The 12 Psychosocial Risk Factors in GM@W

What is PSR1 - Psychological Support?

Guarding Minds @ Work defines PSR1, psychological support, as present in a work environment in which coworkers and supervisors are supportive of employees’ psychological and mental health concerns and respond appropriately as needed. Equally important are the employees’ perceptions and awareness of organizational support. When employees perceive organizational support, it means they believe their organization values their contributions, is committed to ensuring their psychological well-being and provides meaningful supports if this well-being is compromised.

Why is PSR1 - Psychological Support important?

The more employees feel they have psychological support, the greater their job attachment, job commitment, job satisfaction, job involvement, work mood positivity, desire to remain with the organization, organizational citizenship behaviours (discretionary behaviours that are beneficial to the organization and are a matter of personal choice), and job performance. For some organizations, the most important aspect of psychological support may be that it is especially helpful in protecting against traumatic stressors at work. When adequate psychological support is present, employees experiencing psychological distress in the workplace will be more likely to seek, and receive, appropriate help. They will be better equipped to stay safe and productive at work while they recover, and, if work absence is required, will be more likely to have a quicker and more sustainable work return.

What happens when the workforce lacks psychological support?

Employee perceptions of a lack of psychological support from their organization can lead to increases in absenteeism, withdrawal behaviours, strain, conflict and turnover. Strain can then lead to greater issues such as fatigue, headaches, burnout and anxiety. Lack of psychological support can also result in loss of productivity, increased costs and greater risk of accidents, incidents and injuries.

How can psychological support be improved?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If psychological support is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve psychological support. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how psychological support can be enhanced.

Further information about psychological support can be found at:

• International Federation of Red Cross & Red Crescent Societies. (2001). Psychological support. In World Disaster Report 2001.
• Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714.
• The Great-West Life Assurance Company. (2009). PSR1: Psychological support. In Centre resources by risk factor.
• Canadian Psychiatric Research Foundation. (n.d.). Education & awareness.
• Mental health works. (n.d.).
• Health and Safety Executive. (n.d.). Work related stress: Health and safety in the workplace.
• American Psychiatric Foundation. (2009). Partnership for workplace mental health.
• Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.

What is PSR2 - Organizational Culture?

Guarding Minds @ Work defines PSR2, organizational culture, as the degree to which a work culture is characterized by trust, honesty, and fairness. In general, organizational culture has been described as “a pattern of basic assumptions invented, discovered, or developed by a given group.” These assumptions are a mix of values, beliefs, meanings and expectations that group members hold in common and that they use as behavioural and problem-solving cues. The critical task is to determine which of these assumptions enhance the psychological safety and health of the workplace and the workforce.

Why is PSR2 - Organizational Culture important?

Organizational trust is imperative for any positive and productive social processes within any workplace. Trust is a predictor of cooperative behaviour, organizational citizenship behaviours, organizational commitment, and employee loyalty, all of which in turn help retain and attract employees. When an organization has a health-focused culture, employee well-being, job satisfaction and organizational commitment are all enhanced. A work culture with social support also enhances employee well-being and can provide a positive environment for employees who may be experiencing psychological conditions such as depression and anxiety.

What happens when there is not a good organizational culture in the workplace?

Culture ‘sets the tone’ for an organization; if that culture is negative it can undermine the effectiveness of the best programs, policies and services intended to support the workforce. An unhealthy culture creates more stress in the workplace, which lowers employee well-being. If an organization has a culture of ‘profit at all costs’ and constant chaotic urgency, it can create an environment in which burnout is the norm.

How can organizational culture be improved?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If organizational culture is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve organizational culture. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how organizational culture can be enhanced.

