Occupational Psychology
Employers are obliged to include psychosocial working conditions in their workplace evaluations.
Why this makes sense: Psychosocial stress is a common cause of work-related complaints and illnesses. This results in both human suffering and enormous costs for companies and the economy.
Psychosocial risk factors never occur in isolation, they can accumulate and also influence, reinforce or alter each other. There are also working conditions that interact with risk factors, reducing them and having a positive effect on the risk profile of employees. It is therefore important to consider the specific combination of different factors and the risk profile of each job group. Psychological hazards due to suboptimal risk profiles can also promote diseases such as cardiovascular diseases, musculoskeletal disorders, gastrointestinal disorders, immune disorders and metabolic disorders such as diabetes mellitus.
Digitalisation – Risk matrix
This matrix is a tool to support, but not replace, the implementation of workplace evaluation. The design principles provide guidance on potential hazards and offer starting points for designing measures within the company.
Below is a selection of relevant psychosocial risk factors at work in the age of digitalisation. The content has been simplified and can be used as inspiration in the context of workplace evaluation. Some of the design principles go beyond pure occupational safety and require concrete discussion between various parties within the company. This matrix was developed through cooperation between the Austrian professional associations for psychology and the Federal Ministry of Labour and Economy, with the kind support of the Federal Ministry of Defence, as part of the EU-OSHA campaign (2023–2025).
Intended use of the tool: It is intended to support and accelerate the targeted, people-oriented design of digitalised work systems in terms of health protection at the organisational level. This includes, for example, concrete starting points, demystifying the term ‘digitalisation’ and making challenging areas of action more manageable.
Target groups of the tool: Anyone involved in work design in (partially) digitalised work systems. In particular, those who are active in occupational health and safety, such as employers, preventive services, works councils, human resources departments, occupational health and safety centres and specialised consulting firms. It also supports labour inspectorates in their advisory and monitoring activities.
Application of the tool: Select a topic that could be relevant to the company in question (e.g. automation). Go through the four risk dimensions and check whether anything could apply to the company. Expand the information and read it in more detail. If it is relevant, the topic can be taken into account at various points in the workplace evaluation (e.g. interpretation of the results of a screening procedure, identification of measures, planning, etc.).
| Digital platform work | Automation of tasks (using robotics and artificial intelligence) | Remote and hybrid work | Worker management through AI | |
Concerns any paid work that is provided or arranged via online platforms. The psychosocial risk factors differ depending on the type of platform work, the level of qualification required and whether the service is provided on site or online. A selection of common psychosocial risk factors is given below. | The automation of work tasks changes the workload profiles in affected companies in a variety of ways. A selection of common factors is shown below. | Remote and hybrid work systems are now a reality on a large scale. This changes the risk profile in many affected companies in a variety of (new) ways. A selection of common psychosocial risk factors is listed below. | AI-based algorithms and digitally determined key figures that directly affect employees are increasingly used in HR management. For example, to allocate tasks, control the speed of work processes, monitor or collect and plan work tasks. This changes the stress profile in many (newly) affected companies in a variety of ways. A selection of common psychosocial risk factors is shown below. | |
| Activity/Tasks | What is the issue? Working on digital platforms often requires a way of working in which tasks have to be planned and carried out independently. Time and other resources must be monitored by the individuals themselves. Income is often rather low and usually fluctuates depending on available or completed assignments, which makes it difficult to reliably finance one's livelihood. Design principles and proposed measures (examples)
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What is the issue? Due to technological change (including software updates), global research and the changing nature of work, knowledge about working in digital work systems needs to be specified, updated and expanded from time to time. This results in the requirement to orientate oneself to the current state of knowledge constantly and to expand one's own skills. Design principles and proposed measures (examples)
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What is the issue? Experiences of violence in the workplace can have a considerable impact on mental health and health in general. These experiences not only affect the employees concerned, but can also have a negative impact on the efficiency of entire companies and economies. Design principles and proposed measures (examples)
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What is the issue? Interaction work refers to working with people in which social interactions play a central role. It includes emotional work, including ‘surface acting’ and ‘deep acting’. Design principles and proposed measures (examples)
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What is the issue? Solving IT problems can become a relevant psychological risk factor at work for several reasons. Among other things, due to the interruption of the actual activity, which can cause you to fall behind and under time pressure, due to the lack of IT support or due to poor communication with IT support staff (negative social interaction with angry colleagues). Design principles and proposed measures (examples)
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What is the issue? Viewing problematic and violent online content can be hazardous to the health of platform workers, e.g. in the area of content moderation or online police units. Repeated exposure and a lack of social support can make it difficult to cope: platform workers often work alone or in isolated environments. Design principles and proposed measures (examples)
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| What’s the issue? With the spread of new information and communication technologies, the volume of information has increased (quantity) and communication channels have become shorter. Ambiguous information or high complexity, for example, can result in additional stress on a qualitative level. Disturbances and interruptions or having to keep an eye on different processes at work at the same time are important aspects that go hand in hand with the experience of information overload and can lead to constant attention as a requirement for concentration. Design principles and proposed measures (examples)
