1,721,012 research outputs found
Police Management: Is managing police officers’ personal resources the key to ensuring effective police officers?
No full textAim: This paper uses Conservation of Resources Theory (CORT) to examine how
leadership behaviours impact the personal resources (discretionary power, Psychological
Capital and wellbeing) and outcomes of police officers delivering policing services. CORT
explains employee motivation in response to work and is used to explain employee responses
when working under stressful conditions.
Methods: Structural Equation Modelling and multi group comparisons of survey data from
Italian and English police officers.
Results: Over three-quarters of Italian police officers’ wellbeing can be explained by the
variance of leadership, PsyCap and discretionary power. In contrast, two thirds of the English
police officers’ wellbeing is predominantly explained by their PsyCap. Furthermore, wellbeing
explains much of the Italian and English police officer’s level of engagement. The comparative
means for authentic leadership, wellbeing and engagement were both relatively low.
Implications: CORT explains that poorly supported police officers cannot protect society
and maintain law and order when their wellbeing is compromised, hence the present leadership
behaviours compromise the sustainability of societal wellbeing
Does being a HERO really make a positive difference to police’s wellbeing?
No full textThis study examines the extent to which Psychological Capital (PsyCap) impacts police officer Street Level Bureaucrats (SLBs) operational and organizational stress, and their subsequent well-being.
The sample comprised 220 Italian and 228 English SLBs. The survey data was analyzed using mainly the Analysis for Moment Structures (AMOS) v.27 structural Equation Modelling software.
PsyCap explains approximately a fifth of SLBs’ organizational stress, and together, their variance accounted for approximately two-thirds of SLBs’ well-being.
The findings suggest a need to upskill SLBs in PsyCap so that they can better negotiate bureaucratic processes, without becoming more susceptible to stress-related disease
Managing police officers: Are the present management practices ideal for promoting high engagement?
No full textThis paper uses a Conservation of Resources (COR) model to examine how motivation within the
Ability, Motivation and Opportunity (AMO) model affects the wellbeing -performance
continuum for police officers in the UK and Italy. In particular, COR is used to compare how
Perceived Organizational Support (POS) affects organizational stress, employees’ resilience, and
engagement. Structural Equation Modeling was used to analyse data from 220 Italian police and
228 UK police officers. The findings show that low Perceived Organizational Support (POS)
leads to high stress, which then comprises employees’ resilience, and demotivates them from
being engaged on the job, explaining approximately half of their engagement. The contribution of
this paper is that it explained how stress and resilience mediates the relationship between POS
and engagement. COR theory explains that when POS is low, employees perceive a resource loss
spiral which compromises their wellbeing, and consequently police officers’ engagement is low
Policing Management: Should efficiency be the only public value informing management practices?
No full textAim: This paper uses two theoretical frameworks – Public Values (PVs) (Budd, 2014) and
Conservation of Resources (COR) (Hobfoll, 2011) to examine how management practices
impact the personal resources (discretionary power, Psychological Capital and wellbeing) and
outcomes of police officers delivering policing services. COR theory explains employee
motivation in response to work and is used to explain employee responses when working under
stressful conditions. The PVs lens examines the justifications behind the present management
practices and provides insight to why another PV may be more useful in informing work
conditions so as to negate stressful conditions for employees.
Methods: Structural Equation Modelling and multi group comparisons of survey data from
Italian and English police officers is used to compare the extent to which fairness or efficiency
is driving management practices.
Results: Over three-quarters of Italian police officers’ wellbeing can be explained by the
variance of leadership, PsyCap and discretionary power. In contrast, two thirds of the UK
police officers’ wellbeing is predominantly explained by their PsyCap. Further wellbeing
explains much of Italian and UK police officers engagement. The means for authentic
leadership, wellbeing and engagement were low.
Implications: Management support and wellbeing of Street Level Bureaucrats (SLB) is
crucial in maximising efficiency gains and boosting performance and staff engagement in
Public Sector Organisations (PSOs)delivering services. Efficiency has been the main driver of
managerial decision-making to date. However, PVs of equity, fairness and opportunities for
engaging in the decision-making process are equally important in addressing the ‘efficiency fairness’ conundrum, but currently neglected. Study findings have clear policy and practice
implications
The role of SLBs' Discretionary Power in determining Police Officers' outcomes
No full textAim: This paper uses Street Level Bureaucrats (SLB) and Conservation of Resources (COR) Theories to examine how discretionary power works for police officers. There is a plethora of research identifying how SLBs use their discretionary power to ration public services when demand exceeds supply. Additionally, previous research shows the significant role of leadership on SLBs’ outcomes, such as wellbeing. This study builds on previous research to examine whether discretionary power moderates the relationship between leadership and their personnel resource - Psychological Capital (PsyCap) and whether PsyCap mediates the relationship between leadership and wellbeing.
Methods: Structural Equation Modelling and multi group comparisons of survey data from Italian and English police officers.
Results: The findings show that for the Italian SLBs, when discretionary power was high, the relationship between leadership and PsyCap was also high, meaning that the greater their perception of discretionary power, the more leadership positively contributed to their PsyCap, and consequently they had higher levels of PsyCap. There was no evidence of the same impact for the English police SLBs. This has a flow-on effect because PsyCap fully mediated the relationship between leadership and wellbeing for the English police SLBs and partially mediated the relationship for the Italian police officers. This means that PsyCap is the mechanism that determines the relationship between leadership and wellbeing.
Implications: SLBs’ discretionary power is the lynchpin for understanding leadership impacts SLBs wellbeing, because it affects the personal resources available to police SLBs to cope with the stresses of being a SLBs. CORT explains that poor leadership negatively impacts discretionary power, which reduces SLBs’ PsyCap, in turn negatively impacting their wellbeing. Since wellbeing is the strongest predictor of performance, it seems likely that police SLBs cannot protect society and maintain law and order when their wellbeing is compromised, and therefore the present leadership behaviours compromise the sustainability of societal wellbeing
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Building Strategic Capacity and Collaborative Leadership in Blue Light Organisations
No full textIt is increasingly considered that an organisation’s ability to form and manage strategic partnerships significantly contributes in enhancing its overall performance. Coordination, communication and ability to develop interpersonal relationships (bonding) are considered as three critical components of collaborative capabilities. The collaborative capabilities develop over a period of time, and they enable the organisation to purposefully create, extend or modify existing organisational routines that underpin the activities pertaining to coordination, communication and relationship building. Development of collaborative capabilities necessitates exploring alternative approaches to leadership in organisations.
Emergency services leadership has been characterised as ‘top-down’, hierarchical, ‘heroic’, with a command and control approach prevalent in the organisations. There has been reliance on historical and hierarchical models of ‘heroic’ and ‘top-down’ leadership and absence of a distributive and pluralist approach to leadership. Current thinking and models are often based around individual services without much joined-up approach. Greater collaboration entails an approach different from leadership development, which needs to be facilitated at multiple levels within the organisations. Development of collaborative culture in organisations will necessarily involve cultivating future leaders, who will encourage greater collaboration within and amongst the collaborating organisations
Variations on the Author
Full text link“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
- …