Further information about organizational culture can be found at:

• Härtel, C. (2008). How to build a healthy emotional culture and avoid a toxic culture. [In?]Research companion to emotion in organizations (pp. 575-588). Northampton, MA US: Edward Elgar Publishing.
• The Health Communication Unit. (2009). Organizational culture: From assessment to action. From Centre for Health Promotion, University of Toronto website
• Findler, L., Wind, L., & Mor Barak, M. (2007). The challenge of workforce management in a global society: Modeling the relationship between diversity, inclusion, organizational culture, and employee well-being, job satisfaction and organizational commitment. Administration in Social Work, 31(3), 63-94.
• The Great-West Life Assurance Company. (2009). PSR2: Organizational culture. In Centre resources by risk factor.
• Canadian Psychiatric Research Foundation. (n.d.). Education & awareness.
• Schein, E. (1990). Organizational culture. American Psychologist, 45(2), 109-119.
• Hodge, B.J., & Anthony, W. P. (1988). Organizational theory. Boston: Allyn & Bacon.
• Zhang, A., Tsui, A., Song, L., Li, C., & Jia, L. (2008). How do I trust thee? The employee-organization relationship, supervisor support, and middle manager trust in the organization. Human Resource Management, 47(1), 111-132.
• Findler, L., Wind, L., & Mor Barak, M. (2007). The challenge of workforce management in a global society: Modeling the relationship between diversity, inclusion, organizational culture, and employee well-being, job satisfaction and organizational commitment. Administration in Social Work, 31(3), 63-94.
• Lansisalmi, H., Peiro, J., & Kivimaki, M. (2000). Collective stress and coping in the context of organizational culture. European Journal of Work & Organizational Psychology, 9(4), 527-559.

What is PSR3 - Clear Leadership and Expectations?

Guarding Minds @ Work defines PSR3, clear leadership and expectations, as present in an environment in which leadership is effective and there is support that helps employees know what they need to do, how their work contributes to the organization and whether there are impending changes. There are many types of leadership, each of which impact psychosocial safety and health in different ways. The most widely accepted categorizations of leadership are instrumental, transactional and transformational. Of these, transformational leadership is considered the most powerful. Instrumental leadership focuses primarily on producing outcomes, with little attention paid to the ‘big picture,’ the psychosocial dynamics within the organization, and, unfortunately, the individual employees. Transformational leaders are seen as change agents who motivate their followers to do more that what is expected. They are concerned with long-term objectives and transmit a sense of mission, vision and purpose. They have charisma, give individualized consideration to their employees, stimulate intellectual capabilities in others, and inspire employees.

Why is PSR3 - Clear Leadership and Expectations important?

Leadership is the foundation of a health pyramid (see below).

Effective leadership increases employee morale, resiliency and trust, and decreases employee frustration and conflict. Good leadership leads to individuals being 40% more likely to be in the highest category of job well-being, a 27% reduction of sick leave, and a 46% reduction in early retirements with disability pensions. A leader who demonstrates a commitment to maintaining his or her own physical and psychological health can influence the health of employees (sickness, presenteeism, absenteeism) as well as the health of the organization as a whole (vigour, vitality, productivity).

What happens when clear leadership and expectations are lacking?

Leaders who are more instrumental in their approach (rather than transformational) are more likely to find staff health complaints including general feelings of malaise, irritability and nervousness. Similarly, leaders who do not demonstrate visible concern for their own physical and psychological health set a negative example for their staff and can undermine the legitimacy of any organizational program, policy and/or service intended to support employees. Middle managers are at greater risk due to the fact that they must be leaders and be led simultaneously. This role conflict can lead to feelings of powerlessness and stress.

How can clear leadership and expectations be improved?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If clear leadership and expectations is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based suggestions that can improve the effectiveness of leadership and clarity of expectations. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how clear leadership and expectations can be enhanced.