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What’s the issue? The workload per unit of time can increase due to faster workflows, tighter time schedules for the completion of tasks in semi-automated processes, the elimination of routine activities and an increase of complex tasks. Competition between non-automated companies and automated companies can also lead to increased deadline and time pressure due to competitive pressure. Design principles and proposed measures (examples)
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What’s the issue? A lack of traceability can lead to overconfidence in technology and a sense of powerlessness in the event of system failure. This is significant for the "human-in-command approach", which intends leaving the informed decision to humans, as this requires a certain degree of traceability of digital processes (e.g. concerns aspects of software ergonomics). The use of automated systems can also lead to "deskilling", which refers to the potential loss of human skills. If AI takes on more tasks that previously required human skills, these skills may atrophy. Finally, organizational justice, in the form of procedural justice, can also be negatively affected by a lack of traceability. Design principles and proposed measures (examples)
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What’s the issue? The pressure to constantly train and acquire new qualifications can lead to stress reactions, a feeling of permanent inadequacy and excessive demands. Companies, and therefore also employees, need the appropriate resources to adapt to flexibly used new technologies and processes. Lifelong learning and the willingness to undergo further training are crucial in order to keep pace with change. The physical term "half-life" often used in this context is often misleading in relation to knowledge and skills, as knowledge once acquired, e.g. at different levels of abstraction, can always play a role. Design principles and proposed measures (examples)
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What’s the issue? Monotonous work refers to long-lasting, monotonous and repetitive activities. It can lead to a gradual state of reduced mental activation. Monotonous work is associated with fatigue, a decrease or fluctuation in performance and a reduction in the ability to react and adapt and is also triggered by low demands on planning and thinking. With incomplete, monotonous activities, it is also more difficult to identify the meaningfulness of one's own contribution to the final product. Design principles
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What’s the issue? The automation of tasks (physical or non-physical) offers considerable potential for savings in some industries above a certain company size, including personnel costs. Whether, when and which work activities are automated is often difficult to understand for employees. A high degree of uncertainty as to whether one's own job is secure can have negative consequences of strain, such as fear of job loss. Poor predictability is an additional psychological load factor. For employees, for example, their professional future, personal and financial security and social affiliation within the organization are at risk. Perceived job insecurity is associated with the risk of depression, anxiety and emotional exhaustion.
Design principles and proposed measures (examples)
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What’s the issue? The fragmentation of tasks can lead to a decoupling of work processes and affect the continuity of work as well as the sense of belonging and purpose among employees. The fragmentation of work and the loss of an overview of the entire work process can lead to alienation. The positive impact of one's work becomes increasingly difficult to identify and there may be a lack of a sense of achievement. A feeling of isolation or the loss of meaningfulness and identification with the work can be negative consequences of strain. Design principles and proposed measures (examples)
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What’s the issue? Autonomy is considered one of the basic psychological needs. High job demands in combination with low autonomy (including job decision latitude) can lead to stress reactions that are harmful to health. Work intensification, inadequate break organization and multitasking, for example, can contribute to a reduction in the actual job autonomy. If the power of decision making within the organization is limited to a few highly qualified specialists (multi-job work), while all other employees have very little leeway, this can contribute to problematic psychological stress profiles. Too little room for maneuver can also be associated with health problems such as cardiovascular diseases or sleep disorders. If the experience of self-efficacy is also reduced, work motivation and satisfaction can be negatively affected. Design principles and proposed measures (examples)
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| What’s the issue? In remote and hybrid work systems, there are different demands on the sensory organs compared to presence-only work at the same location. The demands on the eyes tend to be higher. Perception (e.g. of body language) is influenced by screen work and by how communication is organized. Poor audio quality and unstable internet connections require close listening and a high level of attention. All of these can be obstacles to mental regulation. There is also an increased prevalence of digital eye stress (DES), which can manifest itself through symptoms such as visual fatigue (e.g. blurred vision, difficulty focusing), eye irritation (e.g. itching, feeling of dry eyes) and increased sensitivity to bright light. DES is also often associated with headaches or neck pain. Design principles and proposed measures (examples)
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What’s the issue? The flexibilization of the time and place of work means that today’s employees (have to) take on more responsibility for the organization and achievement of their work goals and tend to be coordinated less by their manager. This involves changing demands on the regulation of emotions and actions. Obstacles to regulation due to poor image/audio quality during video conferences or telephone calls, malfunctioning software, disruptions (e.g. due to cyberattacks), misunderstandings, distractions from the working environment, poorly chosen communication channels, etc. tend to be met with fewer social resources. Hybrid work means working alternately at sometimes very different workplaces, which have an impact on the working environment, management methods and work organization. Reconciling these can increase the complexity of work activities. The regulation of actions tends to require more self-discipline, self-motivation and self-management skills in mobile and hybrid work. Design principles and proposed measures (examples)
