The musculoskeletal disorders landscape - SafeWork NSW · • Working memory and recall •...

Peter Faber Business School1 |

The musculoskeletal disorders landscape

Dr Kïrsten Way

Centre for Sustainable HRM and Wellbeing

Discipline Leader and Course Coordinator OHSE

Peter Faber Business School

Australian Catholic University


Let’s paint a picture


Frequency rates of serious MSD claims and all serious claims, 2000–01 to 2013–14

Trends in frequency rates of MSDs

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Serious MSD claims per million hours worked

Serious claims per million hours worked

Safe Work Australia 2016. Statistics on Work-Related MSDs


Median time lost from work and median compensation paid for serious MSD claims, 2000–01 to 2012–13

Trends in lost time and amounts of compensation

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Median compensation paid (left axis)

Median time lost from work (right axis)



A tough nut to crack

Australian Institute of Health and Welfare

“Back pain is 3rd

leading cause of disease burden in Australia in 2011”


Percentage of serious claims that involved MSDs, 2000–01 to 2013–14p

Magnitude of MSDs over time has remained stable


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In Government

So what’s happening out

there?


Strategies and targets to drive operations


Why should we care?

Obese or overweight workers • 13% higher injury risk compared to healthy weight workers. Dong, Z.S. Wantg, Z. & Largay, J.A. (2015)

• miss more than twice as many workdays for work-related injuries (7.4 days vs 3.3 days) Van Nuys, K., Globe, D., Ng-Mak, D., Cheung, H., Sullivan, J & Goldman, D. (2014)

Sickness absences 2 ½ times longer in workers with 2 or more chronic illnesses than in healthy workers (9.3 days vs 3.7days) Casimirri, E. et al (2014)

There is a 38% higher risk of work-related injury in workers who smoke when compared to those who never smoked Dong, Z.S. Wantg, Z. & Largay, J.A. (2015)

Responding to Chronic Illness


https://www.iscrr.com.au/__data/assets/pdf_file/0008/309662/Integrated-approaches-to-worker-health-safety-and-wellbeing-guidebook.pdf

The rise of integrated models


The rise of integrated models

http://www.who.int/occupational_health/publications/launch_hwp_22april.pdfhttp://www.safeworkaustralia.gov.au/


The focus on good work design


In the future of work


there?

Peter Faber Business School17 |Horton J, Cameron A, Devaraj D, Hanson RT, Hajkowicz SA (2018) Workplace Safety Futures: The impact of emerging technologies and platforms on work health and safety and workers’ compensation over the next 20 years. CSIRO, Canberra., p.3


In workplaces


there?


Diversity and msds

The new workforce


What is Diversity?

“Workplace diversity means creating an inclusive environment that accepts each individual's differences, embraces their strengths and provides opportunities for all staff to achieve their full potential.”

https://www.adcq.qld.gov.au/resources/for-employers/diversity-in-the-workplace


Human Body Centred Ergonomics

GALTON: LABORATORY, 1884. - Poster for Sir Francis Galton's Anthropometric Laboratory at London, England, 1884.


Three normal distributions. The same mean (average) but different standard deviations.


Demographic diversity - “Surface level diversity”Differences in observable attributes or demographic characteristics such as age, gender, ethnicity …

Psychological diversity - “Deep level diversity”Differences in underlying attributes such as skills, abilities, personality characteristics, attitudes, beliefs, and values—as well as functional, occupational, and educational backgrounds

Are they related?

What is Diversity?


