How to avoid a lack of work engagement among public police professionals
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| Title: | How to avoid a lack of work engagement among public police professionals |
| Author: | López Cabarcos, María Ángeles López Carballeira, Analía Ferro Soto, Carlos A. |
| Affiliation: | Universidade de Santiago de Compostela. Departamento de Organización de Empresas e Comercialización |
| Subject: | Emotional exhaustion | Influence at work | Interactional justice | Laissez-faire leadership | Work engagement | Workload | |
| Date of Issue: | 2022 |
| Publisher: | Wiley |
| Citation: | European Management Review.2022;1–13 |
| Abstract: | This study aims to analyze the combined effect of five conditions—influence at work, interactional justice, workload, laissez-faire leadership, and emotional exhaustion—on the absence of work engagement in public police professionals. Using qualitative comparative analysis on a sample of 119 police professionals, the results show that none of the conditions on their own is necessary to lead to the absence of these professionals' work engagement. In addition, five casual configurations allow for the conclusion that influence at work, interactional justice, emotional exhaustion, and laissez-faire leadership are key conditions, while workload is less decisive in leading to the absence of work engagement in police professionals. The results inform managers of public police institutions on what variables can further contribute to creating workspaces in which learning, professional development, and positive experiences prevail among employees. This study is especially valuable to police professionals because the very nature of their work leads to engagement in acquiring a very powerful meaning |
| Publisher version: | https://doi.org/10.1111/emre.12516 |
| URI: | http://hdl.handle.net/10347/29235 |
| DOI: | 10.1111/emre.12516 |
| E-ISSN: | 1740-4762 |
| Rights: | © 2022 The Authors. European Management Review published by John Wiley & Sons Ltd on behalf of European Academy of Management (EURAM). This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made Attribution-NonCommercial-NoDerivatives 4.0 Internacional |
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Except where otherwise noted, this item's license is described as © 2022 The Authors. European Management Review published by John Wiley & Sons Ltd on behalf of European Academy of Management (EURAM). This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made