Overcoming the barriers to flexible working in the police organisation: is there another way?

This research examines if there are alternative ways to overcome the barriers faced by police officers seeking flexible working given that ongoing reforms in the police organisation have failed to do so. Data was collected from ten in-depth semi structured interviews with police officers varying from the rank of Police Constable to Police Chief Superintendent amounting to a total of 18 hours of material. The research has highlighted that trying to differentiate between logistical and cultural barriers is problematic. Barriers to flexible working although often perceived as logistical, for example the design of police work underpinned by police systems and procedure, only remain so due to enshrined police occupational culture.

For flexible working to no longer be viewed as problematic, the organisation is in need of radical reform which would support the notion of a ‘flexible force’. The research reports that senior managers need to show a demonstrable commitment to flexible working instead of the practice merely existing by law. This could be attained by educating senior leaders thoroughly in the tangible business benefit of flexible working to the organisation. At present barriers remain due to the inability to reconcile the demands of the organisation and the employee since trying to manage what is a flexible practice by nature in to the current rigid systems is the same as trying to fit the proverbial square peg in to a round hole.