These practices come with an extraordinarily negative impact
on officers’ health and general wellbeing.
By their commitment to such unrealistic work regimes, officers
do themselves, their families, SAPOL and the community a disservice.
I expressed these views in Unpaid, unrecognized overtime,
an opinion piece I wrote for the May issue of the Police Journal.
Since then, some commissioned officers have told me of the impact
of long working hours on them.
And, a recent editorial and spread of articles in the British magazine,
Police Review, supports their assertions. The pieces focussed
on a survey – commissioned by the Superintendents’ Association –
into “the rank’s state of health and working lifestyles”.
The survey showed that, in the past five years:
- “More than 10 per cent of superintendents have suffered and
been treated for insomnia.
- More than 10 per cent have suffered and been treated for hypertension.
- More than 11 per cent have suffered and been tested for psychiatric
illness.
- More than 20 per cent have suffered and been treated for back
problems.”
Police Review editor, Catriona Marchant, concluded that
“being promoted to the rank quickly has a detrimental effect on
an officer’s health and well-being”.
“Comments from superintendents,” she wrote, “describe how successive
days of being on call is burdensome, disruptive and debilitating
for family life...
“The survey findings show that the average working day of a superintendent
is more than 10 hours and regularly more than 12 hours. Worryingly,
43 per cent of the 789 superintendents who responded to the survey
(more than half of the association’s membership) are experiencing
mild to sever anxiety. Dr John Deighton, the occupational health
physician who carried out the survey, believes that 17 per cent
of this group should be seeking medical treatment.
“Superintendents should think about the long hours they work, the
long-term damage it could cause them in five or 10 years and not
feel that they have to work until they keel over.”
One of the Police Review articles claims the report reveals
that “four out 10 superintendents are suffering from anxiety and
could end up as ‘emotional and physical wrecks...’ “ In the same
article, the Superintendents’ Association professional standards
co-ordinator, Tom Moran, is reported as saying the survey figures
should serve as a “wake-up call” to officers.
In another article, entitled Long-hours culture, Superintendents’
Association president, Kevin Morris, is quoted as saying: “You may
be enjoying yourself in your role and you are working long hours.
Then someone asks: ‘Are you getting headaches? Are you having trouble
sleeping?’ And you begin to recognise the signs of stress.”
A number of SAPOL commissioned officers might well be experiencing
stress. But, many believe that, by working excessive hours, they
set a good example to their staff.
All police officers must realize that, if those excessive hours
adversely affect their health and families, they will likely impact
negatively on their working relationship with their staff.
Naturally, this creates a highly unproductive workplace. Many of
the grievances with which the Police Association deals are attributable
to stressed managers, who are tired or unwell through overwork.
Workplaces run by such managers become unhappy and unhealthy environments,
full of negativity and conflict. And, in these workplaces, one can
identify unacceptable practices, such bullying and overbearing management
styles.
Often, those with an inappropriately autocratic approach remain
oblivious to its destructive effects in the workplace. They work
themselves too hard to notice. Some lack the time and energy to
consider a holistic approach to their area of command. If they could
recognize their condition and adjust their work regimes accordingly,
they would see the issues they unwittingly create disappear. This
would allow them more time for their core functions, families and
a better quality of life.
The Police Review articles and editorial clearly identify
the need for police officers to strike a balance between their work
and private lives.
So don’t make yourself sick. Get the right balance, be more productive
and get the best out of your people.
In the meantime, have a merry Christmas and happy new year.
