UNIT 6

PHYSICAL HAZARDS 1

HPEO 408 Occupational Health Hazards

ERGONOMIC HAZARDS

SUPPLEMENTARY TO TEXTBOOK ASSIGNED READING

Ubiquitous exposure!

Ergonomic risks can be found across all industries: Office work Retail Tourism Healthcare Heavy industry

Ergonomic hazards fall into 5 main classes: Force exertion Repetitive motion Postures (awkward and static) Contact stress

INTRODUCTION TO ERGONOMIC HAZARDS

Involves the body exerting a physical force during their work task

Most common when doing manual tasks

Examples of force exertion: Lifting/carrying Pushing Pulling Gripping

Pinch grips (force usually between fingers and thumb) Power grips (force usually between fingers and palm)

Swinging (e.g. hammering)

FORCE EXERTION

Involves repeating the same task/movement using the same limb/muscle over a length of time

Severity of risk highly dependent on rate of motion and duration

Examples of repetitive motion tasks: Typing Scanning (e.g. grocery store clerk, ultrasound technicians) Production line work Laboratory work (e.g. pipetting) Agriculture workers (e.g. berry picking)

REPETITIVE MOTION

Occurs when the body is moved in a position that causes strain Working in awkward postures increases the amount of force needed

to complete the task Work surfaces at improper heights important risk factor

Examples of awkward postures include: Bending (forward, backward, and to the side)

Cradling phone in neck Twisting

Transferring loads while standing still Squatting

Agriculture workers Over reaching

Cleaning bathtubs

AWKWARD POSTURE

Occurs when the body or body part stays in the same position for a long period of time

Increases the static load to the muscles/tendons to maintain position

Examples of static postures include: Gripping tools that cannot be put down

Traffic control person (i.e. flagger) Holding the arms out or up to perform tasks

Automobile repair Standing in one place for prolonged periods

Cashier

STATIC POSTURE

Occurs from contact (occasional, repeated, or continuous) between a hard or sharp object and the body tissues

Most common on soft tissue of the fingers, palms, forearms, thighs, shins, and feet

Common examples: Using the body as a “hammer”

Using palm to push things Carpet kicker

Pressing of tool handles into the palms Sitting in chair poorly setup

Without adequate space for the knees Seat pan too long Chair too short

Wearing latex gloves that are too tight Standing/kneeling on hard surfaces Resting wrists on desk edge while typing

CONTACT STRESS

Exposure to one ergonomic risk factor may be enough to cause or contribute to an adverse effect

Multiple ergonomic hazards often occur together, increasing the likelihood of an adverse effect

Severity depends on: Duration Frequency Magnitude

ERGONOMIC SUMMARY

Textbook Assigned reading will cover the adverse effects and some controls Remaining textbook chapter material very specific and good

source for additional information if interested

Many free worksheets/resources available online WorkSafeBC Ergonomic publications website

See worksheets for identifying and assessing ergo hazards NIOSH Ergonomics information site Ergoweb Washington State Department of Labor and Industries : Ergonomic

Ideas Bank Cornell University computer use tips: CUergo

ERGONOMIC RESOURCES

PSYCHOSOCIAL HAZARDS

Psychosocial hazards are hazards that are unique in that they tend to be a result of interactions between people or work characteristics rather than an hazardous agent Historically not considered hazards but rather “stressors”

Emerging issue in occupational health!

The classifications of psychosocial hazards are hazy and change based on industry/country/occupation

The main psychosocial hazards we will review are:1.Shift work2.Fatigue3.Workplace violence4.Bullying5.Workplace stress

INTRODUCTION TO PSYCHOSOCIAL HAZARDS

WHY SHOULD WORKPLACES CARE ABOUT PSYCHOSOCIAL HAZARDS?