Meta-analysis (Horwitz & Horwitz, 2007) Meta-analysis (Bell et al., 2010)

• Demographic diversity not related to team performance

• Psychological diversity had a positive impact on team performance, including problem solving and innovation

• Focused on job-related variables (e.g., functional background, organizational tenure)

• Functional background diversity had a small positive relationship with team performance, creativity and innovation - strongest for design and development teams

• Educational background diversity was related to team performance, creativity and innovation for top management

• Race and sex diversity had small negative relationships with team performance

• Age diversity was unrelated to team performance

Some Recent Findings:


Length of time members worked together…

weakened negative effects of demographic diversity on team performance

strengthened positive effects of psychological diversity on team performance

(Harrison et al., 1998; 2002)


Team heterogeneity and work design

Greater KSAs of team – able to undertake more diverse tasks

Can lead to increased skill variety of work intensification and overload

Can increase conflict and distrust which can lead to choices how work design is shaped

(Parker, VandenBroeck, Holman, 2017) “bow down to sovereign tasks”

Social environment not homogeneous - roles differ in desirability – status

Stereotypes when assigning roles (Harrison and Humphrey, 2010)

Task characteristics moderate potency of diversity effects (Lawrence, 1997)

Age diversity does not influence which aspects of physical work environment ‘facilitates or impedes work’ (Kapritz, 2001)


Older workers


Meta-Analysis: Age and Job Performance

Age is largely unrelated to core task performance,

Age is positively related to citizenship behaviours and safety performance,

Age is negatively related to counterproductive behaviours and measures of absenteeism.

Older workers

Ng & Feldman (2008)


Age and Job Performance

On balance, older employees job performance is as effective as younger employees (Hedge & Borman, 2006)

This is especially true when• high motivation to succeed on the job• change minimised• management and co-worker support provided• appropriate job training/expertise• Flexibility in how to accomplish job

Older workers


Challenges for Australian organisations in work design

Take Away Points

1. Recognise the diversity in old age

2. Foster positive attitudes to ageing

3. Set high and achievable goals for older people

Older workers


Young Workers


Executive functioning Emotional and social• Working memory and recall

• Activation, arousal and effort

• Controlling emotions

• Internalizing language

• Deconstructing issues, analysing the parts, reconstituting and organizing into new ideas

• Delaying Gratification

• Sensation seeking, gregariousness, social conformity, quest for integrated self.

• Emotional recognition – pre-frontal lobe less activated.

Adolescent Brain Adult Brain

Young workers


Risk Taking Sleep• More likely to take risks in the real world

• Lab studies reveal young people no more inclined to risky behaviour when alone

• “Increased risk taking in adolescence is normative, biologically driven and inevitable”

• 9 hours needed

• Average rate - 7 hours for 19 year olds

• One quarter sleep less than 6.5 hours

• Ability to tolerate frustration, pay attention, solve problems and make decisions.

Young workers


What does it mean for work design?

• Risk perception and risk taking• Training and communication• Social contexts• Task matching• Accountability

Young workers


Despite what we know people still

have poorly designed jobs and local work design decisions matter

(Parker, Van den Broeck, Holman, 2017)


Risk Perception

A person’s subjective assessment of the probability of an incident occurring and their

concern over the potential negative consequences.


Factors that effect judgement about risk

Whether the effects are immediate or long term

The experience of the individual and their fellow workers

Whether the worker has perceived control

The routine-ness of the situation

Time allowed

Foreseeability of danger.

Temporal discounting

https://www.youtube.com/watch?v=dgVY5v6q7IY&feature=relmfu


A Model of Decision-Making

(Dalgleish,1999)

https://www.youtube.com/watch?v=l5oG_6MDC9M


Back to the future


Expectancy Instrumentality Valence

Parijat, P., & Bagga, S. (2014). Victor Vroom’s expectancy theory of motivation–An evaluation. International Research Journal of Business and Management, 7(9), 1-8.


The importance of groups in safety behaviourfor msds


The Power of Group Norms

Those unspoken, unwritten set of informal rules that govern individual behaviors in a group.

Humans tend to conform……Do what’s asked of them…Fail to intervene……


Theory of Planned Behaviour

Key components:

• Attitudes• Perceived Behavioral Control• Subjective Norms• Intention

(Azjen, 1991)


Design outDesign and manage work wellLead well to influence culture and behaviour


Thank-youQuestions?

The musculoskeletal disorders landscape - SafeWork NSW · • Working memory and recall •...

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