Abstract
This thesis investigates burnout in English police officers. Through three rounds of qualitative, semi-structured interviews, the thesis seeks to understand what factors police constables (PCs) identify as contributing towards rising reported levels of burnout in their profession. Broadly framed by the job demands-job resources (JD-R) model of burnout and the exploration of Leader Member Exchange (LMX) relationships, the thesis further explores whether PCs perceive that Sergeants who fail to hold strong and consistent relationships with the PCs they line manage can contribute towards burnout.Data collected from a pilot, main and follow-up study suggest that the respondents largely hold unmanageable workloads responsible for rising reported burnout levels, especially when combined with newer job demands such as accountability changes. Furthermore, strong LMX relationships are believed to play an important role in improving the overall well-being of PCs.
In terms of theoretical contributions, the author of this thesis has identified no other empirical study which frames LMX as a job resource alongside workload as a job demand within two-dimensional conceptualisations of burnout. Findings highlight the important buffering role of LMX as a job resource within this model over and above its own direct relationship with burnout, leading to questions around the applicability of more traditional versions of the JD-R model of burnout to help explain burnout in English PCs.
The thesis also offers empirical contributions to extant literature on the police. Its qualitative and multiple study research design is believed to be unique in the context of burnout and English policing, offering insight into PCs views on key topics across multiple time points, forces and contextual changes. Additionally, the author of this thesis has identified no other empirical study which explores numerous and emerging accountability changes as contributing to rising burnout levels across English police forces.
Overall, this thesis provides qualitative data on burnout during an unprecedented period of English policing. It highlights improved communication, training and transparency at both organisational and Sergeant levels as job resources which may be able to combat the job demands, cultural challenges and contextual uncertainty leading to rising levels of burnout in the profession.
| Date of Award | 1 Oct 2022 |
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| Original language | English |
| Awarding Institution |
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| Supervisor | Alexandra Budjanovcanin (Supervisor) & Michael Clinton (Supervisor) |