increased psychological well-being, enhanced innovation, and organizational commitment.  

What happens when employees lack involvement and influence?  

If employees do not believe they have any influence at work, they are likely to feel a sense of indifference or helplessness. Job alienation, or non-involvement, is associated with cynicism and distress, greater turnover, and burnout.  

How can involvement and influence be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for involvement and influence which provides practical strategies and free resources to improve involvement and influence.

Putting involvement and influence on the agenda provides you with materials to support a team discussion on approaches to involvement and influence as well as materials to support policy review and development.

Organizational culture 

What is organizational culture?  

In a work environment with positive organizational culture, there are shared values of trust, honesty, fairness and accountability.

In an organization with positive organizational culture, employees might say:  

• People in my organization are held accountable for their actions. 
• Employees and management trust one another.
• Organizational values are demonstrated at all levels. 
  

Why is organizational culture important?  

Ultimately, positive organizational culture can lead to the attraction and retention of talent. In an age of social media, how employees feel about their organization can have an immediate impact on the reputation of an organization. When employees trust their employer to protect their psychological safety and uphold the values that they claim to embrace, they are more likely to feel proud of and committed to their organization.  

What happens when a work environment does not have good organizational culture?  

Culture sets the tone for an organization; if that culture is negative, it may be more challenging to attract and retain talent. Increasingly, the reputation of organizations also influences decisions by investors and shareholders that can impact the bottom line.  

How can organizational culture be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for organizational culture, which provides practical strategies and free resources to improve organizational culture.

Putting organizational culture on the agenda provides you with materials to support a team discussion on approaches to organizational culture as well as materials to support policy review and development.

Protection of physical safety

In a work environment with positive protection of physical safety, management takes appropriate action to protect all employees against injury and illness and ensures they have what they need to do their jobs safely. 

In an organization with positive protection of physical safety, employees might say:  

• When physical risks are identified, my employer responds effectively. 
• People at work understand the importance of protecting employee physical safety. 
• I have what I need to do my job safely.

Why is protection of physical safety important?  

Employees feel more secure and engaged when they know their physical health and safety is protected at work. Adequate tools and equipment, training on physical safety and trust that the employer minimizes and controls physical hazards are all part of this. It’s also important that employees have meaningful input into organizational policies and practices and know their employer will respond quickly and effectively to health and safety incidents.

What happens when employees’ physical safety is not protected?

Employees who do not feel protected are more vulnerable to psychological distress and potential mental health problems. This is in addition to the obvious risk of injury and illness.

How can protection of physical safety be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for protection of physical safety, which provides practical strategies and free resources to improve protection of physical safety.    

Putting protection of physical safety on the agenda provides you with materials to support a team discussion on approaches to the protection of physical safety as well as materials to support policy review and development.

Psychological and social support 

What is psychological and social support?  

In a work environment with positive psychological and social support, all employees feel a sense of belonging and contribution.   

In an organization with positive psychological and social support, employees might say:  

• When psychological hazards are identified, my employer responds effectively. 
• People in my workplace understand the importance of protecting employee psychological safety. 
• People with mental health issues are supported to do their jobs effectively. 
• People with physical health issues are supported to do their jobs effectively. 
• My employer helps employees cope with workplace stress.

In an organization with positive psychological and social support, employees might NOT say:  

• I feel lonely when working. 

Why are psychological and social support important? 

Employees who feel they have psychological and social support often have greater job commitment, satisfaction, and involvement. Psychological and social support may be especially helpful in protecting against traumatic stressors at work because employees will be more likely to seek and receive appropriate help. If work absence is required, return to work is often quicker and more sustainable. 

What happens when employees lack psychological and social support? 

Lack of psychological and social support at work can lead to increases in absenteeism, strain, conflict, and turnover. It can lead to fatigue, burnout, anxiety and other health issues. Lack of psychological and social support can also result in delayed help-seeking, loss of productivity, increased costs and more incidents, accidents and injuries.

How can psychological and social support be improved? 

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for psychological and social support, which provides practical strategies and free resources to improve psychological and social support.    

Putting psychological and social support on the agenda provides you with materials to support a team discussion on approaches to psychological and social support as well as materials to support policy review and development.

Psychological competencies and demands

What are psychological competencies and demands? 

In a work environment where psychological competencies and demands are not a health risk, employees are continually supported to meet the psychological demands of their position. 

In an organization with positive psychological competencies and demands, employees might say:  

• Management appointments consider the “people skills” necessary for specific positions. 
• I am able to do my job in a way that aligns with my values. 

In an organization with positive psychological competencies and demands, employees might NOT say:  

• My work threatens my psychological health. 

Why are psychological competencies and demands important?  

A good fit between employees’ psychological competencies and the demands of the position they hold is associated with enhanced performance, job satisfaction and employee retention. Physical health complaints, depression and poor morale can all be reduced by supporting the ongoing management of both psychological competencies and work demands.

What happens when there is a poor fit between employees’ psychological competencies and the demands of the position they hold? 

When an employee has not been adequately supported to develop the psychological competencies for the demands of their position, it may result in job strain. This strain can be expressed as excessive stress, cynicism, defensiveness, burnout, and fatigue. 

How can psychological competencies and demands be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for psychological competencies and demands, which provides practical strategies and free resources to improve psychological competencies and demands.   

