Preventing gender-based psychosocial violence in the workplace

While a focus on physical safety is paramount to any workplace, the psychological wellbeing of employees should never be overlooked, particularly in industries with systemic gaps in gender representation and diversity.

“Simply because violence cannot be seen doesn’t mean it doesn’t do damage,” Go Higher Founder Linda O’Farrell FAIM said.

An unfortunate reality in Western Australia is women are significantly more likely to experience gender-based violence in the workplace than men, according to WorkSafe WA data.

With week two of National Safe Work Month this year in Australia focusing on psychosocial hazards, it is a timely reminder for managerial staff – especially in male-dominated industries – to think about how they can provide a more psychosocially healthy workplace culture and environment to promote gender equity in their businesses.

What does gender-based psychosocial violence look like in the workplace?

“Gender-based violence in the workplace refers to any behaviours, actions or communication which create a hostile or intimidating environment for individuals based on their gender or sexual orientation,” Edith Cowan University School of Business and Law Work-Integrated Learning Lecturer Mahan Poorhosseinzadeh said.

Gender-based psychosocial violence can take many forms including, but not limited to, sexual harassment, comments and advances creating a hostile work environment, differential treatment based on gender leading to inequality in pay or recognition, exclusion from decision-making processes, opportunities or social interactions based on gender and manipulation or exploitation of gender norms to belittle or coerce an individual.

According to Dr Poorhosseinzadeh, this type of violence can have significant negative impacts on the wellbeing, physical and mental health, and career prospects of those affected.

“It’s important to acknowledge that gender-based psychosocial violence can take on several forms in the workplace,” Ms O’Farrell said.

“Many professional women I know have had the experience of being the only woman in the room and that can be intimidating, especially when they are assumed to be of lower professional standing than the rest of their colleagues.”

What are the risks of gender-based psychosocial violence?

According to Dr Poorhosseinzadeh, the persistence of gender-based psychosocial violence in workplaces poses significant and far-reaching risks, with detrimental effects on both individuals and organisations.

“Victims often experience reduced job satisfaction, diminished productivity and lower morale, culminating in job loss or career stagnation,” she said.

Prolonged psychosocial violence can even have deep and long-term impacts on both mental and physical health.

“In the context of conflict-affected workplaces, these forms of violence can be exacerbated by the stress and instability of the environment, leading to severe mental health issues such as anxiety, depression and – in severe instances – post-traumatic stress disorder,” Dr Poorhosseinzadeh said.

“The chronic stress associated with such violence can lead to psychosomatic illnesses, sleep disturbances, substance abuse and a heightened risk of cardiovascular problems.”

Ms O’Farrell said all forms of gender-based psychosocial violence caused harm to the individual being targeted, their family and friends who try to support them, the work team and, ultimately, the entire organisation.

“Invisible wounds caused by bullying or a culture where women do not feel safe to be themselves lead to costs of turnover, workers compensation and often employment-related claims and reduced innovation, as people cannot be their best when they feel they are not supported by leadership and their teammates,” she said.

The reputation of a business can also be on the line in the face of prolonged gender-based violence, according to Dr Poorhosseinzadeh, which makes it more challenging for companies to attract and retain talent, potentially resulting in the loss of business opportunities.

How can managers identify gender-based psychosocial hazards?

According to Ms O’Farrell, like physical safety, workplace culture and the assessment of psychosocial health within the organisation needs to be a core priority of the board and senior management.

“Each workplace has its own hazards, which need to be identified and mitigated,” she said.

Businesses should improve leadership accountability by measuring and reporting on psychosocial health within an organisation, for example, through confidential and anonymous culture and employee engagement surveys.

“However, the essential point is the action taken from surveys,” Ms O’Farrell said.

“Don’t just gather data – get behind it, speak with work teams, find out what is really going on and act.

“Communicate expectations of appropriate values and behaviours regularly and educate leaders on how to identify signs of psychosocial violence in the workplace.”

According to Dr Poorhosseinzadeh, implementing training programs to help managers and employees recognise and understand gender-based psychosocial hazards is key and should cover unconscious bias, harassment and discrimination.

“Once identified, organisations can take steps to mitigate or eliminate gender-based psychosocial violence in the workplace,” she said.