Citation

Senjo SR, Dhungana K. Police Q. 2009; 12(2): 123-136.

Copyright

(Copyright © 2009, SAGE Publishing)

DOI

10.1177/1098611109332420

PMID

unavailable

Abstract

This study used systematic, semistructured qualitative field interviews for a purposive sample of law enforcement agency directors (e.g., police chiefs, sheriffs) to analyze policy constructs that affect the relationship between fatigue and job performance in law enforcement. Trained interviewers gathered a breadth of field data that describe department-level approaches to policy on secondary employment, overtime, court appearances, and other job-related activities that affect the fatigue of line officers. The findings reveal the reality of a tired workforce but a low-level desire among agency chiefs to have fatigue reduction policy. Where such policy exists, a business-like managerialism dominated executive conceptualization rather than citizen safety or civil liability orientations. Informal controls, rather than formal rules, emerged as applicable tools used to address and reduce officer fatigue.