Citation

Schaible LM, Gecas V. Police Q. 2010; 13(3): 316-341.

Copyright

(Copyright © 2010, SAGE Publishing)

DOI

10.1177/1098611110373997

PMID

unavailable

Abstract

Burnout among police officers is a well-documented phenomenon, with police exhibiting significantly rates significantly higher than other occupations. This is not surprising considering the inherent dangers and challenges police face in the course of their duties. However, police are also subject to a host of institutional and cultural forces that are likely to contribute to burnout. This study examines the variety of ways self-processes, societal and institutional policing values, and demands for emotional presentation on police officers interact to produce burnout. Using data collected from a survey of police officers in the Pacific Northwest (N = 109), we assess three primary hypotheses: (a) The greater the emotional management required of officers, the greater will be their levels of burnout, (b) The greater the dissonance between officer’s own values and those of various reference groups, the greater will be their levels of burnout, and (c) In combination, value dissonance and emotional labor should produce higher levels of burnout than either would independently produce. Results provide mixed support for these hypotheses suggesting that value dissonance only exhibits independent effects on burnout rooted in depersonalization, whereas effects of emotional dissonance vary depending on the type of burnout under consideration. Implications for theory, research, and practice are discussed.