Further information about clear leadership and expectations can be found at:

• Kuoppala, J., Lamminpää, A., Liira, J., & Vainio, H. (2008). Leadership, job well-being, and health effects: A systematic review and a meta-analysis. Journal of Occupational & Environmental Medicine, 50(8), 904-915.
• Quick, J., Macik-Frey, M., & Cooper, C. (2007). Managerial dimensions of organizational health: The healthy leader at work. Journal of Management Studies, 44(2), 189-205.
• The Great-West Life Assurance Company. (2009). PSR3: Leadership. In Centre resources by risk factor.
• Health and Safety Executive. (n.d.). Work related stress: Health and safety in the workplace.
• Howell, J., & Avolio, B. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance. Journal of Applied Psychology, 78(6), 891-902.
• Stordeur, S., Vandenberghe, C., & D'hoore, W. (2001). On examining the moderators of leader behaviors in nursing: An investigation of substitutes for, and neutralizers and enhancers of, leadership. In Organizational psychology and health care at the start of a new millennium (pp. 85-104). Munich, Germany: Rainer Hampp Verlag.
• Boumans, N. P. G., & Landeweerd, J. A. (1993). Leadership in the nursing unit: relationships with nurses' well-being. Journal of Advanced Nursing, 18, 767-775.
• McConville, T., & Holden, L. (1999). The filling in the sandwich: HRM and middle managers in the health sector. Personnel Review, 28(5/6), 406-424.

What is PSR4 - Civility and Respect?

Guarding Minds @ Work defines PSR4, civility and respect, as present in a work environment where employees 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 showing esteem, care and consideration for others, and acknowledging their dignity.

Why is PSR4 - Civility and Respect important?

A civil and respectful workplace is related to greater job satisfaction, greater perceptions of fairness, a more positive attitude, improved morale, better teamwork, greater interest in personal development, engagement in problem resolution, enhanced supervisor-staff relationships, and reduction in sick leave and turnover. Organizations characterized by civility and respect create a positive atmosphere marked by high spirits and work satisfaction. This allows people to enjoy the environment, whether they are staff, clients or customers.

What happens when civility and respect are missing from the workplace?

When a workplace lacks civility and respect, this can lead to emotional exhaustion amongst staff. In addition to health problems, an incivil and disrespectful workplace is associated with greater conflict and job withdrawal. A work environment that is incivil and disrespectful also exposes organizations to the threat of more grievances and legal risks.

Probably the most extreme example of disrespectful behaviour is bullying. Exposure to workplace bullying is associated with psychological complaints, depression, burnout, anxiety, aggression, psychosomatic complaints and musculoskeletal health complaints. Bullying not only affects those directly involved, but also affects bystanders, as they too experience higher levels of stress. A number of provinces currently have, or are considering, legislation to address such behaviours.

How can I improve civility and respect?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If civility and respect is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve civility and respect. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how civility and respect can be enhanced.

Further information about civility and respect can be found at:

• Crocker, M., & Henderson, C. (2008). A 12-step managerial civility recovery model. People & Strategy.
• Ramarajan, L., Barsade, S., & Burack, O. (2008). The influence of organizational respect on emotional exhaustion in the human services. The Journal of Positive Psychology, 3(1), 4-18.
• Respectful Workplace
• Buhler, P. (2003, April). Managing in the new millennium; workplace civility: Has it fallen by the wayside? Supervision Magazine,.
• The Great-West Life Assurance Company. (2009). PSR4: Civility and respect. In Centre resources by risk factor.
• Belton, L., & Dyrenforth, S. (2007). Civility in the workplace: Measuring the positive outcomes of a respectful work environment. Healthcare Executive, 22(5), 40.
• Vartia, M. (2001). Consequences of workplace bullying with respect to the well-being of its targets and the observers of bullying. Scandinavian Journal of Work, Environment & Health, 27(1), 63-69.

What is PSR5 - Psychological Job Fit?

Guarding Minds @ Work defines PSR5, psychological job fit, as present in a work environment where there is a good match between employees' interpersonal and emotional competencies, their job skills and the position they hold. This means that employees not only possess the technical skills and knowledge for a particular position, but they also have the psychological skills and emotional intelligence to do the job. Emotional intelligence includes self-awareness, impulse control, seal, persistence, self-motivation, empathy and social deftness. Of note is the fact that a subjective job fit has been found to be more important than an objective job fit, meaning it is more important for employees to feel they fit their job, rather than being assessed and matched to the job.

Why is PSR5 - Psychological Job Fit important?

