While spending some quality time with my “read me” pile recently, I stumbled across the term “work harassment” in a research article[1]. Different from general harassment, work harassment refers specifically to the systematic and prolonged use of high workloads, coupled with excessive accountability for employees. In a nutshell, expecting people to ‘do more with less’.
The study was specifically focused on frontline workers such as nurses, but the principles are applicable to all organisations. For example, a business will often view under resourcing as a cost-saving measure. While this may be an appropriate short-term measure, the systematic use of this approach as the default method of operation is a psychosocial hazard.
In the same reading session I happened upon an article on change fatigue (click here to read for yourself), and thought of how often a period of organisational change results in high workloads and under resourcing. Money is saved in the short term, but it is counterproductive in the long term.
The article suggests some key strategies for fostering resilience and adaptability while ensuring employees are not overwhelmed by unsustainable workloads:
1. Open-Source Change Management: Involve employees in co-creating change decisions and give them ownership of implementation planning. Transparent, participative processes reduce change fatigue by 29% and increase willingness to embrace change by almost 50%. Engaging employees in this manner also boosts trust and team cohesion, essential for managing workloads effectively.
2. Prioritization and Empowerment: Leaders should avoid overloading employees by systematically assessing whether additional resources are necessary. Consider how you can empower employees to make decisions based on clear criteria, helping them navigate change with confidence. This not only reduces the burden on management but also increases employees’ sense of ownership.
3. Psychological Safety: The presence of psychological safety—especially the safety to experiment and challenge—can reduce change fatigue by 46%. When employees feel safe to learn from mistakes and question the status quo, they are more likely to adapt and contribute positively to change.
As businesses face increasing levels of change, managing workloads becomes more crucial than ever. Focus on sustainable solutions, fostering psychological safety, and empowering your teams. Not only is it part of mitigating psychosocial risks, but it maximises the chances of organisational success
[1]Farr-Wharton, B., Brunetto, Y., Xerri, M., Shriberg, A., Newman, S., & Dienger, J. (2022). Work harassment in the UK and US nursing context. Journal of Management and Organization, 28(2), 348-362. doi:https://doi.org/10.1017/jmo.2019.16.