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What’s the issue? Hybrid work systems present new challenges for managers. Failing digital leadership has a negative impact on the health of employees and the organization. In addition to technological expertise and a certain degree of agility, it is very important, for example, to choose suitable communication channels, act in an employee-oriented manner and promote team cohesion. Social relationships can be both a burden and a resource and should be positively supported, especially in digital work systems. The issue of presenteeism is also increasingly relevant in mobile working. Those who work sick make more mistakes and risk a longer period of sick leave. Overcommitment can also occur among some employees if they want to prove that they deserve the leap of faith that comes with teleworking. Clear rules on mobile working are necessary and managers should set a good example. Design principles and proposed measures (examples)
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What’s the issue? Difficult customer interactions are also a relevant psychosocial risk factor when working remotely, whether via video conference, on the phone or by email. This ranges from disrespect to forms of psychological violence (e.g. verbal, sexualized). In addition, there is the so-called "digital rudeness", which describes the phenomenon that common customs are sometimes disregarded in digital communication and some people dare to be rude. The difference to working in person is that it may be more difficult to cope with the demands of working alone, as some of the social resources from working in person are no longer available and it can be more difficult to differentiate from working from home. As a result, work conflicts can have an impact on private life and make it more difficult to relax. Design principles and proposed measures (examples)
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| What is it all about? Increasing complexity and the amount of data available are new working conditions for many executives. How can data be used, protected and utilised in the best possible way for occupational health and safety? Which data is meaningful? Is the data quality sufficient? How can I avoid information overload? Technological expertise and communication challenges can become an issue for data utilisation. Design principles and proposed measures (examples)
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What is it all about? Dealing with software, new regulations and technologies entails certain changing skills requirements and increasing complexity. On the one hand, the use of AI-supported HR management software can lead to the loss of certain skills that are no longer required on a daily basis due to AI ("deskilling") and, on the other hand, make further training necessary. Interpersonal communication skills can also decline due to less personal interaction. The need to learn new digital skills also requires time resources and can lead to excessive demands on some employees. This risk factor can also be related to the fear of job loss if, for example, gaining further qualifications is not possible. Dealing with technology is becoming part of many jobs and requires suitable qualification. Design principles and proposed measures (examples)
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| Processes/Organisation | What is the issue? The lack of transparency in the assignment of tasks, digital tracking processes and decision-making can lead to uncertainty, mistrust and a feeling of constant monitoring. Among other things, this can undermine the feeling of autonomy and favour a stress reaction. Algorithmically determined work processes that are not adapted to human biorhythms and the human psyche can also jeopardise medium to long-term productivity and satisfaction. In some cases, uncertain duty rosters and spontaneous work assignments also make it difficult to coordinate work and private life. Organisational principles and proposed measures (examples)
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What is the issue? Digital platform work can lead to work intensification. Possible reasons include intensive monitoring and evaluation of work performance using algorithms, temporal and technological dissolution of boundaries at work and, in practice, a lack of freedom to organise breaks. This can increase the pressure on employees, favour interruptions, lead to multitasking and have a negative impact on the break culture. Design principles and proposed measures (examples)
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What is the issue? Some platform work is characterised by particularly low pay, a lack of social security or uncertainty regarding employment. So-called “pseudo-self-employment” is also a widespread phenomenon, which entails the additional burden of unpaid administrative tasks. Decisive factors for the existence of precarious employment relationships are the extent of protection under labour and social law and the respective living conditions of the persons concerned. Organisational principles and proposed measures (examples)
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What is the issue? Too little perceived autonomy is a risk for employees and the company. Work intensification, inadequate break organisation and multitasking can contribute to a reduction in the perceived scope of activity, even if, for example, the theoretical scope for decision-making is high. A lack of control over work or a lack of self-efficacy can also favour unhealthy stress reactions. Limited job autonomy can also be associated with health problems such as cardiovascular risks or sleep disorders. Design principles and proposed measures (examples)
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What is the issue? Organisational justice is a well-researched construct in work and organisational psychology, it plays an important role in the health of employees and has a concrete impact on the workplace. It is assumed that low levels of perceived organisational justice promote work-related depression and exhaustion (especially burnout syndrome). Non-transparent, algorithmic work planning, gratification crises, internal competition and the lack of positive social relationships in the workplace can be aggravating factors in digital platform work. Design principles and proposed measures (examples)
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What is the issue? Digital platform work can increase asymmetrical communication patterns. Information is often just “provided” rather than communicated properly, and it is not always easy to ask questions. This type of communication, in which one side has more information, control or power than the other, can have significant negative consequences in the work context. Examples of this are Loss of information, loss of trust and reinforcement of communication barriers. Design principles and proposed measures (examples)