Psychological job fit is associated with fewer somatic health complaints, lower levels of depression, greater self-esteem and a more positive self-concept. It is also associated with enhanced performance, job satisfaction and employee retention.

What happens when psychological job fit is lacking in the workplace?

Psychological job misfit may result in job strain. This strain can be expressed as emotional distress and arousal, excessive cognitive rumination, defensiveness, energy depletion and lower mood levels. Organizationally, job misfit is linked to a reduction of applicants in the recruitment and training process, lack of enjoyment and engagement, poor productivity, conflict, and greater voluntary turnover.

How can I improve psychological job fit?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If psychological job fit is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve psychological job fit. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how psychological job fit can be enhanced.

Further information about psychological job fit can be found at:

• Shaw, J., & Gupta, N. (2004). Job complexity, performance and well-being: When does supplies-values fit matter? Personnel Psychology, 57(4), 847-879.
• The Great-West Life Assurance Company. (2009). PSR5: Psychological job fit. In Centre resources by risk factor.
• Mental health works: Hiring people with disabilities. (n.d.).
• Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.
• Carless, S. (2005). Person-job fit versus person-organization fit as predictors of organizational attraction and job acceptance intentions: A longitudinal study. Journal of Occupational & Organizational Psychology, 78(3), 411-429.
• Scroggins, W. (2008). The relationship between employee fit perceptions, job performance, and retention: Implications of perceived fit. Employee Responsibilities & Rights Journal, 20(1), 57-71.

What is PSR6 - Growth and Development?

Guarding Minds @ Work defines PSR6, growth and development, as present in a work environment where employees 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 employees to build their repertoire of competencies, which will not only help with their current jobs, but will also prepare them for possible future positions.

Why is PSR6 - Growth and Development important?

Employee development increases goal commitment, organizational commitment and job satisfaction. Employees feel that organizations care when they support growth and development, and skill acquisition and career development directly enhance employee well-being. It is important to ensure that growth opportunities extend beyond learning specific technical skills necessary for job performance, also including opportunities to learn personal and interpersonal skills that are critical to successfully caring for oneself and relating to others.

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

Employees who are not challenged by their work will grow bored, their well-being will suffer, and their performance will drop. When staff do not have opportunities to learn and improve their interpersonal and psychological skills, the result can be conflict, disengagement and distress.

How can I improve growth and development?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If growth and development is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve growth and development. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how growth and development can be enhanced.

Further information about growth and development can be found at:

• Putrich, D. (2005, July 4). Employee development on a shoestring. Computerworld, 39(27), 32.
• The Great-West Life Assurance Company. (2009). PSR6: Growth and development. In Centre resources by risk factor.
• The Great-West Life Assurance Company. (2009). Job future/security. In Creating healthier workplaces.
• Jacobs, R., & Washington, C. (2003, September). Employee development and organizational performance: A review of literature and directions for future research. Human Resource Development International, 6(3), 343.
• Lee, C., & Bruvold, N. (2003). Creating value for employees: Investment in employee development. International Journal of Human Resource Management, 14(6), 981-1000.
• Briscoe, D. (1987). The 10 commandments of development. Training & Development Journal, 41(8), 54.

What is PSR7 - Recognition and Reward?

Guarding Minds @ Work defines PSR7, recognition and reward, as present in a work environment where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner. This includes appropriate and regular financial compensation as well as employee or team celebrations, recognition of years served, and/or milestones reached.

Why is PSR7 - Recognition and Reward important?

Recognizing and rewarding employees motivates, fuels the desire to excel, builds self-esteem, encourages employees to exceed expectations, and enhances team success. This, in turn, provides staff with more energy and enthusiasm and a greater sense of pride and participation in their work. In addition, employees who receive recognition are more likely to treat colleagues and customers with courtesy, respect and understanding.

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

When employees believe that their efforts are not appreciated it can undermine their confidence in their work and trust in the organization. At the least, employees are likely to feel demoralized; alternatively, they may quit. An imbalance between effort and reward is a significant contributor to burnout and emotional distress leading to a range of psychological and physical disorders.

