New development: A ‘journey of personal and professional emotions’—emergency ambulance professionals during Covid-19

Wankhade, Paresh

doi:10.1080/09540962.2021.2003101

Cited by 5 publications

(2 citation statements)

References 21 publications

(23 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Several organizational implications such as proactive training, building up supply of PPE and equipment, employee retention and better communication were identified to prepare for the next crisis. These findings are important and conform to similar evidence found in other studies (Wankhade, 2023; Murray et al ., 2021; Scambler, 2020).…”

supporting

confidence: 94%

Editorial

Wankhade¹

2023

IJES

Self Cite

View full text Add to dashboard Cite

We are excited to share this editorial for the second issue of Volume 12 in 2023. In this issue, the International Journal of Emergency Services (IJES) is again publishing nine original articles that explore a range of subjects relevant to the three main emergency services (ambulance police and fire) including other agencies involved in disaster preparedness and management. It includes focused themes such as impact of COVID-19 on first responders, mental health and stress patterns in call centers and firefighters, emergency preparedness and multi-agency collaboration and decision-making issues. All the nine papers address a research gap on the issues being examined and make a significant contribution to emergency management literature, and improve the scholarly and practitioner understanding of the emergency services.In our first article entitled "A systematic review of the factors that contribute towards mental health in the fire service", Lydia Garmon-Jones, Paul Hanna and Mary John highlight the growing concerns surrounding the mental health and post-traumatic stress within firefighters. Their systematic literature review highlights those factors such as sleep, occupational stress, length of service, coping style and social support, as discussed in the literature, do influence negative mental health within firefighters. However, this paper highlights challenges for distinguishing the nature of these relationships due to the possible bi-directional nature of the relationships and calls for further research to explore the biological, psychological and social factors influencing mental health outcomes in firefighters and the direction of these relationships, to inform effective intervention and support. Findings are relevant for first responders in other settings (Lawn et al., 2020).Annika Eklund, Sofia Karlsson and Lina Gyllencreutz, in their paper entitled "Building "common knowledge" when responding to major road tunnel incidents: an inter-organisational focus group study" highlight several challenges in a tunnel environment which is currently under-researched), for the emergency service organizations in terms of heat, visibility and lack of experiences from working in confined environments. The study explores the usefulness of the "common knowledge" framework (Edwards, 2011) in field of collaborative tunnel responses. Empirical evidence was gathered from participants recruited from the road traffic control center, emergency dispatch center, emergency medical service, rescue service and police in Sweden. This study illustrated how common knowledge is built to adjust responses due to distances and aligned motives, where primary responsibilities and access to plans and information diverge in road tunnel incidents. The findings contribute with a motive orientation to the continuous discussion of developing collaboration while sharing and aligning knowledge in practice and have a wider significance to support the ability to act in even more complex contexts and settings.Our third article in this issue explores the...

show abstract

supporting

confidence: 94%

Editorial

Wankhade¹

2023

IJES

Self Cite

View full text Add to dashboard Cite

show abstract

“…However, Cordner (2016) argues that managers use their power to increase bureaucracy and red tape as a way of soliciting compliant behaviour from police officers and Cronin et al (2017) argue that the command hierarchical structure lends itself to 'sanction' the use of poor management practices. Hence, police officers have to use emotional labour daily to negotiate emotionally challenging interactions with their multiple stakeholders (such as perpetrators, victims, line managers, colleagues and the court system) that involve them hiding their true feelings, and instead communicating in an officially sanctioned manner (Farr-Wharton et al, 2021;Wankhade, 2021), which leads to emotional dissonance and increases their exposure to stress-related illnesses (Grandey & Gabriel, 2015). Unlike other types of emergency workers, police officers are potentially exposed to violence daily and are subsequently at greater risk of personal injury, which is further compounded by their responsibilities associated with protecting the public and carrying firearms (Purba & Demou, 2019).…”

Section: Introductionmentioning

confidence: 99%

Managing emotional labour: the importance of organisational support for managing police officers in England and Italy

Brunetto

Farr‐Wharton

Wankhade

et al. 2022

The International Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

This paper empirically examines the impact of organisational psychological support on employees' outcomes as an example of the 'Common Good HRM' model on the well-being -performance continuum of police officers, using a Conservation of Resources (COR) theoretical framework.The study uses Structural Equation Modeling to analyse data from 220 Italian police and 228 English police officers to compare the impact of Perceived Organisational Support (POS) on organisational stress, employees' resilience, and engagement. The findings show that low Perceived Organisational Support (POS) leads to high stress, which then comprises employees' resilience and likely demotivates them from being engaged on the job, explaining approximately half of their engagement. Stress and resilience also mediate 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. The contribution of this paper is that it shows how organisational support is an integral part of managing emotional labour and therefore demonstrates how the 'Common Good HRM' model has the potential to protect emotional labour more effectively.

show abstract

Editorial: Walking the talk of managing emotional labour

Dudau

Brunetto

2022

Public Money & Management

View full text Add to dashboard Cite

New development: A ‘journey of personal and professional emotions’—emergency ambulance professionals during Covid-19

Cited by 5 publications

References 21 publications

Editorial

Editorial

Managing emotional labour: the importance of organisational support for managing police officers in England and Italy

Editorial: Walking the talk of managing emotional labour

Contact Info

Product

Resources

About