Work Without Harm

Psychosocial Risk and Leadership Accountability
1. Auflage 2027
ISBN: 978-1-041-46428-0
Verlag: Taylor & Francis

Buch, Englisch, 252 Seiten, Format (B × H): 156 mm x 234 mm

Most organisations producing psychological harm at work are not doing so out of indifference. They are doing so because the frameworks their leaders inherited do not match what the law now demands, what the science now establishes, and what the consequences of failure now entail.

Work Without Harm closes that gap. Drawing on four decades of research and the regulatory frameworks now operating across Australia, the United Kingdom, Canada, the European Union, and beyond, the book sets out what the duty to provide psychologically safe work actually requires of officers, executives, boards, and the people who manage work day-to-day.

The book moves past wellbeing programmes, employee assistance schemes, and resilience training—the interventions evidence shows to be the least effective response to psychosocial risk—and into the territory the law is actually targeting: how work is designed, how managers behave, how organisations decide what conditions to permit, and how boards govern what they cannot themselves observe.

Five case studies, constructed as composites from documented enforcement outcomes, published inquiry findings, and patterns encountered repeatedly in practice, demonstrate what failure looks like in professional services, mining, healthcare, the public sector, and remote work, and what the analytical frameworks would have surfaced earlier.

Written for executives, officers, directors, safety and HR leaders, regulators, and policy makers, Work Without Harm is neither a compliance manual nor a wellbeing book. It is a treatment of psychosocial risk as the safety, governance, and personal liability issue the legal frameworks have already concluded it is, and a practical guide to discharging the duty that follows.

Zielgruppe

Postgraduate, Professional Practice & Development, and Professional Training

Autoren/Hrsg.

Bourne, Tom

Fachgebiete

• Interdisziplinäres Wissenschaften Wissenschaften: Forschung und Information Risikobewertung, Risikotheorie
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Finanzsektor & Finanzdienstleistungen Versicherungswirtschaft
• Technische Wissenschaften Technik Allgemein Technische Zuverlässigkeit, Sicherheitstechnik
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Personalwesen, Human Resource Management
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Arbeitsplatz, Arbeitsschutz, Gefahrstoffschutz
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Produktionsmanagement, Qualitätskontrolle

Inhaltsverzeichnis

About the Author
Preface
Acknowledgements

A Note on Practitioner Voices

PART ONE: THE LANDSCAPE OF PSYCHOSOCIAL RISK
Chapter 1 – Why Psychosocial Risk Changed Everything
Chapter 2 – The Science of Work-Related Psychological Harm
Chapter 3 – The Global Regulatory Picture

PART TWO: LEGAL OBLIGATIONS AND PERSONAL LIABILITY
Chapter 4 – The Meaning of Reasonably Practicable
Chapter 5 – Where Liability Actually Attaches
Chapter 6 – Officer Duties, Due Diligence, and Personal Exposure
Chapter 7 – Sexual Harassment, Sex Discrimination, and the Positive Duty

PART THREE: HOW ORGANISATIONS CREATE PSYCHOSOCIAL RISK
Chapter 8 – Policies That Increase Risk
Chapter 9 – The Invisible Hazards Leaders Miss
Chapter 10 – How Culture Becomes a Hazard
Chapter 11 – The Psychosocial Cost of Poor Management
Chapter 12 – Contractors, Labour Hire, and Shared Duties

PART FOUR: PRACTICAL PSYCHOSOCIAL RISK MANAGEMENT
Chapter 13 – Identifying and Assessing Psychosocial Risk
Chapter 14 – Measuring Psychosocial Risk
Chapter 15 – Primary Controls: Redesigning Work
Chapter 16 – Secondary and Tertiary Controls
Chapter 17 – Building the Management System
Chapter 18 – What Good Looks Like: Evidence-Based Practice

PART FIVE: WHEN THINGS GO WRONG
Chapter 19 – Investigations After Harm
Chapter 20 – If Harm Occurs: The Leadership Response
Chapter 21 – Return to Work and Recovery After Psychological Injury

PART SIX: LEADERSHIP AND GOVERNANCE
Chapter 22 – What Boards Should Be Asking
Chapter 23 – The Leadership Line That Matters
Chapter 24 – Building a Culture That Holds

Epilogue – What the Standard Is Actually Asking For

Case Study A – Workload and Burnout in a Professional Services Firm
Case Study B – Bullying, Leadership Failure, and Regulatory Intervention in Mining
Case Study C – Psychosocial Risk in Healthcare: Understaffing as a Systemic Hazard
Case Study D – Structural Change, Role Ambiguity, and Psychological Injury in the Public Sector
Case Study E – Remote Work, Isolation, and Manager Absence

Über Autor(innen)

Tom Bourne is an Australian author, workplace safety educator, speaker, and leadership commentator with more than 25 years of experience across the mining and resources, government, and professional education sectors. He has published more than 16 books on workplace safety, leadership, and organisational accountability. He is based in Perth, Western Australia.