How can I improve recognition and reward?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If recognition and reward is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve recognition and reward. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how recognition and reward can be enhanced.

Further information about recognition and reward can be found at:

• Tips to make employee recognition a habit. (2002, September). Health Care Registration: The Newsletter for Health Care Registration Professionals.
• Genuine recognition is never trite. (2001, November). Health Care Registration: The Newsletter for Health Care Registration Professionals
• The Great-West Life Assurance Company. (2009). PSR7: Recognition and reward. In Centre resources by risk factor.
• Mental health works: Understanding needs at work. (n.d.).
• Employee recognition brings excellence to the forefront. (2001, October). Health Care Registration: The Newsletter for Health Care Registration Professionals.
• Nelson, B. (2002, Winter). The rewards of recognition. Leader to Leader, 16-19.
• de Jonge, J, & Bosma, H. (2000). Job strain, effort-reward imbalance and employee well-being: A large-scale cross-sectional study. Social Science & Medicine, 50(9), 1317.

What is PSR8 - Involvement and Influence?

Guarding Minds @ Work defines PSR8, involvement and influence, as present in a work environment where employees are included in discussions about how their work is done and how important decisions are made. Opportunities for involvement can relate to an employee’s specific job, the activities of a team or department, or issues involving the organization as a whole.

Why is PSR8 - Involvement and Influence important?

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

What happens when employees lack involvement or influence?

If employees do not believe they have a voice in the affairs of the organization, 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 I improve involvement and influence?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If involvement and influence is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve involvement and influence. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how involvement and influence can be enhanced.

Further information about involvement and influence can be found at:

• Elloy, D., Everett, J., & Flynn, W. (1991). An examination of the correlates of job involvement. Group & Organization Studies, 16(2), 160-177.
• The Great-West Life Assurance Company. (2009). PSR8: Involvement and influence. In Centre resources by risk factor.
• Mental health works: Understanding needs at work. (n.d.).
• The Great-West Life Assurance Company. (2009). Autonomy. In Creating healthier workplaces.
• Misra, S., Kanungo, R., von Rosenstiel, L., & Stuhler, E. (1985). The motivational formulation of job and work involvement: A cross-national study. Human Relations, 38(6), 501-518.

What is PSR9 - Workload Management?

Guarding Minds @ Work defines PSR9, workload management, as present in a work environment where tasks and responsibilities can be accomplished successfully within the time available. This is the risk factor that many working Canadians describe as being the biggest workplace stressor (i.e., having too much to do and not enough time to do it). Research has demonstrated that it is not just the amount of work that makes a difference but also the extent to which employees have the resources (time, equipment, support) to do the work well.

Why is PSR9 - Workload Management important?

Most employees are not only willing to work hard, but experience a ‘good day’s work’ as fulfilling and rewarding. Workload management is important because there is a unique relationship between job demands, intellectual demands and job satisfaction. Job demands reduce job satisfaction, whereas intellectual demands, or decision-making latitude, increase job satisfaction. Even when there are high demands, if employees also have high decision-making ability, they will be able to thrive. Having high decision-making latitude also allows for positive coping behaviours to be learned and experienced.

What happens when employees can’t manage their workload?

If any system is subject to excess load without respite it will break. This is as true for people as it is for equipment. Increased demands, without opportunities for control, result in physical, psychological and emotional fatigue, and increase stress and strain. This has a negative influence on performance. Emotionally fatigued individuals also have a diminished sense of personal accomplishment and an increased sense of inadequacy. One of the main reasons employees are negative about their jobs and their employers is excessive workload.

How can I improve workload management?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If workload management is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve workload management. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how workload management can be enhanced.

Further information about workload management can be found at:

• Barnes, C., & Van Dyne, L. (2009). ‘I’m tired’: Differential effects of physical and emotional fatigue on workload management strategies. Human Relations, 62(1), 59-92.
• Lardner, R., Amati, C., & Briner, R. (2002). Stress management standards for workload.
• The Great-West Life Assurance Company. (2009). PSR9: Workload management. In Centre resources by risk factor.
• The Great-West Life Assurance Company. (2009). Workload and workplace. In Creating healthier workplaces.
• Health and Safety Executive. (n.d.). Work related stress: Health and safety in the workplace.
• Karasek, R. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24(2), 285-308.
• Top 5 reasons for employee negativity. (2007, January). Office Solutions.

