A5.1
Tracks
Stream A
| Friday, October 30, 2026 |
| 1:45 PM - 2:45 PM |
Overview
The Mindset and Mechanisms of Psychosocial Risk Decisions in Workplaces | 60 mins | Symposium
Presenter
Associate Professor Kirsten Way
The University Of Queensland
The Mindset and Mechanisms of Psychosocial Risk Decisions in Workplaces
1:45 PM - 2:45 PMAbstract
This session, chaired by Associate Professor Kïrsten Way, presents findings across three studies conducted by UQ’s Psychosocial Risk and Safety Management (PRISM) Lab. Together, they explore how leaders, managers, and professionals perceive, analyse and act on workplace psychosocial risk, exposing cognitive, attitudinal, organisational, and regulatory factors that shape workplace decision-making and governance.
Dual-Process Reasoning and Contextual Factors in Workplace Decisions in Psychosocial Risk Management: A Scoping Review
Firth,I.,Way,K.A.,Li,Y.,Jezzini,S.,Lincolne,K.,Hopgood,A.
Workplace decision-making about psychosocial risk remains challenging despite increasing regulatory and organisational attention. This scoping review synthesises evidence on how managers, HR/WHS professionals, and labour inspectorates make decisions about psychosocial risk. Drawing on dual-process theory, the review examines the roles of intuitive, analytical, and affective reasoning, and the phenomenological, organisational, and individual contexts shaping these decision-making processes. The findings indicate that psychosocial hazards are frequently construed as complex and difficult to substantiate, fostering heuristic reasoning, avoidance, and symbolic compliance. An integrated decision-making framework is proposed, with implications for improving decision quality and psychosocial risk governance.
Antecedents to Senior Executive Leader Due Diligence for Psychosocial Risk Management using a Theory of Planned Behaviour Approach
Lincolne,K.,Way,K.A.,Jimmieson,N.L.
Amid mounting legal pressures for Australian senior executive leaders (SELs) to prevent worker harm from exposure to psychosocial hazards, there remains a dearth of literature about specific antecedents (beliefs) that inform whether and how they enact due diligence specific to psychosocial risks. Semi-structured interviews were conducted with 32 SELs and HR/WHS managers to explore SEL due diligence behaviour. A deductive content analysis (Krippendorf, 2004) underpinned by the Theory of Planned Behaviour (Ajzen, 1991) showed a range of attitude, subjective norm, and perceived behavioural control barriers to SEL due diligence behaviour.
“The Hierarchy of Controls doesn’t work for psychosocial hazards”: Perceptions and Utility of the Hierarchy of Controls in Psychosocial Risk Management Practice
Echberg,J.,Firth,I.,Way,K.A.,Li,Y.
Although WHS laws promote the Hierarchy of Controls (HoC) as a fundamental approach to help manage psychosocial risk, little is known about how WHS inspectors and professionals interpret and apply the framework in practice. This mixed-methods study with 20 Australian WHS inspectors and professionals examined how psychosocial risks are perceived, categorised, and controlled via the HoC. Findings show system-level interventions, such as work design changes, are prioritised over individual-focused strategies, yet controls are applied flexibly to meet “reasonably practicable” standards. The HoC functions as both a shared mental model and a communication tool, highlighting gaps in PSRM maturity and training needs.
Dual-Process Reasoning and Contextual Factors in Workplace Decisions in Psychosocial Risk Management: A Scoping Review
Firth,I.,Way,K.A.,Li,Y.,Jezzini,S.,Lincolne,K.,Hopgood,A.
Workplace decision-making about psychosocial risk remains challenging despite increasing regulatory and organisational attention. This scoping review synthesises evidence on how managers, HR/WHS professionals, and labour inspectorates make decisions about psychosocial risk. Drawing on dual-process theory, the review examines the roles of intuitive, analytical, and affective reasoning, and the phenomenological, organisational, and individual contexts shaping these decision-making processes. The findings indicate that psychosocial hazards are frequently construed as complex and difficult to substantiate, fostering heuristic reasoning, avoidance, and symbolic compliance. An integrated decision-making framework is proposed, with implications for improving decision quality and psychosocial risk governance.
Antecedents to Senior Executive Leader Due Diligence for Psychosocial Risk Management using a Theory of Planned Behaviour Approach
Lincolne,K.,Way,K.A.,Jimmieson,N.L.
Amid mounting legal pressures for Australian senior executive leaders (SELs) to prevent worker harm from exposure to psychosocial hazards, there remains a dearth of literature about specific antecedents (beliefs) that inform whether and how they enact due diligence specific to psychosocial risks. Semi-structured interviews were conducted with 32 SELs and HR/WHS managers to explore SEL due diligence behaviour. A deductive content analysis (Krippendorf, 2004) underpinned by the Theory of Planned Behaviour (Ajzen, 1991) showed a range of attitude, subjective norm, and perceived behavioural control barriers to SEL due diligence behaviour.
“The Hierarchy of Controls doesn’t work for psychosocial hazards”: Perceptions and Utility of the Hierarchy of Controls in Psychosocial Risk Management Practice
Echberg,J.,Firth,I.,Way,K.A.,Li,Y.
Although WHS laws promote the Hierarchy of Controls (HoC) as a fundamental approach to help manage psychosocial risk, little is known about how WHS inspectors and professionals interpret and apply the framework in practice. This mixed-methods study with 20 Australian WHS inspectors and professionals examined how psychosocial risks are perceived, categorised, and controlled via the HoC. Findings show system-level interventions, such as work design changes, are prioritised over individual-focused strategies, yet controls are applied flexibly to meet “reasonably practicable” standards. The HoC functions as both a shared mental model and a communication tool, highlighting gaps in PSRM maturity and training needs.
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Ian Firth is a State Inspector in the Psychosocial Programs team at SafeWork NSW and PhD candidate at UQ. Ian has contributed guidance on managing psychosocial hazards in New South Wales, including the NSW Code of Practice. His professional background spans clinical psychology, workplace rehabilitation, and WHS regulation.
Josephine Echberg is a registered psychologist and Master of Organisational Psychology graduate, specialising in psychosocial risk management, leadership, and organisational development. Josephine works within the Queensland Department of Justice, supporting a large volunteer program and conducting organisational development.
Kym Lincolne is an Organisational Psychologist (endorsed) and PhD candidate currently researching executive leader due diligence for psychosocial risk management. Kym has 25 years of leadership development experience, is the director of The Field Coaching and development, and a program director and executive coach at the Institute for Strategic Leadership.
