Opening the Manager's Door: State Probation Officer Stress and Perceptions of Participation in Workplace Decision Making

Abstract

Stress can be costly not only to individuals but also to organizations. Participatory management has been recommended as a means for reducing probation officer stress. This article via self-report surveys of probation personnel in a southern state considers the relationship of a number of demographic variables with employee perceptions of participation in workplace decision making, job satisfaction, and organizational and physical stress levels. Construction of a structural model revealed that employee perceptions of participation in workplace decision making was an important variable in relation to job satisfaction and its influence on both reported organizational and physical symptoms of stress. The results lend further credence to the use and development of participatory management schemas within probation organizations.

Police Stress: A Structural Model

“…The dependent variable for this study is the Selye Stress Scale, which has found utility for measuring physical stress levels among those working in criminal justice related occupations (Slate et al 2003;Slate and Vogel 1997;Cheek 1984;Cheek and Miller 1982a). This scale is comprised of a 54 item questionnaire which asks the respondent to rank his/her physical symptoms and associated severity on a 6 point Likert scale (Cheek and Miller 1982b).…”

“…Drawing from scales created by Spielberger et al (1981) [note, these scales have been used previously to examine police stress, see Storch and Panzarella 1996;Tang and Hammontree 1992;Thomas-Riddle 1999;Violanti and Aron 1994; a modified version of these scales has been used in probation officer stress research, see Slate et al (2003); Wells et al (2006);Whisler 1994], four stress scales were utilized as independent variables. These respective subscales assessed stress that was job or task related, external to the organization, internal to the agency, and personal in nature.…”

“…Previous studies have maintained that employees who have input into decisions that impact them on a daily basis in the workplace tend to be less stressed than employees who want to provide input in the decision-making process but are not provided the opportunities to do so (Slate et al 2003). Policing has traditionally been a paramilitary organization with little solicitation of input from line personnel (Kenney and McNamara 1999;Ellison 2006).…”

Exploring differences between the health and wellness of state police officers and community corrections professionals.

“…Referring to the various stress categories (mentioned above), organizational stress refers to the stress coming from the organization for which the officer works, where factors like having a lack of input into organizational affairs can cause stress for officers (see also Slate, Wells, & Johnson, 2003), as can unsatisfactory pay and a lack of promotion potential (see Simmons, Cochran, & Blount, 1997;Whisler, 1994;Whitehead, 1986), and role conflict (see also Brown, 1987;Whitehead, 1985Whitehead, , 1986. In addition to organizational pressures, probation officers are subject to pressures coming from other government officials and the media, as social, political, and economic factors weigh on the work of the individual probation officer (Davidson, 1976;Mawby & Worrall, 2011;Worrall & Mawby, 2013).…”

“…Additionally, Slate et al (2003) contend participatory management schemes that allow officers more input into organizational decisions reduces stress. Finally, Pitts (2007) found less educated officers experienced higher levels of stress and contends officers can reduce stress levels by forming social support networks within their community corrections organizations.…”