Psychosocial work environment

Working hours is the time that the employee is at work, available to employer and performing work duties.  

Nighttime work  

Nighttime work is a period that lasts no less than seven hours and must cover the time from midnight to 5 in the morning. The exact hours can be adjusted based on collective agreements between labour market parties. 

The working hours of nighttime workers shall, as general rule, not exceed eight hours in any 24-hour period. There are often special provisions in collective agreements for shift work. 

Shift work  

Shift work is work that is divided according to a pre-determined arrangement where the employee works on different shifts during a specific period measured in days or weeks. Employees who work shifts need to be given a shift schedule in advance. This way they can better coordinate work and private life 

Overtime  

Overtime is subject to collective agreements and working-day contributions specified therein and in employment contracts. High demands on employees to work unexpected overtime can be stressful. 

Rules on working hours recording 

Employee working hours must be recorded as stated in Article 57 of the Occupational Safety and Health Act. 

How is working time recorded at your workplace? 

Here we discuss working time recording in detail (only available in Icelandic at the moment), as accurate recording of employee working hours is essential for ensuring occupational health and safety. 

Working hours of kids and young people 

There are special rules for the working hours of children and young people. 

More on working hours of children and young people (only available in Icelandic at the moment).

 When assessing risks, consider: 

• How is working hours organised at your workplace? 

• Is there a good work-life balance? 

• Is the maximum working hours and minimum rest periods respected? 

• Is overtime planned, or is it unexpected and random? 

• Does shift scheduling consider natural daily rhythms to reduce fatigue and health risks (e.g., following the circadian rhythm from day to night) 

• Do employees receive shift schedules with sufficient notice? 

• Are working hours balanced enough to support employee well-being? 

Employers have the responsibility to ensure that employees receive the necessary instruction and training to carry out their work safely. 

The key point is that employees receive appropriate training and acquire the skills needed to perform their tasks safely. It is particularly important that new employees receive training right from the start and have clear guidance on whom to contact if they need support or additional instructions after the formal training ends. 

It is equally important to consider ongoing training for employees and managers during periods of change, as this enhances everyone’s safety and well-being. 

Studies show that employees who receive recruit training and good education are safer at work, it reduces the frequency of occupational accidents and employees show greater loyalty to the workplace. 

Employers should carefully consider how tasks are organised and managed. 

Situations in which employees are assigned tasks with unrealistic deadlines or limited support can lead to increased workplace stress. 

Occasional peaks in workload might be acceptable, but continuous high demands, where employees struggle to complete tasks within unrealistic timeframes or without sufficient support, can result in chronic stress. 

Periodic spikes in workload may be manageable, but if high pressure becomes persistent and it grows increasingly difficult for employees to meet deadlines, this can lead to prolonged stress and burnout. 

Similarly, stress may also arise when tasks decrease without being replaced by new ones, such as might occur due to technological changes. 

When assessing risks, consider: 

• Is the workload distributed unevenly among employees doing the same job? 

• Are employees able to manage their tasks within the given deadlines, or do they face unrealistic expectations? 

• Are there unreasonable demands regarding working speed or the number of tasks assigned? 

• Do employees receive tasks suited to their skills, along with adequate support if issues arise? 

• Do employees receive appropriate support when challenges occur? 

• Do employees get suitable tasks aligned with their abilities? 

• Has workload decreased without replacement tasks, possibly due to technological changes? 

Having variety at work can be positive for employees' well-being and job satisfaction. It can be motivating and enjoyable to tackle different tasks throughout the day. It's also important to avoid assigning tasks that are too difficult or repetitive. Tasks should match each employee's abilities and skills so they feel capable and supported.  

When assessing risks, consider: 

• Is the work monotonous or repetitive, requiring constant attention? 

• When monotony is high, can employees rotate or switch individual tasks? 

• For those in monotonous jobs, are they guaranteed regular breaks? 

It's important to create conditions where employees feel they can influence their own work, openly discuss their experiences of the work environment, and receive support when needed. 

The foundation for this is ensuring that the goals and purpose of tasks are clear, so employees know what is expected of them. This can be ensured through clear job descriptions, codes of conduct, and other workplace policies. Furthermore, it is important that managerial support and clear accountability for workplace responsibilities are present. 

This creates conditions where employees can organise their own work, suggest new ways of performing their tasks, and provide feedback on areas that could be improved in procedures or interactions. Autonomy can also involve employees making independent decisions in carrying out their tasks within the set boundaries of their roles. 

However, autonomy may be limited by circumstances related to the nature of the work, such as caring for individuals or customer service roles where specific procedures must be followed. 

When assessing risks, consider:  

• Can employees plan or influence how they carry out their own tasks? 

• Is it clear what is expected of each employee? 

• Is accountability clearly defined? 

• Can employees suggest new ways to perform their tasks? 

• Can employees have more flexibility in deciding when the work is done, the pace of work, and breaks? 

• Can employees give input or feedback about important decisions affecting their work? 

• Is it possible to consult employees on important decisions affecting their work? 

Flexibility gives employees greater freedom and choice in how they do their work. It includes options like flexible working hours, allowing people to choose how and when they complete tasks. Examples include flexible schedules, shift arrangements, gradual retirement, or allowing adjustments to working hours. 

Flexibility can also mean employers helping employees manage personal matters during working hours when needed. 

Flexible work arrangements benefit both employees and employers. Employees who can meet personal commitments outside work tend to be happier and more focused. Employers who offer flexibility often find their workplace is more attractive and positive. 

Employees who are able to meet their commitments outside of work are more likely to feel content and focused while on the job. Flexibility at work is a collaborative effort between managers and employees and is the responsibility of both parties. 

When assessing risks, consider: 

• Can employees choose when to start and end work within limits? 

• Can employees influence how they plan the length of their individual workdays? 

• Is remote work an option for part of their tasks? 

It’s important to consider employees who work alone, especially outside regular working hours, or those who are isolated due to the nature of their job. Employers should ensure that isolated workers remain connected to the workplace and their co-workers. Keeping them informed about workplace activities and developments helps them feel included and prevents isolation. Good communication and regular check-ins are essential to ensure their safety, well-being, and sense of belonging at work. 

 When assessing risks, consider: 

• Are employees professionally isolated, or do they work alone without opportunities to communicate with others? 

• Do employees who work alone receive adequate information about workplace matters and stay connected? 

• Do employees who work alone have access to support from co-workers or managers when needed?