Journal article
Social Networks, Problem-Solving, Managers: Police Officers in Australia and the USA
Policing : A Journal of Policy and Practice, Vol.14(3 (September)), pp.778-791
01/09/2020
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Abstract
Abstract This article compares the role of management on the effectiveness of social networks for police officers and implications for engagement using survey data from 575 police officers in the USA and 193 police officers in Australia. Analysis included capturing frequencies, correlations, ANOVAs, structural equation modelling (SEM) for quantitative data, and thematic analysis of the qualitative data. The findings show that 5% of police officer in the USA sample and 12% of police officer in Australian sample had no support for problem-solving; police officers in the USA had bigger social networks; the reasons given for not identifying their line manager as part of their social support included ‘the unapproachability of managers’ and ‘poor managers/bullying’ and SEM showed a significant relationship between perceived organizational support (from management), social networks, and employee engagement. The findings have implications for internal security (employee well-being and productivity) and external security (public safety).
Details
- Title
- Social Networks, Problem-Solving, Managers: Police Officers in Australia and the USA
- Creators
- Ben Farr-Wharton (Author) - University of Technology SydneyGeremy Farr-Wharton (Author) - CSIRO PublishingYvonne Brunetto (Author) - Southern Cross UniversityRod Farr-Wharton (Author) - University of the Sunshine CoastMatt Xerri (Author) - Griffith UniversityArt Shriberg (Author) - Xavier University
- Publication Details
- Policing : A Journal of Policy and Practice, Vol.14(3 (September)), pp.778-791
- Identifiers
- 991012927075002368
- Academic Unit
- Management; Faculty of Business, Law and Arts
- Language
- English
- Resource Type
- Journal article