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What’s the issue? In platform work, various incentive and rating systems are used to control the effectiveness of platform workers. These can include pricing and remuneration (e.g. per order), ratings and reviews, bonus systems, rankings and visibility. Certain monetary incentives, pressure to perform through ambitious targets and incentives to neglect the work-domain balance can have negative effects on health. The neglect of safety standards by platform workers can also be the result. Design principles and proposed measures (examples)
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| What’s the issue? The failure of automated systems can affect health and safety in the workplace. For example, the workload can increase spontaneously and immediate hazards can arise in safety-critical areas (e.g. in the aviation or energy supply sectors). The sudden switch to manual work processes and the uncertainty about the duration of the outage are psychological load factors that can lead to harmful stress reactions. Design principles and proposed measures (examples)
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What’s the issue? In a digitalized organization, digital tracking can be used to monitor employee performance, e.g. recording completed tasks per hour, keystrokes, actions performed, data protection-compliant use of cameras and GPS tracking, etc. A possible feeling of constant monitoring can lead to permanent stress reactions in employees. This can lead to various health risks and must be prevented for health protection. Design principles and proposed measures (examples)
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What’s the issue? If the targets are created (partially) automatically based on individual performance indicators, there is a risk of constantly working at the performance limit and triggering negative strain consequences with every unforeseen change. "Distribution times" (e.g. spontaneous requirements, going to the toilet, drinking breaks, etc.) account for around 20-30% of working time and must be included in the systematization. Design principles and proposed measures (examples)
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What’s the issue? The introduction of a new system or process involves challenges that should be dealt with professionally. If the (partially) automated process is not adapted to people beforehand and adapted to the requirements of the job, this can also have negative consequences for the health of employees. A change process is often externally initiated and open. Employees should be actively involved in the change process during implementation to increase the meaningfulness and acceptance of the project. The so-called "bomb-throwing strategy", in which changes are implemented quickly and without the possibility of participation, usually makes targeted implementation more difficult, increases stress and reduces acceptance. Design principles and proposed measures (examples)
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What’s the issue? The "human-in-command approach", which involves leaving the informed decision to humans, is a fundamental requirement for human-centred work design. The so-called "automation bias" can impair the ability to take responsibility and can lead to people overly trusting technology and ignoring contradictory information, even if it is correct. In order for responsibility to be borne in (partially) automated work systems, processes must remain comprehensible. If people are affected by automated decisions (e.g. personnel decisions), additional ethical and legal questions arise. To avoid algorithmic discrimination, it is essential to consider the data on which algorithms are created, especially if the historical data on which they are based may be distorted or incomplete or even contain discriminatory decisions from the past. Design principles and proposed measures (examples)
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What’s the issue? Organizational justice is a construct researched in work and organizational psychology that plays an important role in the health of employees and has a concrete impact on the workplace. It is assumed that low levels of perceived organisational justice promotes work-related depression and exhaustion (especially burnout syndrome). Non-transparent, algorithmic work planning, internal competition for scarce jobs and the lack of positive social relationships in the workplace can be aggravating factors in (partially) automated work systems, for example. Design principles and proposed measures (examples)
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| What’s the issue? Work intensification can result, for example, from increased documenting of work tasks (using software), unfiltered information flows, the resulting information overload and reduction of working hours that are not directly productive, but facilitate the organization of tasks and the mental regulation. Constant access to work and the "voluntary" completion of work tasks outside of working hours can also lead to increased expectations. The use of digital technologies and media often creates the feeling of having to work more and faster, while at the same time demanding a high level of concentration. The reduction in working hours that are not directly productive can also be an obstacle to innovation. This can potentially keep stress levels constantly high and disrupt recovery times. Presenteeism is also more likely with increasing work intensification in hybrid work. Design principles and proposed measures (examples)
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What’s the issue? There is a shift from sources of interruptions to information and communication technologies. Digital interruptions through chat messages, emails, pop-ups, etc., but also interruptions from private life can play a role. There are differences here, depending on the options for physical and technological separation that employees have at home. Care work also plays a role for people with care responsibilities, and still more so for female employees than for male employees. Design principles and proposed measures (examples)
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What’s the issue? Multitasking, i.e. working on several tasks at the same time, increases the susceptibility to errors and can have a negative impact on the ability to concentrate. It also fosters stress reactions. The intensive use of digital technologies can intensify multitasking both in the office and at home. Even switching between different work locations can be a challenge if, for example, things need to be physically prepared spontaneously. Asynchronous communication leads to several tasks running in parallel, the due dates of which can overlap in an unfavourable way. Simultaneously used communication channels such as emails, chats, video conferences or telephone can lead to multitasking and excessive time pressure. Simultaneously solving technical difficulties also leads to multitasking. Design principles and proposed measures (examples)
