NEBOSH MSW key terms

The adverse reaction people have to excessive pressures or other types of demand placed on them at work; it is a reaction to demands, not the demands themselves.

The demands and expectations placed on a person at work. Pressure can motivate and improve performance, but becomes harmful when it exceeds the person's capacity and coping resources.

Any physical, psychological, social or organisational factor that places demand on a person and can trigger a stress response, such as excessive workload, poor communication or role ambiguity.

A short-term stress response triggered by a specific event or immediate demand, which usually resolves once the situation passes and rarely causes lasting harm on its own.

A prolonged stress response resulting from persistent demands that the person cannot escape or resolve, linked to cumulative physical and mental ill health.

The body's physiological reaction to a perceived demand, involving hormonal and nervous system changes that raise heart rate, alertness and energy to help the person cope.

The personal, social and practical assets a person can draw on to handle demands, including skills, experience, support from colleagues and managers, and control over how work is done.

The capacity to recover from or adapt to adversity and pressure. It is not a substitute for controlling workplace hazards, and relying on it alone is not an adequate control measure.

A clinically recognised disturbance of mood, thought or behaviour, such as anxiety or depression, that affects functioning. Work-related stress can contribute to or worsen such conditions.

A state of excessive worry, tension and apprehension that can be triggered or aggravated by sustained workplace pressure, affecting concentration, sleep and performance.

A mood disorder marked by persistent low mood, loss of interest and reduced energy. Prolonged work stress is a recognised contributing factor, though causation is usually multi-factorial.

A syndrome arising from chronic workplace stress that has not been successfully managed, characterised by exhaustion, mental distance from the job and reduced professional efficacy.

Attending work while unwell or unable to function fully, resulting in reduced productivity and potentially spreading illness or worsening the individual's condition.

Repeated or prolonged absence from work, which may be a lagging indicator that workplace stressors are affecting health, morale and engagement.

Time away from work due to illness, including stress-related conditions. Patterns and causes should be monitored to identify underlying workplace problems rather than treated only as an individual issue.

A source of potential harm. In stress management, hazards include aspects of work design, organisation and management that could cause psychological or physical harm.

A systematic process of identifying hazards, deciding who may be harmed and how, evaluating the level of risk and determining suitable control measures.

Six areas of work design associated with health, wellbeing and performance: demands, control, support, relationships, role and change. They provide a framework for assessing and managing stress risks.

A questionnaire used to measure employee perceptions of the six Management Standards areas, producing data that helps identify priority stressors and compare results against benchmarks.

A facilitated discussion with a representative group of employees used to explore the reasons behind survey findings and identify practical, locally relevant solutions to stressors.

The Management Standard covering workload, work patterns and the work environment, requiring that demands are achievable and that employees have adequate resources and skills.

The Management Standard requiring that employees have a say over how and when they do their work, giving them influence over decisions that affect their job.

The Management Standard covering the encouragement, sponsorship and resources provided by the organisation, line management and colleagues, including access to training and help.

The Management Standard requiring that employees are not subjected to unacceptable behaviour, such as bullying or harassment, and that positive working relationships are promoted.

The Management Standard requiring that employees understand their role, responsibilities and what is expected of them, avoiding ambiguity and conflicting demands.

The Management Standard covering how organisational change is managed and communicated, ensuring employees are engaged and supported during transitions.

Uncertainty about one's duties, objectives or boundaries at work, which is a recognised stressor linked to reduced performance and job dissatisfaction.

A situation where a person faces incompatible expectations or demands from different sources, making it impossible to satisfy all of them.

The amount of work a person is expected to complete within a given time. Both excessive and insufficient workload can be stressors, depending on the individual's capacity and resources.

The extent to which a person can meet both work and personal commitments without one consistently undermining the other, supported by reasonable hours and flexible arrangements.

The degree of freedom a person has to decide how, when and in what order to carry out their work, which buffers the harmful effects of high demands.

The extent to which a worker can influence decisions, pace and methods in their job. Low job control combined with high demands is associated with the greatest health risk.

The practical and emotional assistance provided by line managers, including feedback, recognition, guidance and help with problem-solving, which moderates the impact of stress.

Assistance and encouragement from colleagues, which can reduce isolation and buffer stress, particularly when formal support structures are limited.

Repeated, unreasonable behaviour directed at a person that creates a hostile or intimidating work environment, a serious stressor and a breach of acceptable workplace conduct.

Unwanted conduct related to a protected characteristic or otherwise offensive behaviour that violates dignity or creates an intimidating environment.

A control measure that eliminates or reduces the source of stress at work, such as redesigning jobs or improving communication, rather than helping individuals cope.

A measure that helps employees recognise and manage stress, such as training, coaching or resilience programmes, without removing the underlying hazard.

Rehabilitation and support for employees already affected by stress, including counselling, employee assistance programmes and phased return-to-work arrangements.

A structured, agreed programme of phased resumption of duties, adjustments and review for an employee returning after stress-related absence, developed with the individual and their manager.

Changes to work arrangements, duties, hours or environment made to support an employee with a health condition, enabling them to remain in or return to work.

A documented set of measures with owners, timescales and success criteria, produced after risk assessment to address identified stressors and track progress.

The ongoing collection and review of data such as absence, turnover, survey results and incident reports to check whether controls are working and risks are changing.