Navigating job demands and resources in policing: the role of self-efficacy in work burnout and engagement

Purpose This study examined the effects of job demands and resources specific to policing on work burnout and engagement, including self-efficacy’s role in expanding the job demands-resources model (JD-R model). Design/methodology/approach The authors used survey data from 1,591 South Korean police by nationwide sampling officers in 2023. A moderation analysis was used to examine the relationships between each variable. Findings Self-efficacy moderates the effects of job demands and job resources on work burnout but not on work engagement. The high self-efficacy group generally exhibits lower levels of work burnout than the low self-efficacy group. The high self-efficacy group is associated with higher levels of work burnout as job demands increase and lower levels of work burnout as job resources increase. The low self-efficacy group experiences higher levels of work burnout independent of job demands and job resources than the high self-efficacy group. In the low self-efficacy group, the reduction in job burnout is very gentle as job resources increase. Also, the increase in job burnout is steep as job demands increase. Originality/value Job resources are generally considered helpful in reducing work burnout. However, the current study highlights the necessity for delicate interventions considering self-efficacy levels.