Have you ever wondered why two people can work in the same environment, face similar challenges, and yet experience their work in very different ways?

One person may feel engaged, supported, and capable of managing the demands of their role. Another may feel exhausted, overwhelmed, and unable to switch off from work.

Why does this happen?

Workplace stress is complex. It is influenced by many factors, including the demands placed upon us, the resources available to us, our previous experiences, and the way we interpret and respond to workplace situations.

Understanding workplace stress requires looking at both the workplace environment and the psychological processes that influence how we experience it.

One way of understanding this interaction is through the relationship between psychosocial hazards, the Job Demands–Resources (JD-R) Model, and Cognitive Behavioural Therapy (CBT).

What Are Psychosocial Hazards?

A psychosocial hazard is a work-related hazard that may cause psychological harm and, in some circumstances, physical harm. Psychosocial hazards can arise from the way work is designed or managed, the working environment, or workplace interactions and behaviours (Safe Work Australia, 2022; Workplace Health and Safety Queensland, 2022).

Common psychosocial hazards at work can include: high or low job demands; low levels of job control or autonomy; poor support from colleagues, leaders, or the organisation; lack of clarity around roles, responsibilities, or expectations; poorly managed workplace change; inadequate recognition or reward; poor organisational justice; exposure to traumatic events or distressing material; remote or isolated work; a poor physical work environment; violence or aggression; bullying; harassment, including sexual and gender-based harassment; and conflict or poor workplace relationships and interactions.

The presence of a psychosocial hazard does not mean harm will automatically occur. Risk is influenced by factors such as how severe the hazard is, how often and how long workers are exposed to it, how hazards interact, and the controls and resources available to manage the risk (Safe Work Australia, 2022).

In Queensland, psychosocial risks must be eliminated so far as is reasonably practicable, or minimised so far as is reasonably practicable if elimination is not possible. Managing psychosocial hazards therefore involves more than helping individuals cope; it also requires attention to work design, systems of work, workplace behaviours and appropriate controls (Workplace Health and Safety Queensland, 2022).

How Psychosocial Hazards Can Affect Wellbeing

Psychosocial hazards can contribute to stress. Stress itself is a normal human response and can help us respond to challenges, solve problems and adapt to change. However, when stress is frequent, prolonged or intense, it can contribute to psychological and physical harm.

Psychological impacts may include anxiety, depression, sleep difficulties, emotional exhaustion, reduced motivation and engagement, and trauma-related symptoms following exposure to traumatic events or material.

Physical impacts may include fatigue-related injuries, musculoskeletal problems and other health effects associated with prolonged stress.

Psychosocial hazards often do not occur in isolation. They can interact and combine, creating higher risks. For example, a high workload may be more manageable when a worker has clear expectations, supportive leadership, appropriate resources and opportunities for recovery. The same workload may become much more difficult when combined with low control, poor support or unclear priorities (Safe Work Australia, 2022).

Understanding Workplace Stress Through the Job Demands–Resources Model

One way to understand the relationship between psychosocial hazards, workplace stress and wellbeing is through the Job Demands–Resources (JD-R) Model.

The JD-R Model proposes that working conditions can broadly be considered in terms of job demands and job resources (Demerouti et al., 2001; Bakker & Demerouti, 2007).

Job Demands

Job demands are aspects of work that require sustained physical, emotional or psychological effort (Demerouti et al., 2001; Bakker & Demerouti, 2007).

Examples may include: managing a high workload; working under time pressure; supporting others through difficult situations; managing competing priorities; taking responsibility for important decisions; responding to unexpected challenges; and exposure to emotionally demanding situations.

Job demands are not automatically harmful. Many people find challenge, responsibility and achievement rewarding. The concern arises when demands are persistently high or poorly managed, particularly when adequate resources and recovery are not available.

Job Resources

Job resources are aspects of work that can help people achieve work goals, manage demands, support learning and development, or reduce the impact of demanding work (Demerouti et al., 2001; Bakker & Demerouti, 2007).

Examples include: supportive workplace relationships; clear communication and expectations; access to feedback and guidance; opportunities for learning and development; appropriate levels of autonomy and control; recognition and appreciation; and effective workplace systems and resources.

