How to foster the well-being of police officers: The role of the employee performance management system

Tine Van Thielen*, Robin Bauwens, Mieke Audenaert, Thomas Van Waeyenberg, Adelien Decramer

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

3 Citations (Scopus)
2 Downloads (Pure)

Abstract

This study focuses on employee performance management in policing. We specifically aim to contribute to a better understanding of how the combined effect of performance planning and performance evaluation fosters the well-being of police officers. In the slipstream of public sector reforms many public organizations adopted employee performance management. Although such system is found to increase performance, it might simultaneously elevate job demands, jeopardizing employees' well-being. Based on data gathered in one of the largest police departments of Belgium, structural equation modelling results demonstrate that the combination of performance planning and evaluation positively affects police officers' well-being. Satisfaction with the system was found to explain this relationship. The findings imply that police forces should ensure that performance evaluations are preceded and combined by performance planning in order to foster well-being.

Original languageEnglish
Pages (from-to)90-98
JournalEvaluation and Program Planning
Volume70
DOIs
Publication statusPublished - Oct 2018
Externally publishedYes

Keywords

  • Employee performance management
  • Performance planning
  • Performance evaluation
  • Employee performance management satisfaction
  • Job satisfaction
  • Strain
  • Policing
  • HUMAN-RESOURCE PRACTICES
  • JOB-SATISFACTION
  • TURNOVER INTENTIONS
  • PUBLIC-SERVICE
  • ORGANIZATION
  • PERCEPTION
  • OUTCOMES
  • NURSES
  • HEALTH
  • MODEL

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