Suchergebnisse

Is bullying really that bad? Why do some people just watch it happening? How do you know if it is bullying or strong management? What kind of leaders are able to create positive working environments? The effects of bullying on organisations and individuals can be devastating and can adversely affect both the workers themselves and the productivity of the organisation that they work for. This book explores the impact of bullying from the perspective of both the employee and the organisation in which they work. In addition to describing the negative outcome of bullying, Workplace Bullying also looks at ways to promote resilience and the opportunity for growth and learning to take place. Divided into four sections, this book covers: the impact and symptoms of workplace bullying, individual interventions, organisational interventions, and underlying causes and future considerations. Workplace Bullying is essential reading for anyone with responsibility to help and support workers involved in bullying as a victim, supporter, or investigator. It offers organisations a chance to create an environment that will not only build a more resilient workforce, providing appropriate and effective interventions, but also provides solutions that will lead to the possibility of individual and organisational growth and development.

Abstract
Working in policing can be psychologically challenging in an environment which requires officers and staff to be self-disciplined in adhering to procedural and legal frameworks. These role demands can lead to increased mental health problems. The ability to craft one's job to personal and career needs and aspirations can reduce stress and burnout. This study aims to identify the level of job crafting and any benefit of job crafting in UK policing. Four thousand six hundred seventy-three police officers and staff completed an online survey as part of a regular psychological surveillance programme. The survey measured anxiety, depression, burnout, and traumatic stress together with a job crafting questionnaire. The results did not find any difference in mental health between officers and staff who used job crafting from those who did not. An analysis of comments provided insight into the role job crafting plays in policing. The evidence on the benefits of job crafting in terms of mental health is mixed. The study highlighted the need for job crafting to be seen in a broader context where an individual's opportunity for flexibility and autonomy is balanced with their legal and professional obligations and organizational requirements.

Purpose
The purpose of this paper is to examine the role that psychological screening and surveillance can take in improving the delivery of psychological support to emergency service responders (ESRs) at a time of increasing demands and complexity.


Design/methodology/approach
The study aims to present and discuss the use of psychological screening and surveillance of trauma exposed emergency service workers.


Findings
The evidence supports the use of psychological screening and surveillance using appropriate validated questionnaires and surveys.


Research limitations/implications
The findings suggest that emergency services should be using psychological screening and surveillance of ESRs in roles where there is high exposure to traumatic stress.


Originality/value
These findings will help emergency service organisations to recognise how psychological screening and surveillance can be used as part of a wider programme of well-being support. This approach can also help them meet their legal health and safety obligations to protect the psychological health and well-being of their ESRs.

Abstract
This paper discusses the current approaches to psychological trauma risk management in the UK policing. It stresses the need for a concerted effort by senior management, supervisors, and occupational health in order to identify those at risk. Furthermore, to reduce the incidence of harm, provide protective training and education, and where necessary provide post trauma interventions and treatments (HSE, 2013). The evidence presented in this article supports the division of the policing workforce into three cohorts. Those being, responders, specialists, and those involved in major disasters. This is seen as the most effective approach to providing an appropriate level of trauma support for all those at risk of traumatic stress. Thus, making it easier to identify and manage the effects of psychological trauma on police officers and staff.

BACKGROUND: In some organizations, traumatic events via direct or indirect exposure are routine experiences. The National Institute for Health and Care Excellence reviews (2005; 2018) of post-traumatic stress disorder management in primary and secondary care did not address early interventions for trauma within emergency response organizations. AIMS: This scoping review was designed to identify research which evaluates the use of early interventions in emergency and other high-risk organizations following exposure to primary or secondary trauma and to report on the effectiveness of the early intervention models in common use. METHODS: A scoping review was conducted to examine early interventions for workers exposed to trauma, including emergency response, military, and humanitarian aid. Relevant data were extracted from the included studies and the outcomes were assessed using meta-ethnography. RESULTS: Fifty studies of mixed quality met the inclusion criteria for this review. A synthesis of study outcomes found that early interventions help emergency responders to manage post-incident trauma when they are delivered in a manner that (a) respects distinct organizational culture, (b) is supported by organizations and senior management, and (c) harnesses existing social cohesion and peer support systems within teams. CONCLUSION: This review demonstrates that early interventions support emergency responders following exposure to trauma when these are tailored to the needs of the population, are supported by the host organization, and harness existing social cohesion and peer support processes within a team or unit. A number of recommendations for the delivery and evaluation of early interventions for psychological trauma in emergency response organizations were made.