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What’s the issue? In addition to its positive effects, digital monitoring can also easily be misused to monitor employees in an unhealthy way. While consensual monitoring of, for example, working hours or certain agreed targets can represent an opportunity and be useful, unregulated monitoring can lead to a chronical stress reaction that is harmful to health. In purely technical terms, the monitoring possibilities are almost unlimited (e.g. voice analysis systems, analysis of facial expressions), but there are legal limits, e.g. due to data protection, personal rights and in the case of dangerous psychological stress. Inadequate monitoring can significantly weaken the basis of trust between the employer and employees, which is even more important for remote and hybrid working. Design principles and proposed measures (examples)
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What’s the issue? When working remote, high workloads may be less visible to managers, which can lead to employees being assigned so many tasks that the amount of work exceeds their time resources and time pressure arises. Asynchronous communication can also lead to several tasks running in parallel and their due dates overlapping in an unfavourable way. Simultaneously used communication channels such as emails, chats, video conferences or telephone also encourage multitasking. In some cases, there is hardly any time between different video conferences to change the topic mentally, which means that breaks are not taken and time pressure can be increased. Design principles and proposed measures (examples)
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What’s the issue? In the case of flexible working, several roles (professional / private) may have to be reconciled and new roles may be added. In addition, for example, you share responsibility for the functioning of the technology and the ergonomic set-up of a workplace and thus become a preventive service for yourself in relation to the workplace. Care responsibilities ("care work") sometimes have to be carried out at the same time as working from home and can lead to contradictions and excessive demands. According to current knowledge, traditional gender roles are tending to become more pronounced, as the main burden of care work is still borne by women. In some cases, care leave is not taken, but work is done simultaneously from home. In the case of mobile gig workers or platform workers, role ambiguity can also arise with regard to employment status (keyword: pseudo self-employment), especially in the case of high dependency. Design principles and proposed measures (examples)
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What’s the issue? You assume that a perceived lack of organizational justice promotes work-related depression and exhaustion (especially burnout syndrome). Strengthening this can sometimes be complex. Differences in the granting of teleworking days, for example, should be very well justified, as this can otherwise act as an "order" or sign of trust, which may not appear fair to colleagues. The flow of information should be ensured so that informational fairness is guaranteed and all information required for the work is provided. Opportunities for promotion and recognition may be impaired in the case of "invisible" workers. In practice, there are many additional influencing factors. Design principles and proposed measures (examples)
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What’s the issue? Flexibilization of working hours can lead to less recovery time and longer working hours, but can also be a positive resource in terms of work-domain balance. Without clear regulations, "voluntary" delimitation and complete integration of work and private life can occur, which can have a negative impact on recovery. If boundaries are removed, a lack of rest and fatigue can become a problem and increasingly pose a health risk. Presenteeism can also become a problem in this context and is more likely when working from home. Design principles and proposed measures (examples)
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What’s the issue? In teleworking, the boundaries between professional and private life are less clear, as these areas move closer together in terms of both space and time. This also makes these boundaries potentially more permeable to disruptions and interruptions. Adapting to different work locations and working environments is a requirement. Design principles and proposed measures (examples)
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| What is it all about? Sudden changes that are too rapid can trigger stress reactions. If algorithmic personnel management leads to the automated allocation of standardised work tasks, this can lead to a decline in coordination and thus also participation opportunities. Declining coordination with employees and a lack of dialogue can not only reduce motivation, but, among other things, also the ability to innovate. Good participation is fundamental to combating the potential negative effects of algorithmic HR management. Achieving this is sometimes a challenging task. Design principles and proposed measures (examples)
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What is it all about? In a digitalised organisation, digital tracking can be used, within the legal framework, to monitor the performance of individual employees. For example, recording completed tasks per hour, keystrokes, actions performed, legally compliant use of cameras and GPS tracking, etc. A possible feeling of constant monitoring can lead to permanent stress reactions in employees. This can lead to various health risks and must be prevented in the interests of health protection. Chronic stress reactions have harmful physical and psychological effects. Insufficient agreements on how to handle the collected data or a lack of transparency in the processes can cause chronic stress reactions and anxiety among employees. Rating systems (customer satisfaction) can play a role here. On the one hand, employees can increasingly perceive themselves as "transparent persons" and, on the other hand, have to fear disadvantages due to negative evaluations, some of which are not their fault. Design principles and proposed measures (examples)
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What is it all about? The creation of employee profiles or "profiling" is not uncommon in HR management (see digital personnel file). Algorithmic management systems simplify profiling due to the increased availability of data. Profiling can be a powerful tool that carries a certain risk of misuse in the work context. In addition to observing the legal principles (including human rights), guidelines are therefore necessary. Clearly defined, transparent rules may be beneficial for personnel development and employee protection. However, the risk of unhealthy stress reactions and discrimination against entire population groups are real dangers. Design principles and proposed measures (examples)
