Source avec lien : Safety Science, 136, . 10.1016/j.ssci.2020.105149
En Australie, les employeurs sont légalement tenus de s’assurer, dans la mesure du possible, qu’ils ne mettent pas en danger la santé mentale de leurs employés. En raison du rôle essentiel des superviseurs dans la réponse au stress de leurs employés, il est important de comprendre les stratégies utilisées par les superviseurs, ainsi que les défis auxquels ils sont confrontés dans l’exécution du devoir de diligence de l’organisation, et les compétences et ressources qu’ils trouvent les plus utiles pour ce faire. Des entretiens semi-structurés ont été menés avec 29 superviseurs de 15 organisations en Australie. L’analyse thématique du contenu a révélé 19 stratégies spécifiques au contexte de stress utilisées par les superviseurs pour gérer le stress des employés.
In Australia, employers are legally required to ensure, as far as reasonably practical, that they do not place the mental health of their employees at risk. Because of the critical role of supervisors in responding to their employees’ stress, it is important to understand the strategies supervisors use, as well as the challenges faced by supervisors in executing the organization’s duty of care, and the competencies and resources they find most helpful in doing so. Semi-structured interviews were conducted with 29 supervisors from 15 organizations in Australia. Thematic content analysis revealed 19 strategies specific to the stress context used by supervisors to manage employee stress. These strategies were categorized into six overarching themes: four reflecting a risk assessment process model (i.e., problem identification; execution of the immediate problem; coping assistance; follow-up and evaluation) and two reflecting supervisor leadership behavior that promotes prevention and an organizational culture that supports health. Supervisors reported that the complex nature of stress was the most challenging aspect of resolving stress. Previous experience in assisting employees under stress was reported as the most helpful personal competence, and support from both formal and informal avenues was the most helpful organizational resource. In practice, this knowledge can inform targeted supervisor training that focuses on the step-by-step process of psychosocial risk management. Such training also should acknowledge the complexities of employee stress and the value of emotional competencies for stress detection.