Putting psychological competencies and demands on the agenda provides you with materials to support a team discussion on approaches to psychological competencies and demands as well as materials to support policy review and development.

Psychological protection

What is psychological protection? 

In a work environment with adequate psychological protection, employees are free from bullying, harassment, stigma and discrimination.

In an organization with positive psychological protection, employees might say:  

• My employer makes efforts to prevent harm to employees from discrimination. 
• It is safe to speak up at work. 
• My employer makes efforts to prevent harm to employees from bullying. 

In an organization with positive psychological protection, employees might NOT say:

• I am currently being treated unfairly at work because I have a mental illness. 
• I am currently being bullied at work. 
• I am currently being harassed (verbally, physically, or sexually) at work.
• I am currently experiencing discrimination at work.

Why is psychological protection important? 

When employees are psychologically protected, they demonstrate greater job satisfaction, enhanced team learning behavior, and improved performance. Employees feel safe to speaking up about both concerns and ideas. They show increased morale and engagement and are less likely to experience stress-related illness. Psychologically protected work environments also experience fewer grievances, conflicts, and liability risks.  

What happens when employees’ psychological safety is not protected?  

When employees are not psychologically safe, they experience demoralization, a sense of threat, disengagement, and strain. They perceive work conditions as ambiguous and unpredictable. The organization is at a much greater risk of lawsuits and regulatory penalties. This can undermine shareholder, consumer, and public confidence in the organization.  

How can psychological protection be improved? 

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for psychological protection, which provides practical strategies and free resources to improve psychological protection.    

Putting psychological protection on the agenda provides you with materials to support a team discussion on approaches to psychological protection as well as materials to support policy review and development.

Recognition and reward

What is recognition and reward? 

In a work environment with positive recognition and reward, there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner.

In an organization with positive recognition and reward, employees might say:  

• I am paid fairly for the work I do. 
• Our organization celebrates our shared accomplishments.
• I am recognized for good performance.

Why are recognition and reward important?  

Effective recognition and reward can motivate and enhance performance. When employees value the type of recognition they receive it can increase energy and enthusiasm and build a greater sense of pride at work. When pay is adequate, monetary reward is not usually the most effective form of motivation. Praise, acknowledgement, and opportunities for growth and development may be more effective.  

What happens when employees don’t receive appropriate recognition and reward? 

When employees believe their efforts are not appreciated it can undermine their confidence and their commitment to the organization. An imbalance between effort and reward is a significant contributor to burnout and emotional distress, leading to a range of psychological and physical disorders. Employees may feel demoralized or may resign.

How can recognition and reward be improved? 

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for recognition and reward, which provides practical strategies and free resources to improve recognition and reward.  

Putting recognition and reward on the agenda provides you with materials to support a team discussion on approaches to recognition and reward as well as materials to support policy review and development.

Workload management

What is workload management?  

In a work environment where there is positive workload management, employees feel supported to complete their assigned tasks and responsibilities successfully.

In an organization with positive workload management, employees might say: 

• The amount of work I am expected to do is reasonable for my position. 
• I can talk to my supervisor about the amount of work I have to do. 
• I have sufficient time to complete my work. 
• Deadlines are reasonable. 
• The frequency of staff turnover is reasonable for our sector. 
• I feel my job is secure. 
• I can do my job effectively with the tools and equipment provided. 

Why is workload management important? 

Supportive workload management optimizes each employee’s energy and focus. Clarity about work priorities, the necessary resources and adequate time to accomplish the job successfully are provided. When fear, pressure and distractions are eliminated, employees are free to concentrate on their task. 

What happens when employees can’t manage their workload? 

Higher emotional, psychological and physical demands at work require greater levels of control for the employee. Without this balance, there can be an increase in feelings of inadequacy, fatigue, stress and strain. This can result in demoralization and turnover. 

How can workload management be improved?  

Start by assessing where it is now. You can do this by conducting an Organizational Review and/or the Survey. If you are ready to implement changes, refer to Evidence-based actions for workload management, which provides practical strategies and free resources to improve workload management.   

Putting workload management on the agenda provides you with materials to support a team discussion on approaches to workload management as well as materials to support policy review and development.

Other chronic stressors as identified by employees

The National Standard of Canada for Psychological Health and Safety in the Workplace lists “other chronic stressors as identified by employees” as one of the psychosocial factors that employers need to assess and address. The best way to find out what these chronic stressors is to ask your employees directly, as every work situation is unique. This can be as simple as sending out an email or survey with the following questions with room for employees to fill in whatever response makes sense to them:

• What are the stressors at work that you are experiencing? Please include both significant stressors and more minor, but chronic stressors.
• What changes could we make that would have a positive or protective effect on your level of workplace stress?

You can also read more about Sector specific stressors for psychological health and safety, which includes potential approaches for first responders, human services professionals, call centre workers, educators, dangerous industry workers, high-tech workers, shift workers and remote workers.

Explore more information or begin using the survey tools.

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1. © Samra, J., Gilbert, M., Shain, M., Bilsker, D. 2009-2020, with amendments by Stuart, H. 2022.   All rights reserved. Website development and data storage by the Canadian Centre for Occupational Health and Safety (CCOHS).

Guarding Minds at Work was commissioned by Canada Life and additional resources are supported by Workplace Strategies for Mental Health.