Managers in Suits and Managers in Uniforms: Sources and Outcomes of Occupational Stress

Abstract

Sources and outcomes of occupational stress among police managers are examined on a sample of 267 senior police officers in one The results are then contrasted with those of 232 managers in private industry in the same country. Managers in the private sector work longer hours, report higher impatience (one component of a Type A behaviour pattern), are more internal in locus of control, rely less on social support as a means of coping with stress, and perceive more masculinity, less uncertainty avoidance, and less long-term orientation in their culture than do their police counterparts. Police managers, on the other hand, perceive more pressures related to their workload, relationships, work hassles, recognition and organisational climate. As a consequence, they are less satisfied with the job itself and with their organisation, and more frequently consider an option of quitting their job. At the same time, police managers report better physical wellbeing and higher mental contentment than their colleagues in private industry. The results are discussed in terms of their practical value for police administrators.

Workplace bullying and task performance: A study on salespeople in retail industry

“…More studies have been carried out during the last decade to investigate occupational stress. For example, studies found that level of occupational stress differ dramatically among employees due to some workplace factors such as workload, support, resources, control, recognition, person resiliency and compensation (Pagon et al, 2011;Prayogo et al, 2017). These studies argued that occupational stress is related to the negative impact on the well-being of employees in the organization.…”

Associations Between Police Stress and Alcohol Use: Implications for Practice

“…The bureaucratic and quasi-military nature of police organizations tends to limit an individual's ability to exert control over his or her work environment when compared to private-sector employment. Less control is reported to contribute to more perceived work-related pressures among officers concerning issues such as workload, daily work hassles, coworker relations, organizational climate, and recognition (Pagon, Spector, Cooper, & Lobnikar, 2011). Additionally, the hierarchical control structure within the bureaucracy may be most rigid in the largest police departments.…”

La relación entre el estrés laboral, las fuentes que le dan origen y las estrategias de coping en el sector público y el privado

“…However, these authors argue that it is not the sector itself, but the cultural characteristics of the sector that will allow workers to develop and express coping strategies that are specific to public and private organizations. In this sense, in the sector where the organizational culture allows workers to have control, the workers will be able to use active forms of coping (Krajewski & Goffin, 2005;Pagon, Spector, Cooper, & Lobnikar, 2011;Widerszal-Bazyl et al, 2000 ). Public workers in Portugal are the ones that can use this type of strategies according to the cultural characteristics of the sector.…”