Considered any non-standard 8-hr working shift between the hours of 7:00 am – 6:00 pm including: Swing shift Evening/night shift Rotational shifts Weekend work Split shifts On call/casual Irregular schedule Extended workdays

High risk occupations/industries: Healthcare Emergency/Protective Services Manufacturing Primary Industry Tourism/Hospitality

How big is the problem? In 2005 approximately 28% (4.1 million) of Canada’s working population worked

irregular/shift work

SHIFT WORK

Shift work has been linked with multiple adverse effects including increased injury rates, gastrointestinal diseases, metabolic syndrome, cancer, and cardiovascular disease

Mechanism for harm thought to be due to sleep deprivation that leads to disruption of the circadian rhythm (i.e. biological clock)

Shift work has now classified as a Group 2A carcinogen (probably carcinogenic to humans) by IARC

SHIFT WORK

Shift rotations Quicker rotation of shifts (i.e. 2 days/2 nights vs. 5 days/5 nights) allows for quicker

circadian rhythm recovery For swing shifts 2 weeks of day shift/2 weeks of night shift better than one week rotations

however, there is some debate over this as the rhythm is influenced on the weekends when sleep patterns are altered

Have a forward rotating shift (i.e. morning > evening > night) as it is easier for the circadian rhythm to move forward than backward

SHIFT WORK CONTROLS

Difficult, but there are some things that lessen the effects of shift work:

Have longer breaks between shifts Provides more time to recover Recommended to have a minimum of 24

hours between rotation changes Shift start times

Early morning shifts have been shown to cause fatigue

Try to avoid shifts that start before 7:00 am

During work time Have well lit areas Provide frequent breaks and opportunity

to move around Education

Educate workers on importance of sleep, diet, and exercise while doing shift work

Fatigue is the state of feeling very tired, exhausted, weary, or sleepy There are many work and non-work causes of fatigue including:

Inadequate rest (insufficient sleep duration, insufficient break between shifts) Long or irregular work hours (overlaps/combined with shift work) Prolonged mental or physical activity Prolonged periods of stress or anxiety Sleep disorder or other health condition

Fatigue can be either acute or chronic. Acute fatigue

short-term sleep loss / short periods of heavy physical or mental work effects are of short duration and usually can be reversed by sleep and relaxation

Chronic fatigue Long-term sleep loss or overwork Recovery requires extended rest

How much sleep is enough? Research suggest adults get at least 7.5 to 8.5 hours everyday Avoid accumulation of a sleep “debt”

FATIGUE

Adverse effects of fatigue: Impaired judgment (increase in risk-taking, accidents, and incidents) Reduced attention/vigilance, memory, reaction time, and

productivity/performance Difficulty in concentration (decision making, planning, communication) Reduced visual and hand to eye co-ordination Falling asleep on the job Increase in absenteeism and presenteeism Reduced ability to handle stress on the job

Fatigue a special problem in jobs involving heavy machinery or driving (i.e. long-haul truck drivers)

NOTE: fatigue levels are not easily measured or quantified Hard to determine if workers fatigue level was cause during accidents/injuries

investigations

FATIGUE

Workplace violence is any act towards an employee at work, or due to their work, that causes the worker to feel they may be at risk for physical harm Violence includes verbal, physical, or emotional acts Most people still consider violence as having the risk of physical harm

only; however definitions are changing and other forms of “abuse” are now being considered violence without physical harm (i.e. bullying)

Examples of violent acts: Gestures (shaking fists, suggestive/vulgar movements) Verbal threats to cause physical harm to the individual, their property,

or reputation Acts meant to demean, embarrass, or humiliate a worker Verbal attacks (swearing or insulting) Physical attacks (hitting, shoving, pushing or kicking)

WORKPLACE VIOLENCE

Criminal violence committed to employees by citizens with no association with the

organization or victim Ex. robbery (cash, drugs)

Service user violence committed to employees by patrons/service users

Ex. bouncer injured during job removing drunk patron

Worker–on-worker violence committed to employees by other employees

Ex. fight between co-workers about promotion

Domestic violence committed to employees by a citizen with no association with the

organization, but with a fellow employee Ex. husband/wife of worker attacks co-worker over suspected affair

TYPES OF VIOLENCE

Factors to be considered that may increase the risk of violence are: The population