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What is it all about? This relates to inadequately designed work processes (including interfaces). There is a tendency to intensify and accelerate work, for example when automated task allocation or "performance monitoring" is used. The workload can increase due to, among other things, ever more stringent requirements and internal competition, as well as favouring an "always-on" culture. In order to prevent serious health risks, we need to take action here. The constant availability of AI systems can mean that more and more tasks can and eventually must be completed per unit of time. The resulting time pressure can be hazardous to health. The aim is to achieve a healthy workload. To achieve this, ergonomics is traditionally based on a kind of hypothetical average person. However, occupational health and safety measures that are effective for different target groups may be necessary, to avoid excessive or insufficient demands. Design principles and proposed measures (examples)
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What is it all about? The lack of transparency in the allocation of tasks, digital tracking processes and decision-making can lead to uncertainty, mistrust and a feeling of constant surveillance. A lack of transparency can also lead to a loss of trust and favour asymmetrical communication. In a company, this puts a strain on relationships between different hierarchical levels, which can make internal communication more difficult. Wherever people are deployed using algorithms, there is also a risk of discrimination, which can be minimised by a discrimination-sensitive algorithm development process. Design principles and proposed measures (examples)
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What is it all about? The introduction of a new technology or a new process is a temporary additional expense. Change can also cause uncertainty if it is not accompanied professionally. Rejection and stress reactions are likely without appropriate advance information and participation opportunities for those affected. A change process is often initiated and open from the outside. Employees should definitely be actively involved in the change process during implementation, among other things to increase the meaningfulness and acceptance of the project. The so-called "bomb-throwing strategy", in which changes are implemented quickly and without the possibility of participation, usually makes targeted implementation more difficult, increases the burden and reduces acceptance. Design principles and proposed measures (examples)
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What is it all about? Automated task allocation can reduce the autonomy and control of workers. AI-supported systems can generally restrict employees' freedom of choice. Interruptions caused by push messages, for example, can play a role in automated task allocation and impair the perceived control. A lack of control over work and the resulting lack of self-efficacy can also favour stress reactions. Reduced room for manoeuvre can be associated with health problems such as cardiovascular risks, depression or sleep disorders. Other effects include loss of motivation, reduced willingness to perform, less loyalty to the company, withdrawal, resignation and so-called gratification crises. Design principles and proposed measures (examples)
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What is it all about? Organisational justice is a construct that has been researched in work and organisational psychology, plays an important role in the health of employees and has a concrete impact on the workplace. Organisational justice perceived as low can promote work-related depression and exhaustion (especially burnout syndrome). Non-transparent, algorithmic work planning, gratification crises, internal competition and the lack of positive social relationships in the workplace can be aggravating factors in AI-supported HR management, for example. Automatically generated key figures, which can determine work content and careers, must not be over-interpreted (keyword "over-confidence bias") and should always be subject to human control ("human-in-command"). The basis of a procedural sense of justice is also a lack of traceability of the processes. Design principles and proposed measures (examples)
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What is it all about? A high degree of uncertainty as to whether one's job is secure can have negative consequences in terms of stress. Poor predictability is an additional psychosocial risk factor. For employees, for example, their professional future, personal and financial security and social affiliation within the organisation are at risk. Perceived job insecurity is associated with the risk of depression, anxiety and emotional exhaustion. Potentially affected here are, for example, traditional middle management positions. Activities at middle management level can in some cases be taken over by algorithms that assign employees their tasks and generate their key performance indicators. In particular, recurring tasks can often be easily substituted. The implementation of AI in HR management can cause uncertainty regarding one's own job and requires organisation, among other things to prevent harmful internal competition. Design principles and proposed measures (examples)
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What is it all about? Algorithmic personnel management is increasingly characterised by asymmetrical communication patterns. Information is often provided rather than communicated, and enquiries are not easily possible. This type of communication, in which one side has more information, control or power than the other, can have considerable negative consequences in the work context. Examples of this are Loss of information, loss of trust and reinforcement of communication barriers. Data-based profiles of employees make it possible to monitor certain parameters. Asymmetrical (one-sided) communication can also disrupt the "bottom-up" communication flow. The distance between manager and employee can increase if work tasks are assigned automatically, which would put a strain on the relationship level of communication. Design principles and proposed measures (examples)
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| Social relationships/social and organizational climate | What's the issue? Digital platform work can foster isolation and loneliness. If it becomes problematic, it can have serious health consequences and increase the risk of depression, anxiety, heart disease and premature death. The focus is on the discrepancy between the desired and the actual interpersonal relationship. Design principles and proposed measures (examples)
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What is it about? The dangers of failing digital leadership are manifold and can have negative consequences relevant to occupational safety. Example topics: Changed working conditions must also result in appropriate preventive measures, the flow and quality of information must be carefully optimized, and the implementation of security standards with regard to cyberattacks and data leaks can also affect the protection of employees' personal data. Design principles and proposed measures (examples)
