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Advances in Social Sciences Research Journal – Vol. 8, No. 8

Publication Date: August 25, 2021

DOI:10.14738/assrj.88.10706. Deschênes, A., St-Hilaire, G., Crête, E., & Emeriau-Farges, C. (2021). Organizational Levers Supporting Police Officers’ Psychological

Health in the Workplace After Exposure to a Potentially Psychologically Traumatic Event. Advances in Social Sciences Research

Journal, 8(8). 301-319.

Services for Science and Education – United Kingdom

Organizational Levers Supporting Police Officers’ Psychological

Health in the Workplace After Exposure to a Potentially

Psychologically Traumatic Event

Andrée-Ann Deschênes

Université du Québec à Rimouski1

Geneviève St-Hilaire

Sûreté du Québec

Emmanuelle Crête

Sûreté du Québec

Clémence Emeriau-Farges

Université du Québec à Trois-Rivières

ABSTRACT

One in two police officers report having experienced a potentially psychologically

traumatic event (PPTE) in the course of their career that has had an impact on their

professional or personal life. In addition, daily exposure to PPTEs results in major

adverse effects that affect all aspects of health: psychological, emotional, and

physical. However, it is not necessarily PPTEs as such that cause psychological

distress at work; rather, the determining factor seems to be the organization’s

response to police officers’ exposure to PPTEs. The purpose of this study is

therefore to identify the organizational factors that explain psychological health at

work for police officers who have experienced a PPTE in the line of duty. The results

show that the quality of relationships with the superior and colleagues, the

availability of support such as advice, job demand, and job decision latitude are

factors that partially explain the psychological distress that police officers

experience at work after a PPTE [R2 = .38, p<.05; F(1,451) = 55.99, p<.001].

Conversely, quality relationships with co-workers, job demand, and job decision

latitude partially account for the workplace psychological well-being experienced

by officers after a PPTE [R2=.42, p<.05; F(1,457) = 109.55, p<.001]. This study

highlights the importance for police organizations to promote good relationships

between police officers and, above all, to encourage managers to invest in their

relational skills and counseling-type social support. The study limitations and new

avenues for research are also discussed.

Keywords: Psychological health in the workplace, potentially psychologically traumatic

event, police service, interpersonal relationships, support.

1 The production of this article was facilitated by a research grant awarded by the Fonds de recherche québécois sur la

société et la culture to Andrée-Ann Deschênes.

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Advances in Social Sciences Research Journal (ASSRJ) Vol. 8, Issue 8, August-2021

Services for Science and Education – United Kingdom

PROBLEM

Depression, generalized anxiety, burnout, and post-traumatic stress are just a few examples of

the growing presence of unsettling realities faced in the popular and scientific worlds.

According to Wang and Karpinski (2016), one in five Canadians will experience psychological

health problems or mental illness in the course of a year. Psychological health issues cost the

Canadian economy approximately $51 billion per year (Mental Health Commission of Canada,

2016). Of this amount, $20 billion is associated with psychological problems in the workplace

(Wang & Karpinski, 2016).

A number of studies show that because of the nature of the tasks involved, certain occupations

carry a higher risk of psychological problems such as psychological distress, stress, and post- traumatic stress disorder, namely emergency services jobs (Carlier & Gersons 1994; Gersons &

Carlier, 1992, 1994; De Soir et al., 2012; Lilly & Allen, 2015). Moreover, a study conducted by

Carleton et al. (2018) indicates that 44.5% of public safety workers in Canada report having

experienced symptoms that may be associated with a psychological health problem. Kleim and

Westphal (2011) also explain that first responders’ psychological distress results in significant

personal and public costs, including negative repercussions on the services offered to the

population. Among the various positions within police organizations, patrol officers represent

approximately 45% of police officers affected by a psychological health problem at work and

the average length of absence for this type of disorder is 389 days. In Quebec, between 2011

and 2015, psychological injury claims filed by police officers and accepted by CNESST2 were

fewer in number, but more costly than physical injuries (annual average of approximately

$36,000 per injury), because the duration of leave is longer (+36 days) (Bastien and Lebeau,

2019).

