Fatigue is not simply feeling tired after a long day; it is a recognised psychosocial hazard under Queensland’s work health and safety (WHS) framework. Fatigue can impair an employee’s mental and physical capacity, increasing the risk of errors, accidents, and interpersonal conflict. For employers, managing fatigue is both a legal duty and a cultural imperative.
Under the Work Health and Safety Act 2011 (Qld), employers must, so far as is reasonably practicable, ensure the health and safety of their employees. This includes managing potential psychosocial risks such as fatigue.
The Work Health and Safety Regulation 2011 (Qld) and the Managing the Risk of Psychosocial Hazards at Work Code of Practice 2022 (Qld) make it clear that employers must identify, assess, and control risks associated with psychosocial hazards such as fatigue. Failing to do so can lead to regulatory action by WorkSafe Queensland.
The psychosocial risks of fatigue
When fatigue is present in the workplace, psychosocial risks can increase significantly, leading to:
- Impaired concentration and decision-making – leading to increased errors, reduced productivity, and safety incidents.
- Interpersonal conflict – fatigue reduces an employee’s emotional regulation, can increase irritability and cause tension between colleagues.
- Mental health impacts – prolonged fatigue increases an employee’s vulnerability to stress, anxiety, and burnout.
- Cultural erosion – a workforce consistently fatigued may find morale, trust, and engagement amongst employees decline.
Example scenario – Healthcare sector
A hospital faces chronic staff shortages. Nurses are often rostered for double shifts, with limited recovery time between them. One nurse administers medication late at night, struggling to focus. Fatigue not only increases the likelihood of a clinical error but also leads to unprofessional interactions with patients and colleagues. The psychosocial impact intensifies as staff morale drops and errors create distrust in the system.
Example scenario – Manufacturing sector
A factory in regional Queensland operates around the clock. Machine operators rotate between day, and night shifts every few days. One worker experiences disrupted sleep cycles and arrives at work exhausted. His reaction times slow while operating heavy machinery, raising the risk of a serious incident. At the same time, his fatigue fuels frustration and short tempers on the floor, causing strain in team relationships and undermining productivity.
Managing the risks of fatigue
Employers are expected and encouraged to take proactive steps to reduce fatigue risks. Some strategies for reducing risks include:
- Limiting excessive overtime, ensuring predictable schedules where possible, and providing adequate rest breaks. Employers should avoid rostering employees on back-to-back shifts or rapid rotations that disrupt daily rhythms.
- Regularly assess fatigue risks as part of WHS risk management processes, particularly in safety-critical industries such as transport, healthcare, and construction.
- Providing training to employees on recognising fatigue and reporting concerns. Managers should be equipped to spot early signs and intervene in a supportive manner.
- Encouraging open reporting of fatigue concerns without stigma. Reassure employees so they know that if they raise fatigue issues, they will not be punished.
- Providing adequate lighting, climate control, and ergonomic support to reduce physical strain and help employees to stay alert.
- Promoting the use of leave entitlements and discouraging a culture of overwork or constant availability.
Where to start?
The first step to addressing possible fatigue in the workplace is assessing the hazards associated with fatigue-related risks. Once these hazards have been identified, appropriate control measures can be implemented.
Fatigue is not just a personal issue, it is a workplace hazard. Under Queensland law, employers must manage psychosocial risks such as fatigue just as they would with physical hazards. By embedding fatigue management into WHS systems, employers can reduce safety risks, protect mental health, and build a stronger, safer workplace culture.