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| What’s the issue? In many cases, the introduction of automation technologies means that human workers interact less with each other, as machines and robots take over certain (social) tasks and, in some cases, new lone worker positions are created. Social interaction is an important component of human-centered work design. Appropriate measures should therefore be taken in response to the above-mentioned trends. Design principles and proposed measures (examples)
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What’s the issue? Interaction between people is less casual and interaction with systems and machines increases. Cyber-physical systems (CPS), for example, connect and control work equipment, products, spaces, processes and people almost in real time. For example, an excavator or a drone can be controlled by a specialist from the other side of the world. Intelligent software takes over complete or partial control. Because of this and other forms of teleworking, social interaction, especially in person, may decrease. Interaction between people and (intelligent) digital systems, on the other hand, is constantly increasing. Design principles and proposed measures (examples)
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| What’s the issue? Internal communication is changed and often made more difficult by mobile working. Misunderstandings can occur more frequently and digital rudeness can contribute to harmful dynamics in social relationships at the workplace. Asymmetrical communication ("one-way communication") makes constructive feedback and participation more difficult. At the same time, the information relevant to the work must reach everyone and be implemented. Controversial topics are more difficult to work on in a hybrid way, partly because more information can flow in presence (e.g. non-verbal communication) and it is easier to respond to each other. The latency in video conferences is a psychosocial risk factor, especially when there is interpersonal tension. Reaching consensus during development can be more difficult online, e.g. due to multiple information channels (email, chat messages, phone calls, video conferencing). Uncertainty can arise, for example, if a delayed response in the chat is mistakenly taken personally. Different professional groups / activities sometimes require different communication channels and selecting the right communication channel is a new work requirement. Informal communication, which is particularly important for the exchange and strengthening of professional working relationships and the further development of ideas, is no longer possible in many places. Design principles and proposed measures (examples)
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What’s the issue? If the presence of people in the office at different times is not properly managed, this can lead to social isolation of individual employees, especially if people are less involved in the flow of information. Among other things, the loss of informal communication, e.g. in the coffee kitchen, can have numerous negative effects, such as reduced group cohesion. The danger of people getting "lost" and social isolation turning into problematic, unhealthy loneliness is real. Social isolation can also be a working condition that promotes addiction. Cyberbullying can also occur and go unrecognized for a long time. Positive social interaction is also an important organizational resource, e.g. for interpersonal mental hygiene and for a successful exchange of information, which can be lost through social isolation Design principles and proposed measures (examples)
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| What is it all about? If employees have their work tasks automated, human interaction with managers reduces. Support from managers can also decrease as a result. Increased time pressure due to digital work intensification can also lead to a decrease in social interaction among employees and make positive interaction more difficult. Social interaction is an important component of human-centred work design. Appropriate measures should therefore be taken in response to the above-mentioned trends. Design principles and proposed measures (examples)
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What is it all about? If employees are primarily evaluated using key figures, this can lead to dehumanisation. This can lead to a reduction in moral emotions, feelings of superiority and the justification of conflicts. This puts a strain on the relationship between employees and the relationship of trust between employers and employees, with all the negative consequences that entails. Conflicts can escalate more easily. Personnel management driven purely by key figures can lead to people having to work "like machines" in order to fulfil the requirements. Among other things, this datafication can lead to a decline in intellectual and cognitive skills, creative thinking and autonomy (deskilling). The ability to self-assess situations and recognise dangers can also decline. Design principles and proposed measures (examples)
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What is it all about? Due to fewer human interaction points with management and colleagues, social isolation can occur. Automated personnel management also enables business models without a company headquarter and predominantly lone working. If problematic loneliness occurs, this can have serious health and social consequences and increase the risk of depression, anxiety, heart disease and premature death. The focus is on the discrepancy between the desired and the actual interpersonal relationship. Design principles and proposed measures (examples)
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| Environmental factors | What is it about? Work is considered ergonomic if it is adapted appropriately to the individual abilities, physical constitution and limits of a person. This includes, for example, sedentary work, forced postures, lifting/carrying and software. Inadequate work equipment can also endanger ergonomics, especially in connection with weather events such as heat, hail, wetness and black ice. Design principles and proposed measures (examples)
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What’s the issue? Working in private households, public places or other unfamiliar locations can pose various dangers for platform workers. These include the risk of accidents due to poorly foreseeable hazards, social isolation, sexual harassment, dealing with difficult customers, physical strain due to non-ergonomic forced postures, a lack of work equipment or unsafe cleaning chemicals, weather conditions or other influencing factors. Design principles and proposed measures (examples)