Research on the JD-R model has consistently linked high job demands with exhaustion and insufficient job resources with disengagement and poorer wellbeing. The balance between demands and resources therefore matters (Demerouti et al., 2001; Bakker & Demerouti, 2007).

The CBT Connection: How Our Thoughts Influence Our Experience of Work

Cognitive Behavioural Therapy (CBT) recognises that emotional responses are influenced not only by events themselves, but also by the way we interpret those events.

For example, imagine two employees receive an email from their manager asking them to attend a meeting.

The first employee thinks: “I must have done something wrong. I am probably in trouble.” Their stress response may begin before the meeting has even occurred.

The second employee thinks: “My manager probably wants to discuss an upcoming project.” The same workplace event has occurred, but the interpretation and emotional response are different.

This does not mean workplace stress is simply a matter of thinking differently. Real workplace hazards and excessive demands require appropriate workplace controls. It does, however, highlight how thoughts, beliefs and previous experiences can influence how we respond to situations.

When Thinking Patterns Add to Workplace Stress

Many people experiencing workplace stress are responding to genuine external pressures. At the same time, internal expectations and beliefs can sometimes add further pressure.

Examples include: “I need to get everything right.” “I should be able to manage this without help.” “Making mistakes means I am failing.” “I need to keep everyone happy.” “I cannot let people down.”

These beliefs often develop for understandable reasons and may even have helped someone succeed in the past. In demanding environments, however, they can make it harder to recognise limits, ask for support or establish healthy boundaries.

From a CBT perspective, recognising these patterns can create opportunities to develop more balanced and helpful ways of responding to workplace challenges.

Workplace Resources and Psychological Resources

Workplace wellbeing is influenced by both external and internal resources.

Workplace resources may include supportive leadership, positive workplace relationships, clear expectations, effective systems and access to appropriate support.

Psychological resources may include flexible thinking, problem-solving skills, emotional regulation, assertive communication, self-compassion and the ability to recognise and challenge unhelpful thinking patterns.

These resources can work together. A person can have strong coping skills and still experience significant stress in an environment where demands are excessive or hazards are poorly controlled. Likewise, a supportive workplace may not remove all stress if someone is experiencing excessive self-pressure, difficulty setting boundaries or ongoing worry.

Supporting workplace wellbeing therefore requires attention to both the environment people work within and the psychological skills that can help people navigate challenges.

Why Understanding Psychosocial Hazards Matters

Managing psychosocial hazards is an important part of creating psychologically healthy workplaces. The goal is not to remove all challenge from work. Meaningful work often involves responsibility, change, problem-solving and periods of increased demand.

Instead, the focus is on identifying hazards, understanding the risks they create, and implementing appropriate controls. Job resources, support, communication and opportunities for recovery can be important, but they should not be used as substitutes for controlling preventable workplace risks.

For individuals, understanding these concepts can also help make sense of stress responses and identify when additional support may be useful.

Moving Forward

If you are experiencing ongoing workplace stress, exhaustion or difficulty recovering from work demands, it can be helpful to consider both the environment around you and your own responses.

Consider asking yourself: What workplace demands are contributing to my stress? Are there psychosocial hazards that may be affecting my wellbeing? What workplace resources or supports are available? Are there thoughts, expectations or beliefs that may be increasing the pressure I feel? What workplace or personal changes could support a healthier and more sustainable balance?

Understanding workplace stress is not about blaming individuals or organisations. It is about recognising the relationship between the work environment, the demands we experience, the resources available to us and the psychological processes that shape our response.

By understanding psychosocial hazards through frameworks such as the Job Demands–Resources Model and Cognitive Behavioural Therapy, individuals and organisations can make more informed decisions about healthier, more supportive and sustainable workplaces.

References

Bakker, A. B., & Demerouti, E. (2007). The Job Demands–Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309–328. DOI: 10.1108/02683940710733115

Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. DOI: 10.1037/0021-9010.86.3.499

Safe Work Australia. (2022). Model Code of Practice: Managing psychosocial hazards at work.

Workplace Health and Safety Queensland. (2022, as amended 2026). Managing the risk of psychosocial hazards at work Code of Practice 2022.