Working with the public

Working with unstable or volatile persons

The location

Working in community-based setting/having mobile workplace (e.g. home support

workers, taxi drivers)

Working in high crime rate areas or isolated areas

The service

Work in premises where alcohol is served

The time

Working during periods of high/elevated stress (e.g. tax season, Christmas)

Working late at night or early morning

Working during periods of intense organizational change (e.g. strikes, downsizing)

Working alone

RISK FACTORS FOR VIOLENCE

High risk occupations: Health care (nurses, paramedics, long term care aides, home support workers)

Protective services (police, fire, security, correctional, social services)

Teachers, daycare providers

Retail (convenience store, fuel stations)

Customer service agents

RISK FACTORS FOR VIOLENCE

Control options highly depends on the type of violence; however, some examples of how to reduce workplace violence can be done by breaking control options into management, administrative, workplace design, and equipment:

Workplace Management – these are control options designed and monitored by management. Mostly these relate to rules and regulations of violence in the workplace

Educate workers on identifying workplace violence Clearly defining what is unacceptable behavior and consequences of

violent acts Assure confidentiality to those reporting violent incidents

CONTROL OF WORKPLACE VIOLENCE

Administrative – these are control options that influence how work is performed

Keeping cash on hand to a minimum Using electronic payment systems to reduce the amount of cash available Changing bank deposit or cash handling activities at varying times of the

day/ using licensed security firm for cash pickup Have security (ID badges / security patrol) Well defined working alone procedures/rules (contact person, posted

schedule) If working out of office use buddy system if possible Always work in pairs when having a potentially confrontational meeting Training in aggression management, emergency preparedness Increase the amount of workers during peak times to increase efficiency If possible make customer interactions over phone, limit face-face

interactions Provide mobile phones to workers with moving office

CONTROL OF WORKPLACE VIOLENCE

Workplace Design – these control options are meant to consider the physical layout and space arrangement that could influence security.

Position reception/sales or service counter so that it is visible by passers Keep or enhance visibility of office/store through windows Positioning office furniture so employees are closer to a door/exit than

the client Increase the width/depth of service desks to increase difficulty in

obtaining physical contact with employee Install barriers between employee and customer Limit number of entries into store/office Ensure workspace and entrances are well lit

CONTROL OF WORKPLACE VIOLENCE

Workplace Equipment – these control options can be used to help deter violence or be used to summon assistance in the event of an emergency

Payment options - electronic payment system will reduce amount of cash available on site

Drop or time-lock safe Install door alarms or buzzers to notify worker someone entered the

space Install security devices (cameras, alarms) Use signage to alert customers of security measures/no cash on hand Have form of communication available (phones, walki-talkie)

CONTROL OF WORKPLACE VIOLENCE

Varying definitions of bullying, harassment, mobbing, and violence

Based on broad definition of violence bullying, harassment, and mobbing are all forms of violence however, many people still regard violence as only threats/acts of physical harm

Below are some small differences to help explain the difference between the three terms: Bullying is typically considered repeated aggressive/unreasonable behavior that

is meant to intentionally hurt another person (physically or mentally) Main reason is to gain power or increase self esteem Bullying is often not identified for weeks or at times months

Harassment differs as it is usually linked to a particular demographic feature of the person such as their gender, race, sexual orientation, or disability Main reason is to “hurt” victim Often incidents are not repeated and are one time incident Harassment is usually identified quickly/immediately

Mobbing occurs when more than one person is involved in the bullying acts/events Often caused by one “ringleader” who bullies others into their activities

BULLYING, HARASSMENT, AND MOBBING

Examples of bullying behavior: Gossiping or starting “rumors” about the victim Name calling The silent treatment/refusing to socialize with

victim Manipulating Laughing/staring at victim Mocking victim Criticizing the victim repeatedly (e.g. work, dress,

behavior) Undermining or impeding a person's work Assigning unwarranted punishment/unreasonable

amount of work Obstruct victim advancement if possible Tampering with victim’s belongings/work/work

equipment

BULLYING

Outcomes of bullying Social isolation “Stress” Reduced self esteem Absenteeism Many others…