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| What’s the issue? Concerns companies that use robots or cobots. Collisions, malfunctions, improper use and electrical hazards can cause injuries when working with robotic systems. There is always a residual risk, that’s not new. However, there are cases where workers report being afraid of the technology. Workers who reported fear of physical injury from the system did so primarily before or within the first few days of working with the system. The stress stems more from the perceived unpredictability of new systems than from the actual risk of injury. Design principles and proposed measures (examples)
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What’s the issue? At best, automated systems and networked production facilities increase the efficiency and flexibility of work processes, but at the same time, there are also new risks, which come with it. Cyberattacks, for example, can not only affect technical systems, but also have a direct impact on the safety and well-being of employees. As a result, the topic can also be relevant for employee protection. Design principles and proposed measures (examples)
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What’s the issue? Unreliable, error-prone, inappropriate, untrustworthy robotics and software systems can lead to dangerous situations that can cause physical injury as well as psychological danger. The psychosocial effects of unreliable systems can be manifold. They range from stress reactions, fear of errors and accidents to a feeling of powerlessness or helplessness if the technology does not work as intended. Design principles and proposed measures (examples)
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Malfunctioning software or software that is poorly adapted to end use harbours the potential for monotony, sensory overload, mental saturation, fatigue and reduced alertness. "Digital ergonomics" refers, for example, to automatically darkening rooms, automated climate control or other automatically adapting systems. These systems should be adapted to people and activities in order to optimize the interaction between people and technology. Design principles and proposed measures (examples)
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| What’s the issue? Unavailable, incomprehensible or buggy technologies and software applications sometimes create high emotional demands. Quick rethinking, agility and rapid adaptation to the situation are required. Malfunctions or unstable systems can lead to a feeling of unreliability. This often occurs together with the feeling that it is difficult to clear your mind from work. It also goes hand in hand with disruptions and interruptions as well as increased emotional and cognitive irritation. Design principles and proposed measures (examples)
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What’s the issue? Ergonomics are more difficult to handle when working remotely. Software must match the skills of the employees and the requirements of the job. Hardware equipment is a relevant aspect and must match the activity (e.g. notebook, if required for work). Functioning webcams, screens, conference speakers, security systems (cybersecurity), etc. may be required depending on the job. Design principles and proposed measures (examples)
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What’s the issue? Sedentary tasks are increasing when working from home unless active countermeasures are taken. People move less and even the commute to work ceases. Together with psychosocial risk factors, this can contribute to the development or worsening of musculoskeletal disorders such as neck, wrist and finger pain. However, prolonged sitting also increases the risk of obesity, metabolic disorders and even reduced bone density. It has negative effects on mental, motor and psychosocial abilities, causes circulatory problems and the associated more frequent falls, less mobility, joint hypotension and muscle loss. Design principles and proposed measures (examples)
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What is it all about? Cyberattacks can lead to system failures, which in turn can cause severe stress reactions. Keyword: operational continuity. "Leaks" of employees' personal data can also become relevant to occupational health and safety if they are likely to harm them or cause ongoing stress reactions. People in security-relevant departments who require special protection - e.g. in the police, military, money laundering prevention, certain editorial offices, etc. - can also be endangered by the involuntary publication of employee data. Very secure work systems are also often slow and cause long waiting times, which requires strategies for dealing with them. In some cases, it might become necessary to switch to private computers etc. in order to complete tasks. This should not be a requirement. Design principles and proposed measures (examples)
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| What is it all about? Inappropriate use of data or insufficient consideration of contextual factors can make algorithmic decisions inappropriate or, in the worst case, even dangerous (e.g. working in a hazardous area even though protective equipment has not yet been installed). Spontaneously unavailable, incomprehensible or error-prone technologies and software applications sometimes generate high emotional demands. Quick rethinking, agility and rapid adaptation to the situation are required. Unstable and faulty AI-supported HR management systems can also lead to a feeling of helplessness, especially if the success of the work is heavily dependent on the systems working. Design principles and proposed measures (examples)
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What is it all about? If work tasks are linked to certain time windows and (unforeseeable) delays are not factored in accordingly, this can result in very high time pressure. For example, automated delivery time specifications that do not adequately take into account the current traffic situation and other contextual factors can increase the risk of accidents. This applies to all hazardous working environments (including hazardous substances). Design principles and proposed measures (examples)
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What is it all about? Cyberattacks on AI-supported personnel management systems could cause not only financial damage, but also damage to health if, for example, people are mistakenly sent to hazardous areas. "Leaks" of employees' personal data can also become relevant to occupational health and safety if it can be used to harm employees directly or cause persistent stress reactions. People in security-relevant departments who require special protection - e.g. police, military, money laundering prevention, certain editorial departments (e.g. investigative journalism), etc. - can be exposed to health risks through involuntary disclosure of personal data. Design principles and proposed measures (examples)
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Letzte Änderung am: 18.06.2025