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- Resource Type:
- Report
- Creator:
- Higgins, Christopher and Duxbury, Linda E.
- Abstract:
- This report provides key findings and recommendations from a study of work-life conflict and employee well-being that involved 4500 police officers working for 25 police forces across Canada. Findings from this study should help police forces across Canada implement policies and practices that will help them thrive in a "sellers market for labour."
- Date Created:
- 2012-03-01
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- Resource Type:
- Report
- Creator:
- Duxbury, Linda E. and Higgins, Christopher
- Abstract:
- The study examined work-life experiences of 25,000 Canadians who were employed full time in 71 public, private and not-for-profit organizations across all provinces and territories between June 2011 and June 2012. Two-thirds of survey respondents had incomes of $60,000 or more a year and two-thirds were parents. Previous studies were conducted in 1991 and 2001. “It is fascinating to see what has changed over time and what hasn’t,’’ said Duxbury. Among the findings: Most Canadian employees still work a fixed nine-to-five schedule – about two-thirds. Overall, the typical employee spends 50.2 hours in work-related activities a week. Just over half of employees take work home to complete outside regular hours. The use of flexible work arrangements such as a compressed work week (15 per cent) and flexible schedules (14 per cent) is much less common. Fifty-seven per cent of those surveyed reported high levels of stress. One-third of working hours are spent using email. Employees in the survey were twice as likely to let work interfere with family as the reverse. Work-life conflict was associated with higher absenteeism and lower productivity. Succession planning, knowledge transfer and change management are likely to be a problem for many Canadian organizations. There has been little career mobility within Canadian firms over the past several years.
- Date Created:
- 2012-10-25
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- Resource Type:
- Report
- Creator:
- Duxbury, Linda E. and Bennell, Craig
- Abstract:
- Police in schools In an era where the costs of policing are constantly under scrutiny from governing municipalities, the time has come for police agencies to re-evaluate the services they provide. To do this, they need to answer questions relating to the value that different activities they perform create in the communities they serve. In other words, they need to change the focus of the conversation from “what does this service cost” to “what value does this service provide.” This document summarizes key findings from a longitudinal (2014-2017), multi-method (quantitative, qualitative, and ethnographic analysis, along with a Social Return on Investment [SROI] analysis) case study undertaken to identify the value of School Resource Officers (SROs) that are employed by Peel Regional Police and work in the service’s Neighborhood Police Unit (NPU). Of note is the application of SROI techniques in this evaluation process. SROI, a methodology that emerged from the not-for-profit sector, helps researchers identify sources of value outside of those considered through traditional valuation techniques, such as cost-benefit analysis. Evaluation of Peel Police’s SRO program was motivated by a number of factors. First, the costs of this program are both easy to identify and significant (just over $9 million per year). Second, it is very challenging to identify the value that this program provides to students and the community. The challenges of quantifying the value offered by assigning full-time SROs to Canadian high schools is evidenced by the fact that such programs are rare, as police services around the world have responded to pressures to economize by removing officers from schools and either eliminating the role of the SRO or having one officer attend to many schools.
- Date Created:
- 2018-01-10