Barriers to frontline manager support for high-trauma workers. Issue 6 (23rd August 2019)

• Record Type: Journal Article
• Authors: Kellner, Ashlea Kate; Townsend, Keith; Loudoun, Rebecca; Wilkinson, Adrian
• Is Part Of: Personnel review. Volume 48:Issue 6(2019)
• Page Start: 1394
• Page End: 1409
• Publication Date: 2019-08-23
• Subjects: Qualitative -- Healthcare -- Trauma -- HRM function -- Frontline managers -- Emergency service work; Personnel management -- Periodicals; 658.3005
• DOI: 10.1108/PR-10-2018-0397
• Languages: English
• ISSNs: 0048-3486

Abstract

Abstract : Purpose: Exposure to high-trauma work has been associated with negative outcomes for individuals and organisations. Support for these employees can buffer and protect against mental health problems. Frontline managers (FLMs) are well placed to provide for employee support needs but are often not effective in doing so. The purpose of this paper is to identify and understand barriers to provision of four different types of social support as identified by House (1981) by FLMs to employees in a high-trauma workplace. Design/methodology/approach: This qualitative study investigates three Australian ambulance service organisations, including 72 interviews. Findings: Nine barriers to support are identified that can obstruct the provision of optimum employee support. These relate to the FLM themselves, the workplace context and employee-centric factors. Research limitations/implications: This paper is a single industry case study; further complexity may exist in other high-trauma industries. Future research should consult policy makers to develop strategies to address the barriers to FLM support. Practical implications: FLMs are critical support persons as they are well placed to provide many employee support needs. Emotional support is the foundation for facilitating all other types of support to employees but results here indicate it is often lacking for workers in high-trauma workplaces for a range of individual and organisational barriers that operate in isolation and combined. Originality/value: This paper juxtaposes House's (1981) support framework with study findings to provide a model of the barriers to optimal employee support. This model contributes to a reconceptualisation of the relationship between employee and direct manager that is particularly pertinent for high-trauma contexts.