Posts Categorised: Human Resource Management

Multi-site musculoskeletal pain in Swedish police: associations with discomfort from wearing mandatory equipment and prolonged sitting


“Musculoskeletal disorders are considered as a major issue affecting the health and well-being of active duty police. Discomfort from wearing mandatory equipment and sitting for long periods of time in fleet vehicles are workload factors linked to musculoskeletal disorders in police. This study aims to determine the prevalence of multi-site musculoskeletal pain among Swedish police and to explore the possible association to discomfort experience when wearing mandatory equipment and sitting for long periods in fleet vehicles.”

Source: Larsen, L. B., Andersson, E. E., Tranberg, R., & Ramstrand, N. (2018). International archives of occupational and environmental health, and available from this link (open access).

Structure That’s Not Stifling

The Bower/Flickr

“Leaders know they need to give people room to be their best, to pursue unconventional ideas, and to make smart decisions in the moment. It’s been said so often that it’s a cliché. But here’s the problem: Executives have trouble resolving the tension between employee empowerment and operational discipline. This challenge is so difficult that it ties companies up in knots. Indeed, it has led to decades’ worth of management experiments, from matrix structures to self-managed teams. None of them has offered a clear answer.”

Source: Gulati, R. (2018). Harvard Business Review and available from this link (open access with personal registration).

Individual and organizational consequences of employee-determined flexibility in shift schedules of police patrols

North Head/Read

“This paper determines the impacts of employee-determined flexibility (self-rostering) within police patrol shiftwork systems. The study is based on a cross sectional online survey with police patrol officers from one state of the Federal Republic of Germany. The results show that pure employee-determined flexibility on the one hand leads to a good compatibility of shiftwork with social life (individual consequences). On the other hand, it is associated with a loss of work-related social structures and drawbacks concerning work-climate, leadership, as well as reciprocal trust and support (organizational consequences).”

Source: Bürger, B., & Nachreiner, F. (2018).  Police Practice and Research, and available from this link (subscription journal).


Women at Work : The Advice We Get and Give


“In this episode, we share some of your best and worst advice, and we question a few classic pieces of advice women get (and give) on asking for more money, achieving more by doing less, and not burning out. We talk with Duke University management professor Ashleigh Shelby Rosette about negotiating, Thrive Global CEO Arianna Huffington about sleep, Levo Chief Leadership Officer Tiffany Dufu about dropping the ball, and New Yorker writer Susan Orlean about confidence. We also brought in HBR senior editor Alison Beard to help Amy answer a few of your questions about work.” One podast of a six-episode series.

Available from the Harvard Business Review via this link (open access, with personal registration)


Making the case for male champions for gender inclusiveness at work

Manly baths sculpture/M.Hardy

“While many prior attempts to address bias against women at work aim to either change the skillsets of women or to train women to navigate hostile workplaces, we believe that actively creating gender inclusive environments from the top-down, instead of training women and men to simply avoid or cope with bias, will directly and positively impact gender equality in organizations.”

Source: Sawyer, K., & Valerio, A. M. (2018). Organizational Dynamics and available from this link (open access).

Unconscious Bias Training: The ‘Silver Bullet’ for Gender Equity?

Manly dawn/Griffin

“We argue that the popularity of unconscious bias training invites agencies to view this practice as a ‘silver bullet’ to achieve gender equity, but that its effectiveness is likely to be limited unless accompanied by sustained interventions to address discrimination. Further, the impacts of unconscious bias training need to be rigorously evaluated to assess whether government resources are being effectively utilised. Consistent with international research, such an evaluation may reveal that unconscious bias training has unintended negative consequences, but that the training can be improved to reduce these consequences.”

Source: Williamson, S. and Foley, M. (2018). Australian Journal of Public Administration, and available from this link  (subscription journal).

Future Frontiers Analytical Report: The Future of Work in Australia

North Head/Read

“In a major analytical report for the NSW Department of Education’s “Future Frontiers” series, CWL researchers have examined how new technologies will affect work and skill requirements in Australia over coming decades. Going beyond the headlines of robots stealing jobs, the report argues that we are not destined for an end to work generally. Rather, we will see further significant shifts in how work is done, and how work is distributed, that will favour jobseekers with the ability to do cognitive, creative, and non-routine tasks. Significant policy challenges lie ahead in ensuring that the workers displaced by the decline of older industries are quickly reconnected with newer jobs. This will require an expansion of training and transitional assistance, to prevent such workers from permanently leaving the labour force.”

Source: Healy, J., Nicholson, D., and Gahan, P. (2018). Centre for Workplace Leadership and available from this link (open access).

Managing Mental Health in the Australian Federal Police


“Managing employee mental health effectively is a challenge faced by policing and first responder organisations around the world. This includes the Australian Federal Police (AFP) as the Australian Government’s primary policing agency responsible for the enforcement of Commonwealth laws and the protection of Australian interests from criminal activity, both domestically and overseas. To fulfil this role the AFP is responsible for a diverse range of functions, the delivery of which place a range of unique demands and stressors on AFP employees.”

Source: Australian National Audit Office (2018). Report available from this link (open access).

Julie Bishop: women in leadership

Little Manly

“It’s a target because we don’t want to impose a quota, so that any woman appointed to such a position believes that she is only there because we had to fill a quota. A target means that people think consciously about who they’re appointing or the group of people they’re interviewing for a particular position, and its addressing that unconscious bias. You can address conscious bias, because you can see it, you can hear it, you can feel it, you can smell it.”

Source: Bishop, J. (2018). The Mandarin and available from this link (open access).

IWD 2018: key facts about women and work


“Thursday 8 March 2018 is International Women’s Day. This year’s theme, Press for Progress, is an opportunity to reflect on progress to date and priorities for the future. Here are some key facts about women and work in Australia.”

Source: Workplace Gender Equality Agency and available from this link (open access).