Line managers and extreme work: a case study of human resource management in the police service

References

• Alford, J., & Hughes, O. (2008). Public value pragmatism as the next phase of public management. The American Review of Public Administration, 38(2), 130–148. https://doi.org/10.1177/0275074008314203
   Web of Science ®Google Scholar
• Ariel, B. (2021). Evidence-based policing for crime prevention. In D. Weisburd and A. Braga, Police innovation: Contrasting perspectives (pp 485–516). Cambridge University Press.
   Google Scholar
• Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31–53. https://doi.org/10.1111/ijmr.12077
   Web of Science ®Google Scholar
• Bainbridge, H. (2015). Devolving people management to the line: How different rationales for devolution influence people management effectiveness. Personnel Review, 44(6), 847–865. https://doi.org/10.1108/PR-10-2013-0193
   Web of Science ®Google Scholar
• Bakker, A. B., Demerouti, E., De Boer, E., & Schaufeli, W. B. (2003). Job demands and job resources as predictors of absence duration and frequency. Journal of Vocational Behavior, 62(2), 341–356.
   Google Scholar
• Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. (2023). Job Demands–Resources Theory: Ten Years Later. Annual Review of Organizational Psychology and Organizational Behavior, 10(1), 25–53. https://doi.org/10.1146/annurev-orgpsych-120920-053933
   Google Scholar
• Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD–R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 389–411. https://doi.org/10.1146/annurev-orgpsych-031413-091235
   Google Scholar
• Bonache, J. (2021). The Challenge of using a ‘non-positivist’ paradigm and getting through the peer-review process. Human Resource Management Journal, 31(1), 37–48. https://doi.org/10.1111/1748-8583.12319
   Web of Science ®Google Scholar
• Boxall, P., & Macky, K. (2014). High-involvement work processes, work intensification and employee well-being. Work, Employment & Society, 28(6), 963–984. https://doi.org/10.1177/0950017013512714
   Web of Science ®Google Scholar
• Butterfield, R., Edwards, C., & Woodall, J. (2004). The new public management and the UK police service: The role of the police sergeant in the implementation of performance management. Public Management Review, 6(3), 395–415. https://doi.org/10.1080/1471903042000256556
   Google Scholar
• Cafferkey, K., Winterton, J., Dundon, T., & Townsend, K. (2020). Different strokes for different folks: Group variation in employee outcomes to human resource management. Journal of Organizational Effectiveness: People and Performance, 7(1), 1–19. https://doi.org/10.1108/JOEPP-12-2018-0114
   Google Scholar
• Demerouti, E., & Bakker, A. B. (2023). Job demands-resources theory in times of crises: New propositions. Organizational Psychology Review, 13(3), 209–236. https://doi.org/10.1177/20413866221135022
   Web of Science ®Google Scholar
• Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499–512. https://doi.org/10.1037/0021-9010.86.3.499
   PubMed Web of Science ®Google Scholar
• Gehman, J., Glaser, V., Eisenhardt, K., Gioia, D., Langley, A., & Corley, K. (2018). Finding theory-method fit: A comparison of three qualitative approaches to theory building. Journal of Management Inquiry, 27(3), 284–300. https://doi.org/10.1177/1056492617706029
   Web of Science ®Google Scholar
• Goetz, J., & LeCompte, M. (1981). Ethnographic research and the problem of data reduction. Anthropology & Education Quarterly, 12(1), 51–70. https://doi.org/10.1525/aeq.1981.12.1.05x1283i
   Web of Science ®Google Scholar
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
   Web of Science ®Google Scholar
• Hassard, J., McCann, L., & Morris, J. (2009). Managing in the modern corporation: the intensification of managerial work in the USA, UK and Japan. Cambridge University Press.
   Google Scholar
• Hickman, M., Fricas, J., Strom, K., & Pope, M. (2011). Mapping police stress. Police Quarterly, 14(3), 227–250. https://doi.org/10.1177/1098611111413991
   Web of Science ®Google Scholar
• Hoque, Z., Arends, S., & Alexander, R. (2004). Policing the police service: A case study of the rise of “new public management” within an Australian police service. Accounting, Auditing & Accountability Journal, 17(1), 59–84. https://doi.org/10.1108/09513570410525210
   Google Scholar
• Hyde, P., Granter, E., Hassard, J., & McCann, L. (2016). Deconstructing the welfare state: Managing healthcare in the age of reform. Routledge.
