太难"?组织缺乏灵活性是英格兰和威尔士警官自愿辞职的原因之一

Sarah Charman, Jemma Tyson
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摘要

在英格兰和威尔士,自愿辞职的警察人数创下了历史新高,但却缺乏对其原因进行分析的研究。本文对 2021 年 1 月至 2022 年 6 月期间英格兰和威尔士自愿辞职的 62 名离职警察进行了访谈,分析结果表明,警察离职的主要原因是认为组织不公正,主要集中在:缺乏发言权;担心晋升/进步;领导能力差;以及缺乏组织灵活性。本文以后一种原因--组织灵活性--为重点,通过对这些离职者的声音进行归纳分析,旨在丰富有关警察队伍辞职和留任的稀缺定性学术文献,同时也为今后考虑优化队伍提供重要证据。研究结果表明,虽然参与者对警务工作的复杂性表示同情,但他们对组织的不灵活性感到沮丧。在以下三个关键领域,警务部门被认为是不支持或不接受的--(a)处理警员的额外需求、残疾或健康问题,(b)与非工作承诺的冲突,主要是与育儿/父母责任相关的冲突,以及(c)支持警员过渡到兼职工作。这些妨碍工作场所有效运作的结构性障碍因工作过度和 "融入 "的文化规范而加剧,女性辞职者的经历尤为严重。作者呼吁对灵活工作的文化障碍提出挑战,在组织的各个层面树立灵活工作的榜样,并关注雇主和雇员之间互惠的灵活性。作者认为,在这一问题得到解决之前,留任问题仍将是警务工作中一个被低估但却重要的不平等问题。
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‘In the “too difficult” box?’ Organizational inflexibility as a driver of voluntary resignations of police officers in England and Wales
Record numbers of police officers are voluntarily resigning in England and Wales yet there is a lack of research which analyses why. Findings from an analysis of 62 interviews with police leavers who voluntarily resigned from the police service within England and Wales between January 2021 and June 2022 suggest that officers are leaving primarily due to perceptions of organizational injustice which focus upon: a lack of voice; concerns about promotion/progression; poor leadership; and a lack of organizational flexibility. This paper takes this latter reason—organizational flexibility—as its focus and through an inductive analysis of these leavers’ voices, aims to both enrich the scarce qualitative academic literature on police workforce resignations and retention but also to offer significant evidence for future consideration of workforce optimization. The findings indicate that although sympathetic to operational policing complexities, participants were frustrated by organizational inflexibility. Three key areas were identified where the police service was perceived to be unsupportive or unreceptive—(a) dealing with additional needs, disabilities, or health issues of officers, (b) conflicts with non-work commitments, primarily those associated with childcare/parental responsibilities, and (c) supporting officers transitioning to part-time working. These structural barriers to effective workplace functioning were exacerbated by the cultural norms of overwork and ‘fitting in’ and were additionally particularly experienced by female resigners. The authors call for a challenge to the cultural barriers towards flexible working, the modelling of flexible working at all levels of the organization, and a focus on reciprocal flexibility between employer and employee. Until this issue can be tackled, it is argued that retention will continue to be an underestimated but significant site of inequality within policing.
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