Social Networks, Problem-Solving, Managers: Police Officers in Australia and the USA

Farr-Wharton, B; Farr-Wharton, G; Brunetto, Y; Farr-Wharton, R; Xerri, M; Shriberg, A

Social Networks, Problem-Solving, Managers: Police Officers in Australia and the USA

Farr-Wharton, B

Farr-Wharton, G Brunetto, Y Farr-Wharton, R Xerri, M Shriberg, A

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Publisher:: Oxford University Press
Publication Type:: Journal Article
Citation:: Policing (Oxford): a journal of policy and practice, 2020, 14, (3), pp. 778-791
Issue Date:: 2020-09-01

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Field	Value	Language
dc.contributor.author	Farr-Wharton, B https://orcid.org/0000-0001-9987-934X
dc.contributor.author	Farr-Wharton, G
dc.contributor.author	Brunetto, Y
dc.contributor.author	Farr-Wharton, R
dc.contributor.author	Xerri, M
dc.contributor.author	Shriberg, A
dc.date.accessioned	2021-06-28T07:07:46Z
dc.date.available	2021-06-28T07:07:46Z
dc.date.issued	2020-09-01
dc.identifier.citation	Policing (Oxford): a journal of policy and practice, 2020, 14, (3), pp. 778-791
dc.identifier.issn	1752-4512
dc.identifier.issn	1752-4520
dc.identifier.uri	http://hdl.handle.net/10453/149774
dc.description.abstract	This article compares the role of management on the effectiveness of social networks for police officers and implications for engagement using survey data from 575 police officers in the USA and 193 police officers in Australia. Analysis included capturing frequencies, correlations, ANOVAs, structural equation modelling (SEM) for quantitative data, and thematic analysis of the qualitative data. The findings show that 5% of police officer in the USA sample and 12% of police officer in Australian sample had no support for problem-solving; police officers in the USA had bigger social networks; the reasons given for not identifying their line manager as part of their social support included ‘the unapproachability of managers’ and ‘poor managers/bullying’ and SEM showed a significant relationship between perceived organizational support (from management), social networks, and employee engagement. The findings have implications for internal security (employee well-being and productivity) and external security (public safety).
dc.language	en
dc.publisher	Oxford University Press
dc.relation.ispartof	Policing (Oxford): a journal of policy and practice
dc.relation.isbasedon	10.1093/police/pay095
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1602 Criminology
dc.title	Social Networks, Problem-Solving, Managers: Police Officers in Australia and the USA
dc.type	Journal Article
utslib.citation.volume	14
utslib.for	1503 Business and Management
utslib.for	1602 Criminology
utslib.for	1602 Criminology
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2021-06-28T07:07:44Z
pubs.issue	3
pubs.publication-status	Published
pubs.volume	14
utslib.citation.issue	3

Abstract:

This article compares the role of management on the effectiveness of social networks for police officers and implications for engagement using survey data from 575 police officers in the USA and 193 police officers in Australia. Analysis included capturing frequencies, correlations, ANOVAs, structural equation modelling (SEM) for quantitative data, and thematic analysis of the qualitative data. The findings show that 5% of police officer in the USA sample and 12% of police officer in Australian sample had no support for problem-solving; police officers in the USA had bigger social networks; the reasons given for not identifying their line manager as part of their social support included ‘the unapproachability of managers’ and ‘poor managers/bullying’ and SEM showed a significant relationship between perceived organizational support (from management), social networks, and employee engagement. The findings have implications for internal security (employee well-being and productivity) and external security (public safety).

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/149774