   Google Scholar
• Jepsen, D., & Rodwell, J. (2008). Convergent interviewing: A qualitative diagnostic technique for researchers. Management Research News, 31(9), 650–658. https://doi.org/10.1108/01409170810898545
   Google Scholar
• Karasek, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative Science Quarterly, 24(2), 285–308. https://doi.org/10.2307/2392498
   Web of Science ®Google Scholar
• Kehoe, R., & Han, J. H. (2020). An expanded conceptualization of line managers’ involvement in human resource management. The Journal of Applied Psychology, 105(2), 111–129. https://doi.org/10.1037/apl0000426
   PubMed Web of Science ®Google Scholar
• Kellner, A., Townsend, K., Wilkinson, A., Lawrence, S., & Greenfield, D. (2016). Learning to manage: Development experiences of hospital frontline managers. Human Resource Management Journal, 26(4), 505–522. https://doi.org/10.1111/1748-8583.12119
   Web of Science ®Google Scholar
• Lapuente, V., & van de Walle, S. (2020). The effects of new public management on the quality of public services. Governance, 33(3), 461–475. https://doi.org/10.1111/gove.12502
   Web of Science ®Google Scholar
• McCann, L., & Granter, E. (2019). Beyond ‘blue-collar professionalism’: Continuity and change in the professionalisation of uniformed emergency service workers. Journal of Professions and Organization, 6(2), 213–232. https://doi.org/10.1093/jpo/joz006
   Web of Science ®Google Scholar
• Mildenhall, J., & McCann, L. (2022). Line management in emergency services occupations: Exploring personal challenges and organizational change in a uniformed culture. In K. Townsend, A. Bos-Nehles, and K. Jiang (Eds.), Research handbook on line managers. Edward Elgar.
   Google Scholar
• Peak, K. (2009). Policing America: Challenges and best practices (6th Ed). Prentice Hall.
   Google Scholar
• Saunders, M., & Townsend, K. (2016). Reporting and Justifying the Number of Interview Participants in Organization and Workplace Research. British Journal of Management, 27(4), 836–852. https://doi.org/10.1111/1467-8551.12182
   Web of Science ®Google Scholar
• Saundry, R., Fisher, V., & Kinsey, S. (2022). Line management and the resolution of workplace conflict in the UK. In Keith Townsend, et al., (Ed.), Research Handbook on Line Managers (pp. 258–269). Cheltenham: Edward Elgar Publishing Limited.
   Google Scholar
• Schaufeli, W. B. (2017). Applying the job demands-resources model: A ‘how to’ guide to measuring and tackling work engagement and burnout. Organizational Dynamics.
   Google Scholar
• Schaufeli W. B., & Taris T. (2014). A critical review of the job demands-resources model: Implications for improving work and health. In Bauer G., Hämmig O. (Eds.), Bridging occupational, organizational and public health (pp. 43–68). Springer.
   Google Scholar
• Townsend, K., Dundon, T., Cafferkey, K., & Kilroy, J. (2022). Victim or master of HRM implementation: The Frontline manager conundrum. Asia Pacific Journal of Human Resources, 60(1)pp, 79–96. https://doi.org/10.1111/1744-7941.12311
   Web of Science ®Google Scholar
• Townsend, K., Lawrence, S., & Wilkinson, A. (2013). The role of hospitals’ HRM in shaping clinical performance: An holistic approach. The International Journal of Human Resource Management, 24(16), 3062–3085. https://doi.org/10.1080/09585192.2013.775028
   Web of Science ®Google Scholar
• Townsend, K., Wilkinson, A., Allan, C., & Bamber, G. (2012). Accidental, unprepared and unsupported: The ward manager’s journey. The International Journal of Human Resource Management, 23(1), 204–220. https://doi.org/10.1080/09585192.2011.610963
   Web of Science ®Google Scholar
• Trullen, J., Bos-Nehles, A. C., & Valverde, M. (2020). From intended to actual and beyond: A cross-disciplinary view of (human resource management) implementation. International Journal of Management Reviews, 22(2), 150–176. https://doi.org/10.1111/ijmr.12220
   Web of Science ®Google Scholar
• Trullen, J., Stirpe, L., Bonache, J., & Valverde, M. (2016). The HR department’s contribution to line managers’ effective implementation of HR practices. Human Resource Management Journal, 26(4), 449–470. https://doi.org/10.1111/1748-8583.12116
   Web of Science ®Google Scholar
• Wankhade, P., McCann., L., and Murphy, P., Eds. (2019). Critical perspectives on the management and organization of emergency services. Routledge.
   Google Scholar
• Wankhade, P., Stokes, P., Tarba, S., & Rodgers, P. (2020). Work intensification and ambidexterity – the notions of extreme and ‘everyday’ experiences in emergency contexts: Surfacing dynamics in the ambulance services. Public Management Review, 22(1), 48–74. https://doi.org/10.1080/14719037.2019.1642377
   Web of Science ®Google Scholar