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dc.contributor.authorKellner, Ashlea
dc.contributor.authorTownsend, Keith
dc.contributor.authorWilkinson, Adrian
dc.contributor.authorLoudoun, Rebecca
dc.date.accessioned2021-02-05T03:31:40Z
dc.date.available2021-02-05T03:31:40Z
dc.date.issued2020
dc.identifier.issn0048-3486
dc.identifier.doi10.1108/PR-06-2020-0448
dc.identifier.urihttp://hdl.handle.net/10072/400938
dc.description.abstractPurpose: Paramedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems such as unions and policymakers. Acknowledging environmental complexity, and the interaction of external systems, this study examines how the HRM system manages and responds to violence against paramedics. Design/methodology/approach: Data were collected from three Australian state ambulance services. Detailed accounts from 72 semi-structured interviews are supplemented by 1,216 phone surveys demonstrating the prevalence of assault. Findings: Reporting very high levels of assault against paramedics from the survey data, the authors discuss situational risk factors identified by interviewees in the immediate physical environment and broader social context. The authors detail HRM practices adopted by each case and identify how gaps in the HRM system are addressed by other external, industry-level and state/federal-level systems in a multi-layer response to assault against paramedics. Practical implications: Identification of individual and situational risk factors and consequences for paramedics enables more targeted prevention, intervention and response. Young and less experienced paramedics are perceived to be at greater risk of assault. Importance of HRM practices particularly de-escalation training is highlighted. Gaps in HRM system require external input, particularly via law enforcement and public education. Originality/value: This study adopts a holistic and contextualised perspective of HRM to improve understanding of violence against paramedics at work. Combining open systems and multi-stakeholder approaches, the authors adapt Beer et al.'s (1984) seminal Harvard Model of HRM. The authors propose a conceptual map which illustrates relationships between situational risks, key systems, HRM practices and outcomes.
dc.description.peerreviewedYes
dc.languageEnglish
dc.publisherEmerald Publishing Limited
dc.relation.ispartofjournalPersonnel Review
dc.relation.urihttp://purl.org/au-research/grants/ARC/LP160100004
dc.relation.grantIDLP160100004
dc.relation.fundersARC
dc.subject.fieldofresearchHuman resources and industrial relations
dc.subject.fieldofresearchStrategy, management and organisational behaviour
dc.subject.fieldofresearchApplied and developmental psychology
dc.subject.fieldofresearchcode3505
dc.subject.fieldofresearchcode3507
dc.subject.fieldofresearchcode5201
dc.subject.keywordsSocial Sciences
dc.subject.keywordsIndustrial Relations & Labor
dc.subject.keywordsPsychology, Applied
dc.subject.keywordsEconomics
dc.titleViolence at work in the ambulance service: the role of HRM and other systems
dc.typeJournal article
dc.type.descriptionC1 - Articles
dcterms.bibliographicCitationKellner, A; Townsend, K; Wilkinson, A; Loudoun, R, Violence at work in the ambulance service: the role of HRM and other systems, Personnel Review, 2020
dc.date.updated2021-01-12T05:48:06Z
dc.description.versionAccepted Manuscript (AM)
gro.description.notepublicThis publication has been entered as an advanced online version in Griffith Research Online.
gro.rights.copyright© 2020 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.hasfulltextFull Text
gro.griffith.authorWilkinson, Adrian J.
gro.griffith.authorLoudoun, Rebecca J.
gro.griffith.authorTownsend, Keith J.


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