What is PSR10 - Engagement?

Guarding Minds @ Work defines PSR10, engagement, as present in a work environment where employees enjoy and feel connected to their work, and where they feel motivated to do their job well. Employee engagement can be physical, emotional and/or cognitive.

Physical engagement is based on the amount of exertion an employee puts into his or her job. Physically engaged employees view work as a source of energy. Emotionally engaged employees have a positive job outlook and are passionate about their work. Cognitively engaged employees devote more attention to their work and are absorbed in their job. 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 their company.

Engagement is similar to, but should not be mistaken for: job satisfaction, job involvement, organizational commitment, psychological empowerment, and intrinsic motivation.

Why is PSR10 - Engagement important?

Not only is employee engagement important for individual satisfaction and psychological health, but it also leads to positive outcomes for the organization. The three-year Total Return to Shareholders (TRS) for companies with engaged workforces can be double that of the average company. In addition to profitability, employee engagement is related to greater customer satisfaction, enhanced task performance, greater morale, greater motivation, and increased organizational citizenship behaviours (discretionary behaviours that are beneficial to the organization and are a matter of personal choice).

What happens when employees aren’t engaged?

A recent poll in the U.S. found that the economic impact of disengaged workers is an estimated $300 billion annually in productivity losses. Furthermore, disengaged workers can lead to greater economic impact from psychological and medical consequences. In addition to financial hardships, a workforce that is not engaged is more likely to demonstrate greater employee turnover, workplace deviance (in the form of withholding effort), counterproductive behaviour, and withdrawal behaviours.

How can I improve engagement?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If engagement is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve engagement. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how engagement can be enhanced.

Further information about engagement can be found at:

• Harter, J. K., Schmidt, F., & Keyes, C. L. M. (2003, November). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies.
• Gallup Management Journal. (2006). Unhappy workers are unhealthy too.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.
• The Great-West Life Assurance Company. (2009). PSR10: Engagement. In Centre resources by risk factor.
• Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1, 3-30.
• Corace, C. (2007). Engagement: Enrolling the quiet majority. Organization Development Journal, 25(2), 171-175.
• Rich, B. L. (2007). Job engagement: Construct validation and relationships with job satisfaction, job involvement and intrinsic motivation. (Doctoral dissertation, University of Florida).
• Trahant, B. (2007, Spring). Debunking five myths concerning employee engagement. Public Manager, 36(1), 53-59.

What is PSR11 - Balance?

Guarding Minds @ Work defines PSR11, balance, as present in a work environment where there is recognition of the need for balance between the demands of work, family, and personal life. This factor reflects the fact that everyone has multiple roles: as professors, parents, partners, etc. This complexity is enriching and allows fulfillment of individual strengths and responsibilities, but conflicting responsibilities can lead to role conflict or overload.

Why is PSR11 - Balance important?

A work environment where employers recognize the need for work-life balance makes employees feel valued and happier both at work and at home. When employers recognize that work-life balance is important, they realize the need for greater workplace flexibility. This flexibility helps minimize conflict by allowing them to accomplish the tasks necessary in their daily lives. Balance reduces stress and the possibility that home issues will spill over into work, or vice versa. Balance allows staff to maintain their concentration, confidence, responsibility, and sense of control at work. Organizationally, this translates into enhanced employee commitment, job satisfaction, organizational citizenship behaviours (discretionary behaviours that are beneficial to the organization and are a matter of personal choice) and job performance. In turn, balance is associated with enhanced well-being and reduced stress. These effects have been demonstrated over time, showing a direct causal relationship to physical and psychological health.

What happens when balance is compromised?

