Access to this document was granted through an Emerald subscription provided by 405387 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The overall purpose of this paper is to examine the extent to which breaches in psychological contracts and perceptions of organizational fairness account for variations in job stress experienced by operational police officers (as measured by psychological distress and employee performance), after controlling for the variance associated with more established job stressors (i.e. job demands, job control and social support). Design/methodology/approach -This study is based on data collected through a self-report survey involving operational members of a large Australian police force (n ¼ 582). Findings -Results of hierarchical multiple regression analyses indicate that vast majority of explained variance in psychological distress and extra-role performance is attributed to the additive effects of demand, control, and support. Furthermore, only one of the social exchange dimensions (interpersonal fairness) is predictive of either target variable.Research limitations/implications -The limitations that need to be taken into account are the cross-sectional nature of the study design and the focus on a single police service. Practical implications -Despite the generally weak support for the social exchange variables, there are signs that dimensions of justice (particularly interpersonal justice) should be included in future police-stress investigations. The results also suggest that job characteristics such as job demand, job control and social support should be taken into account when developing strategies to prevent and/or reduce chronic job stress in policing services. Originality/value -This is one of the first studies to examine the relationships between psychological contract breach, perceptions of fairness and police stress.

BackgroundIn this paper, we present the protocol for a cluster-randomised trial to evaluate the implementation and effectiveness of a workplace mental health intervention in the state-wide police department of the south-eastern Australian state of Victoria. n. The primary aims of the intervention are to improve psychosocial working conditions and mental health literacy, and secondarily to improve mental health and organisational outcomes.Methods/designThe intervention was designed collaboratively with Victoria Police based on a mixed methods pilot study, and combines multi-session leadership coaching for the senior officers within stations (e.g., Sergeants, Senior Sergeants) with tailored mental health literacy training for lower and upper ranks. Intervention effectiveness will be evaluated using a two-arm cluster-randomised trial design, with 12 police stations randomly assigned to the intervention and 12 to the non-intervention/usual care control condition. Data will be collected from all police members in each station (estimated at >20 per station). Psychosocial working conditions (e.g., supervisory support, job control, job demands), mental health literacy (e.g., knowledge, confidence in assisting someone who may have a mental health problem), and mental health will be assessed using validated measures. Organisational outcomes will include organisational depression disclosure norms, organisational cynicism, and station-level sickness absence rates. The trial will be conducted following CONSORT guidelines. Identifying data will not be collected in order to protect participant privacy and to optimise participation, hence changes in primary and secondary outcomes will be assessed using a two-sample t-test comparing summary measures by arm, with weighting by cluster size.DiscussionThis intervention is novel in its integration of stressor-reduction and mental health literacy-enhancing strategies. Effectiveness will be rigorously evaluated, and if positive results are observed, the intervention will be adapted across Victoria Police (total employees ~16,500) as well as possibly in other policing contexts, both nationally and internationally.Trial registrationCurrent Controlled Trials: ISRCTN82041334. Registered 24th July, 2014.

Purpose Benefits of positive mental health have been demonstrated across work and non-work domains. Individuals reporting positive mental health experience better work performance, better social relationships and better physical health. Additionally, positive work environments can contribute to employee mental health. The purpose of this paper is to develop “expert” consensus regarding practical, actionable strategies that organisations can implement to promote positive mental health in the workplace. Design/methodology/approach A Delphi consensus method was used to establish expert consensus on strategies to promote positive workplace mental health. A 278-item questionnaire was developed and strategies were rated over three survey rounds by two panels comprising 36 workplace mental health practitioners and 36 employer representatives and employees (27 and 9, respectively), employees with experience of promoting positive mental health and well-being in the workplace (total – 72 panellists). Findings In total, 220/278 strategies were rated as essential or important by at least 80 per cent of both panels. Endorsed strategies covered the topics of: mental health and well-being strategy, work environment that promotes positive mental health, positive leadership styles, effective communication, designing jobs for positive mental health, recruitment and selection, supporting and developing employees, work-life balance, and positive mental health and well-being initiatives. Originality/value The guidelines arising from this study represent expert consensus on what is currently appropriate for promoting positive mental health at work from the perspectives of workplace mental health practitioners, employers and employees, and constitute a resource for translating the growing body of knowledge in this area into policy and practice.

