Between a rock and a hard place: the dilemmas of managing part‐time working in the police service: Is working part‐time a fair cop?

Abstract

Purpose

To study the effects of the introduction of part‐time working on managing a police force.

Design/methodology/approach

This case study involved in‐depth, semi‐structured interviews with part‐time officers in an English police force, their full‐time colleagues and managers.

Findings

The author illustrates practical problems which police managers face in ensuring they have staff in adequate numbers and experience to carry out the duties required of an organization which has to operate 24 hours‐a‐day, seven days‐a‐week and which has no way of knowing in advance what demands will be placed on it at any given time. The study focuses attention on the dilemma of legislation designed to improve the status of part‐time workers generally, and people's expectation of “family friendly” employment, with the traditional “command and control” needs of an organization such as a police force.

Practical implications

Implications for human resource management are identified, as the conflicting needs and views of manager and part‐time employees are explored. These conflicts are particularly difficult for HR to reconcile as part‐time and reduced‐hours working continues its expansion.

Originality/value

Provides some useful information on part‐time working at a police station in the UK.

Citation

(2005), "Between a rock and a hard place: the dilemmas of managing part‐time working in the police service: Is working part‐time a fair cop?", Human Resource Management International Digest, Vol. 13 No. 1, pp. 24-25. https://doi.org/10.1108/09670730510576383