Job stress is on the rise, surging from 20 percent in 1990 to 33 percent in 2000. Employees with higher job stress are more likely to be dissatisfied with work and be absent either physically or mentally. One source of stress is conflict between work and family roles. When work-family conflict occurs, health and well-being are undermined. This imbalance can lead to constant tiredness, bad temper, and inability to progress. These can, in turn, lead to additional stress-related illness, as well as higher cholesterol, depressive symptoms, and overall decreased health. The impact on the organization is increased costs due to benefit payouts, absenteeism, disability, and turnover.

How can I improve balance?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If balance is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve balance. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how balance can be enhanced.

Further information about balance can be found at:

• Harter, J. K., Schmidt, F., & Keyes, C. L. M. (2003, November). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies.
• Gallup Management Journal. (2006). Unhappy workers are unhealthy too.
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.
• The Great-West Life Assurance Company. (2009). PSR11: Balance. In Centre resources by risk factor.
• The Great-West Life Assurance Company. (2009). Work schedule. In Creating healthier workplaces.
• Health and Safety Executive. (n.d.). Work related stress: Health and safety in the workplace.
• Byrne, U. (2005). Work-life balance: Why are we talking about it at all? Business Information Review, 22(1), 53-59.
• Casey, P., & Grzywacz, J. (2008). Employee health and well-being: The role of flexibility and work-family balance. Psychologist-Manager Journal, 11(10), 31-47.
• Grzywacz, J., & Carlson, D. (2007). Conceptualizing work-family balance: Implications for practice and research. Advances in Developing Human Resources, 9(4), 455-471.
• Higgins, C., & Duxbury, L. (2005). Saying "no" in a culture of hours, money and non-support. Ivey Business Journal, 69(6), 1-5.

What is PSR12 - Psychological Protection?

Guarding Minds @ Work defines PSR12, psychological protection, as present in a work environment where employees' psychological safety is ensured. Workplace psychological safety is demonstrated when workers feel able to put themselves on the line, ask questions, seek feedback, report mistakes and problems, or propose a new idea without fearing negative consequences to themselves, their job or their career. A psychologically safe and healthy workplace actively promotes emotional well-being among employees while taking all reasonable steps to minimize threats to employee mental health.

Why is PSR12 - Psychological Protection important?

When employees are psychologically protected they demonstrate greater job satisfaction, enhanced team learning behaviour and improved performance. Employees are more likely to speak up and become involved. They show increased morale and engagement and are less likely to experience stress-related illness. Psychologically protected workplaces also experience fewer grievances, conflicts and liability risks.

What happens when employees aren't psychologically protected?

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

How can I improve psychological protection?

Start by having the organization or work team conduct the Guarding Minds @ Work Assessment (Organizational Audit, Initial Scan and/or PSR-12 Employee Survey) and reviewing the resulting reports. If psychological protection is identified as an area of concern, refer to the relevant Action Tools for a practical strategy and evidence-based and effective suggestions that can improve psychological protection. It is also important to discuss the findings with concerned employees within the organization to gain a further understanding of the results and to obtain input and participation in determining useful corrective actions. Also, consider the information in the readings and resources identified below. Finally, refer back to the GM@W website on occasion for new ideas about how psychological protection can be enhanced.

Further information about psychological protection can be found at:

• May, D., Gilson, R., & Harter, L. (2004). The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work. Journal of Occupational & Organizational Psychology, 77(1), 11-37.
• The Great-West Life Assurance Company. (2009). PSR12: Psychological protection. In Centre resources by risk factor.
• Government of Canada (2010, January). Canadian Centre for Occupational Health and Safety.
• The Great-West Life Assurance Company. (2009). Crisis Response. In Issues and strategies.
• American Psychiatric Foundation. (2009). Partnership for workplace mental health.
• Mental health works. (n.d.).
• Roussin, C. (2008, April). Increasing trust, psychological safety, and team performance through dyadic leadership discovery. Small Group Research, 39(20), 224-248.
• Schepers, J, de Jong, A., Wetzels, M., & de Ruyter, K. (2008, September). Psychological safety and social support in groupware adoption: A multi-level assessment in education. Computers & Education, 51(2), 757-775.