Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p15
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 15/36)
Character Range: 139500–143077

mentoring) and provide opportunities for development (e.g. allow workers to take ownership of particular tasks).
                                                  -          Recruit or train supervisors with the skills to provide constructive feedback and recognise the contributions of workers.

Poor organisational justice

Note: Some of these examples of hazards may not create psychosocial risks on their own but may do so if combined with other hazards. Some hazards may only create risks on their own when severe. Consider all hazards present and the circumstances to determine what is reasonably practicable to manage the risks.

Poor organisational justice may include:

    -          failing to treat workers' information sensitively or maintain their privacy (e.g. having performance discussions in front of others or using information for a purpose it was not disclosed for)
    -          policies or procedures that are unfair, biased or applied inconsistently (e.g. promotion based on favouritism, or applying disciplinary policies inconsistently or discriminatorily)
    -          penalising workers for things outside their control (e.g. for not producing a sufficient number of products when they did not have access to the required materials)
    -          failing to recognise or accommodate the reasonable needs of workers (e.g. failing to provide an accessible workplace)
    -          discriminating against particular groups or not applying policies fairly to some groups
    -          failing to appropriately address (actual or alleged) underperformance, inappropriate or harmful behaviour, or misconduct (e.g. not investigating allegations of sexual harassment or not providing procedural justice for workers accused of bullying)
    -          allocating work, shifts and opportunities in a discriminatory or unfair way (e.g. giving 'good' shifts based on friendships with supervisor), or
    -          no or inadequate processes for making decisions affecting workers (e.g. policies and processes do not set out the key considerations for disciplinary decisions).

Controlling poor organisational justice

Note: These are examples only. You must identify and implement control measures that eliminate or minimise the risks in your workplace, so far as is reasonably practicable.

Job/work design                       -          Design unbiased and transparent workplace processes, policies and procedures in consultation with workers (e.g. decision making, recruitment, promotion, performance management, task allocation, WHS or workplace entitlement policies).
                                      -          Consult workers when setting work standards or performance expectations. Ensure they are achievable and workers will not be penalised for things outside their control.
Physical work environment             -          Design a workplace environment where private conversations can be held and ensure confidential information is kept secure.
                                      -          Ensure the workplace accommodates reasonable needs of workers (e.g. provide accessible ramps, doors or IT equipment).
Safe work systems and procedures      -          Provide mechanisms for workers to report issues, raise concerns or appeal workplace decisions.
                                      -          Regularly review policies, processes, procedures, performance expectations and decisions to ensure they are appropriate, fair and reflect the needs of the workplace.
                                      -          Communicate