Examples on how to control or limit bullying are:1. Develop a Workplace Bullying Policy

Clearly outlines inappropriate behavior, consequences to comply with policy

Clearly outlines complaint handling and investigation procedures

Provide a “neutral” contact person for complaints/concerns

2. Provide training for management and workers on workplace bullying

3. Provide leadership training

4. Develop a mentoring program for new or junior employees

5. Human Resources Provide clear job descriptions for each position in the company

Keep statistics on absenteeism, injuries, complaints, etc.

Identify and support employees at higher risk

Develop standard operating procedures

Review and monitor workloads and staffing levels

Limit work hours

Seek regular feedback from staff about roles and responsibilities

CONTROLLING BULLYING

World Health Organization definition of workplace stress:

“Work-related stress is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities and which challenge their ability to cope”

WORKPLACE STRESS

Obtained from: http://gururatings.org/work-stress/

It is important to note that “Stress” can be positive and negative, but too much stress can be harmful

When faced with a stressor the body has a physical reaction called the “fight or flight” response Causes the body to stimulate the production of additional

hormones (adrenaline and cortisol) to help “deal” with the stressor The hormone release temporarily:

Increases alertness and strength Improves immunological activity Decreases pain

Chronic exposure to stress, that the body is unable to handle, can lead to many adverse effects such as ulcers, headaches, mood changes, weight gain/loss

STRESS

JOB STRESSOR EXAMPLES

Factors unique to the job

•Workload (overload/underload)•Pace / variety / meaningfulness of work•Autonomy (e.g., ability to make your own decisions about your job or specific tasks)•Physical environment (noise, air quality, etc)•Isolation at the workplace (emotional or working alone)

Role in the organization •Role conflict (conflicting job demands, multiple supervisors/managers)•Role ambiguity (lack of clarity about responsibilities, expectations, etc)•Level of responsibility

Career development •Under/over-promotion•Job security (fear from economy, or lack of tasks or work to do)•Career development opportunities•Overall job satisfaction

Relationships at work (Interpersonal)

•Supervisors•Coworkers•Subordinates•Threat of violence, harassment, etc (threats to personal safety)

Organizational structure/climate

•Participation (or non-participation) in decision-making•Management style•Communication patterns

Adapted from: Murphy, L. R., Occupational Stress Management: Current Status and Future Direction. in Trends in Organizational Behavior, 1995, Vol. 2, p. 1-14)

Learn better communication skills with management, coworkers, and subordinates

Improve time management Balance your schedule to incorporate breaks Arrive a few minutes early for work to prepare for your day Prioritize your work tasks and complete in order of importance Don’t take on more work than you can complete (i.e. don’t set up for failure) Break your projects into smaller less overwhelming tasks, provides sense of

accomplishment

Learn how to ask for help Don’t try to control everything, delegate responsibilities when possible Know your limits and when to ask for help if you don’t understand your work

Improve your health and wellness Exercise Eat healthy

WORKPLACE STRESS CONTROL FOR EMPLOYEES

Improve communication Clearly define employees’ roles and responsibilities Share information about jobs/futures to reduce uncertainty

Give workers a voice Allow workers to participate in decisions that affect their jobs including work

rules/scheduling

Monitor work Ensure the workload is suitable to employees’ abilities and resources

Show appreciation for workers Verbal conformation of good work performance and value to the company Provide opportunities for career development

Foster a healthy/friendly social workplace Provide team building exercises/outings Provide social interactions among employees Firmly adhere to anti harassment/bullying/violence policy

Provide workers with support Develop health promotion program Encourage healthy lifestyles (exercise at work, gym memberships)

WORKPLACE STRESS CONTROLS FOR EMPLOYERS

SFU’s GuardingMinds@Work software for evaluating workplace stress (free registration for company use)

The job stress network

NIOSH’s Stress At Work resource page

WORKPLACE STRESS RESOURCES