Workplace bullying, workplace relationships and job outcomes for police officers in Australia

Abstract

One alleged consequence of new public management (NPM) methods and practices, bullying, is seriously under-researched. The authors examined the impact of workplace relationships on police officer bullying and job outcomes. The quality of supervisor relationships seemed to buffer officers’ perceptions of bullying and, hence, their job outcomes. The consequences of the present post-NPM management practices are problematic, with negative implications for police officers in forming effective workplace relationships, which then negatively impact job outcomes, thereby affecting the quality of services delivered to the public.

Keywords:

• Bullying
• job satisfaction
• leader–member exchange
• perceived organizational support
• police
• turnover

Additional information

Notes on contributors

Ben Farr-Wharton

Ben Farr-Wharton is a Lecturer in the Management Discipline Group, University of Technology Sydney, Australia

Kate Shacklock

Kate Shacklock is an Associate Professor, Griffith Business School, Australia.

Yvonne Brunetto

Yvonne Brunetto is Professor of Management, Southern Cross Business School, Australia.

Stephen T. T. Teo

Stephen T. T. Teo is Professor of Work and Performance, Edith Cowan University, Australia.

Rod Farr-Wharton

Rod Farr-Wharton is a Senior Lecturer, University of the Sunshine Coast, Australia.