A study conducted specifically among serving police officers in Quebec reveals that one police

officer in two reports having experienced a potentially psychologically traumatic event (PPTE)

during his or her career and that this event had an impact on his or her professional or personal

life (Deschênes et al., 2019b). Furthermore, studies of first responders, including police officers,

concur that daily exposure to PPTEs causes major damaging effects in multiple areas of the

person’s life, affecting psychological and emotional health, as well as physical health (Brondolo

et al., 2018; Carleton et al., 2018; Garner et al., 2016; Fay et al., 2006). In sum, considering the

importance of police officers’ role in society and the beneficial effects of psychological health in

the workplace, it is important to devote efforts to better prevent the impacts of exposure to

PPTEs in the policing environment.

REFERENCE FRAMEWORK

Studies focusing on the policing environment(Hart et al., 1995; Kop & Euwema, 2001; McCreary

& Thompson, 2006; Shane, 2010), suggest that the nature of police work does not necessarily

lead to distress. Brown (1996) believes that organizational structure is the greatest source of

stress in police work. Burke (1998) adds that positive relationships with the police organization

appear to reduce symptoms of distress. It can be argued that organizational experiences are

2 Statistics Canada (2012). North American Industry Classification System (NAICS) Canada. Ottawa: Minister of

Industry: Provincial Government (NAICS 912001) and Local, Municipal and Regional Government Services (NAICS

913910) sectors.

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Deschênes, A., St-Hilaire, G., Crête, E., & Emeriau-Farges, C. (2021). Organizational Levers Supporting Police Officers’ Psychological Health in the

Workplace After Exposure to a Potentially Psychologically Traumatic Event. Advances in Social Sciences Research Journal, 8(8). 301-319.

URL: http://dx.doi.org/10.14738/assrj.88.10706

more decisive in determining police officers’ psychological distress and psychological well- being at work. Furthermore, the study conducted by Burke and Mikkelsen (2006), in line with

an earlier study by Patterson (2003), mentions that social resources and the adaptation of

emotion-focused strategies are linked to reduced distress in police officers. Brown’s (1996)

findings also support the existence of a relationship between reduced stress in police officers

and strong employer recognition, as well as a more participative style of supervision.

Deschênes et al. (2019b) show that police exposure to PPTEs can leads to psychological distress

at work. According to Samra and colleagues (2012), psychological support, workload and task

autonomy, clarity of leadership, and courtesy and respect in interpersonal relationships are

also predictive factors to be considered. All things considered, it is possible to believe that it is

not PPTEs as such that generate psychological distress at work; rather it is the organization’s

management following exposure to a PPTE that is decisive. In light of this observation, certain

organizational variables must be studied to explain the occupational psychological health of

police officers who have experienced a PPTE in the context of their duties.

Organizational factors

For the purpose of this research, the perception of social support has been considered. Social

support refers to the provision or exchange of emotional, instrumental, or information

resources in the context of responding to other people’s perceived need thereof (Caron & Guay,

2005). It is actualized during interactions with members of the social network or participation

in a social group (Cohen et al., 2000). More specifically, advice-giving support refers to

information and normative support (providing information, advice, instructions for learning a

task or acquiring a skill) (Cutrona & Russell, 1990). According to Devault and Fréchette (2002),

emotional support takes the form of reassurance offered by one person to another (listening,

affection, understanding, comfort). St-Hilaire (2005) stresses the importance of communication

in any interpersonal relationship and explains that workers don’t only engage in relationships

to provide information. Human nature leads workers to interact in order to defend an image or

a territory, establish a relationship, and even build their identity (St-Hilaire, 2005). This study

also takes into account the perception of the quality of interpersonal relationships at the

workplace between colleagues and superiors. Interpersonal relationships at work are defined

as a structure that is co-constructed by several actors, for a variety of purposes, and requiring

exchange and reciprocity (Sénécal et al., 1992). Moreover, the quality of these relationships is

influenced by the way they are perceived, which makes it subjective. According to Sénécal et al.

(1992), each of the relationships described can be more or less harmonious, rewarding,

satisfying, and trusting.

At the same time, one of the most studied organizational factors related to psychological health

in the workplace is the (JD-C) Job Demand-Control model (Karasek, 1979, 1998; Karasek &

Theorell, 1990). According to this model, job control (decision latitude) protects the individual

from the harmful effects of the work environment (demand). It is recognized that the physical,

psychological, social, and organizational demand in police work is high (Basinska et al., 2014).

Psychological demand in the workplace is characterized by cognitive, emotional, and physical

workloads that are too heavy in relation to the time allocated to perform the required task

(Bakker & Demerouti, 2007). Decision latitude, on the other hand, has two sub-dimensions, i.e.,

skill level and decision authority. The former is defined as the possibility to use and develop