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This paper examines one type of negative work behaviour, work harassment, using two theoretical frameworks: Social Exchange Theory (SET) and Similarity-Attraction (SA). SET explains work harassment as a product of poor management practices, whereas using SA theory explains it as a result of the growing normalisation of high workloads. The study undertakes latent mean and path model comparison analysis using structural equation modelling of data from 189 nurses in the UK and 401 nurses in the USA. The findings indicate a good model fit showing a significant path from Leader Member Exchange (LMX) to work harassment, wellbeing and subsequent turnover intentions, with LMX fully mediating the path from LMX to wellbeing for UK nurses, but only partially mediating the same path for nurses in the USA. The findings suggest SET provides a better explanation for work harassment for UK nurses, whereas SA theory better explains the US nurse experience. [ABSTRACT FROM AUTHOR]

This article compares the role of management on the effectiveness of social networks for police officers and implications for engagement using survey data from 575 police officers in the USA and 193 police officers in Australia. Analysis included capturing frequencies, correlations, ANOVAs, structural equation modelling (SEM) for quantitative data, and thematic analysis of the qualitative data. The findings show that 5% of police officer in the USA sample and 12% of police officer in Australian sample had no support for problem-solving; police officers in the USA had bigger social networks; the reasons given for not identifying their line manager as part of their social support included 'the unapproachability of managers' and 'poor managers/bullying' and SEM showed a significant relationship between perceived organizational support (from management), social networks, and employee engagement. The findings have implications for internal security (employee well-being and productivity) and external security (public safety). [ABSTRACT FROM AUTHOR]

This paper uses Social Exchange Theory as a lens for comparing the impact of management support upon police perceptions of discretionary power and employee engagement, across three countries. A survey-based, self-report process collected data from 193 police officers in Australia, 588 from the USA, and 249 from Malta. Structural equation modelling was used to analyse the data. The findings suggest a significantly different management support context across the three countries, as well as significantly different perceptions of discretionary power. Across the three countries, police perceived relatively poor satisfaction with organizational management support and only some engagement levels. However, USA police perceived significantly more discretionary power than the other country samples. These findings provide greater clarity about the link between management support, discretionary power and engagement for the police officers. Since employee engagement likely affects policing outcomes, the findings suggest that poor management support of police officers could negatively affect the provided service. Potential strategies to enhance police engagement include (a) training police managers about how to manage so as to promote greater engagement, and (b) modifying police managers' performance indicators in line with achieving better police engagement. [ABSTRACT FROM AUTHOR]