The impact of COVID-19 on the workplace wellbeing of police services in Australia

Bamberry, Larissa; Neher, Alain; Jenkins, Stacey; Sutton, Clare; Frost, Mark; Roberts, Russell; Dwivedi, Abhishek; O’Meara, Peter; Wong, Alfred

doi:10.1080/10301763.2022.2034090

Cited by 11 publications

(7 citation statements)

References 66 publications

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“…Naisoro (2021) reported that the COVID-19 pandemic demanded increased efforts from the Fiji police as shift work lasted 12 hours. This finding of extra police duties during COVID-19 is similar to those found in the literature (Aborisade, Anazonwu et al, 2022;Bamberry et al, 2022;Jones, 2020;Laufs & Waseem, 2020;Molldrem et al, 2021;Odigbo et al, 2020;Wu et al, 2021).…”

Section: Police Performing Extra Dutiessupporting

confidence: 91%

Policing the COVID-19 pandemic: Police and public perceptions of enforcement of health protocols in the Fiji Islands

Chand¹,

Karan²,

Goundar³

et al. 2023

ISJ

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The COVID-19 pandemic has become a global health security concern (World Health Organization, 2020), and governments have called upon police agencies to assist control the spread of the COVID-19 virus. This study looks at the new roles performed by police agencies in the context of the Fiji Islands. This study addresses two main research questions. Firstly, what are the issues and challenges faced by police officers when carrying out their COVID-19 duties? Secondly, what is the public perceptions of police officers’ effectiveness in enforcing COVID-19 health protocols? This study has utilized a mixed-method approach based on qualitative interviews with police officers and a quantitative survey of the public. The police officers' interviews reveal that police performed new health duties and ground-level police faced several challenges. The public survey findings reveal that most people were happy with police performance. We conclude by discussing the policy implications of our findings on police practice and the agenda for future comparative research in small island countries so that SIDs can learn from each other.

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Section: Police Performing Extra Dutiessupporting

confidence: 91%

Policing the COVID-19 pandemic: Police and public perceptions of enforcement of health protocols in the Fiji Islands

Chand¹,

Karan²,

Goundar³

et al. 2023

ISJ

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“…These challenges were especially visible among employees of various organizations working in direct contact with the general public. Within the healthcare systems, the burnout and feelings of being overwhelmed of front-line workers increased as a result of limited access to personal protective equipment [10,11]. Increased sources of stress negatively impacted the emotional, psychological, and mental wellness of employees [12,13].…”

Section: Impact Of the Pandemic On Wellbeing And The Challenges Leade...mentioning

confidence: 99%

Engaging “Care” Behaviors in Support of Employee and Organizational Wellbeing through Complexity Leadership Theory

Kolga

2023

Merits

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During the COVID-19 pandemic, the attributes of nurturing, empathy, and relating rather than directing moved into the spotlight as important skills for leadership. These skills are representative of the concept of “care” that is often associated with women’s or feminine leadership. The importance of care as a component of leadership had not received significant attention in the leadership literature until the pandemic brought the need for care onto center stage. This article argues that care will continue to be an important attribute of leadership and an essential attribute of an androgynous leadership style—that includes behaviors typically classified as male and those behaviors typically classed as female—that is needed to navigate the increasing complexity of the world most effectively. The article further argues that complexity leadership theory provides the most appropriate leadership approach through which complex adaptive organizations can initiate and foster the development of “care” behaviors as part of an androgynous approach to leadership which produces system-wide benefits in complex systems more capable of addressing the global challenges of the climate crisis and increased environmental disasters, future pandemics, local wars, terrorist attacks, and other phenomena.

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“…The pandemic has also had consequences for employee well-being and work-life balance. Employee well-being has witnessed a decline between the pre-pandemic period and subsequent COVID-19 phases (Bamberry et al, 2022;C. E. Brown et al, 2021;Vu et al, 2021).…”

Section: Organisational Culture In Public Administration Institutionsmentioning

confidence: 99%

Organisational culture as a prerequisite for human resource management in public administration and its change in the time of COVID-19

Mikusova,

Vrdoljak-Raguz,

Krestova

et al. 2023

J. Infras. Policy. Dev.

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Organisational culture stands as a fundamental prerequisite for the efficacious operation of any given organisation. The primary aim of this study is to discern potential alterations within the dimensions of organisational culture across the pre-COVID-19, contemporary, and favoured paradigms within the realm of public administration. The data set was obtained from a cohort of 1189 officials in the Czech Republic. The Organisational Culture Assessment Instrument (OCAI) was deployed for the purposes of conducting an online survey. The dominance of the clan archetype across all examined time frames has been corroborated. In addition, a statistically significant manifestation of these dimensions has been determined. In relation to pertinent variables, specifically gender, age, tenure, manager gender, and the dimensions typifying organisational culture, no statistically significant correlations have emerged. Respondents have not reported a sense of work-life imbalance in the aftermath of the pandemic. In summary, it is deduced that the pandemic has not exerted a drastic influence on the metamorphosis of organisational culture within the ambit of public administration. This study provides invaluable information on the repercussions of the pandemic within a sphere that, as an intangible constituent, often goes under-recognised. Mastery of the positioning of dimensions across diverse archetypes is of paramount significance for managers, as it can provide guidance in the cultivation of an apt organisational culture.

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The impact of COVID-19 on the workplace wellbeing of police services in Australia

Cited by 11 publications

References 66 publications

Policing the COVID-19 pandemic: Police and public perceptions of enforcement of health protocols in the Fiji Islands

Policing the COVID-19 pandemic: Police and public perceptions of enforcement of health protocols in the Fiji Islands

Engaging “Care” Behaviors in Support of Employee and Organizational Wellbeing through Complexity Leadership Theory

Organisational culture as a prerequisite for human resource management in public administration and its change in the time of COVID-19

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