Voluntary turnover among law enforcement personnel is a significant concern. However, few studies have considered potential intermediate linkages in the relationship between working conditions and officers’ quit/stay intentions. Utilizing a large cross-sectional sample of U.K.-based officers (n = 1,789, response rate = 25%), a mediational model of officer turnover intentions was tested. Findings indicated that a number of key psychosocial conditions specified in the U.K. Health and Safety Executive Management Standards Indicator Tool (e.g., job demands, role clarity) were associated with officer intentions to leave; however, when job stress and job satisfaction were entered into the model, these relationships were either reduced, or no longer significant. Findings indicated that task-oriented conditions were more strongly associated with job stress while relational or socially oriented conditions were stronger predictors of job satisfaction. These results highlight that monitoring stress and satisfaction may be a valuable component of officer retention efforts, and could offer early-warning of impending turnover among staff.

This study addresses a gap in much of the research involving stress among high‐risk occupations by investigating the effects of linear, non‐linear and interaction models in a law enforcement organization that has undertaken a series of efficiency‐driven organizational reforms. The results of a survey involving 2085 police officers indicated that the demand–control–support model provided good utility in predicting an officer's satisfaction, commitment and well‐being. In particular, social support and job control were closely associated with all three outcome variables. Although the demand × control/support interactions were not identified in the data, there was some support for the curvilinear effects of job demands. The results have implications for the organizational conditions that need to be addressed in contemporary policing environments where new public management strategies have had widespread affects on the social and organizational context in which policing takes place. Copyright © 2008 John Wiley & Sons, Ltd.

Mental health problems, both clinical (e.g., major depression, anxiety disorders) and subclinical (e.g., psychological distress), are common in the working population. In a review of its approximately 35 member states, the OECD estimated that similar proportions of working-age populations are affected by clinical mental disorders: Point prevalence estimates are 5% for severe mental disorders and another 15% for moderate mental disorders (OECD, 2012). Among those affected, persons with common mental disorders-depression, simple phobia, and generalized anxiety disorder-have the highest workforce participation rates (Sanderson & Andrews, 2006). In Australia, for example, the 2007 national survey of mental health and well-being estimated that 15% of the working population had a history of major depressive disorder (Cocker, Sanderson, & LaMontagne, 2017). Subclinical mental health problems and generalized distress also are prevalent in the working population.Mental health problems among working people are costly to society at large and to health care systems, employers, and affected individuals and their families. Estimates of economic costs for European Union countries are 3% to 4% of gross domestic product (International Labour Office, 2000; OECD, 2012). An Australian study found the greatest costs of depression among working people were borne by employers; turnover costs figured most prominently (Cocker et al., 2017). Costing studies to date, however, have been limited in their ability to quantify costs to affected individuals and their families, particularly concerning important social costs related to stigma and discrimination. WORKING CONDITIONS AS MODIFIABLE RISK AND PROTECTIVE FACTORSA substantial body of research has demonstrated the links between psychosocial working conditions-or job stressors-and worker health over the past 3 decades. The demand-control model has been particularly influential. It hypothesizes that high job strain, defined by a combination of low control over how the job is done in the face of high job demands, will be harmful to health. Although first demonstrated in relation to cardiovascular disease outcomes, subsequent studies have found that job strain also predicts elevated risks of common mental disorders (Theorell et al., 2015). Numerous other job stressors, either individually or in combination, have also been shown to influence mental health (LaMontagne, Keegel, Louie, & Ostry, 2010). These stressors include job insecurity, bullying and harassment, low social support at work, organizational injustice, and effort-reward imbalance.Unlike many historically prominent occupational exposures (e.g., asbestos) to which only a small proportion of the working population were exposed, all

Purpose – Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing. Design/methodology/approach – Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data were gathered from a sample of operational officers (n=553) within a large Australian police agency. Findings – Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism. Research limitations/implications – Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the effort-reward imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programmes. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups. Originality/value – This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.

The results provide important insights into the working conditions that, if addressed, could play key roles in building a more engaged and satisfied community health workforce. Furthermore, working conditions like job control and management practices are amenable to change and thus represent important areas where community health services could enhance the energetic and motivational resources of their employees.