Mental health and well-being amongst police officers: a three-country comparison through the application of the jobs demand-resources model

Abstract

Purpose: Police officer mental health and well-being has emerged as a significant concern globally, with increasing recognition of the challenges posed by post-traumatic stress disorder (PTSD) and occupational stressors. This paper aims to examine police mental health in New Zealand, Australia and England and Wales, emphasising the prevalence of PTSD and associated risk factors. Despite shared legal and political frameworks, policing environments differ, affecting how mental health challenges manifest and are addressed. Using the job demands-resources (JD-R) model, the paper provides a structured analysis of these issues, advocating for evidence-based interventions to improve police mental health support systems and organisational resilience. Design/methodology/approach: This study adopts a comparative approach, synthesising existing research on police mental health and well-being across New Zealand, Australia and England and Wales. It applies the JD-R model to assess the relationships between job demands, available resources and PTSD prevalence among officers. The analysis explores demographic factors, trauma exposure and occupational stressors contributing to mental health outcomes. By evaluating existing literature, this study identifies key trends and gaps in research, offering insights into how policing organisations can enhance their support systems. The methodological approach facilitates cross-jurisdictional comparisons while accounting for contextual differences in policing structures and operational challenges. Findings: This study highlights significant levels of PTSD and related mental health challenges among police officers in all three jurisdictions. Although demographic factors and trauma exposure are consistent predictors of PTSD, variations in support structures, training and organisational culture influence mental health outcomes. The JD-R model underscores the importance of balancing job demands with adequate resources, including peer support, resilience training and organisational policies. The findings suggest that despite common stressors, responses to police mental health vary, necessitating localised, evidence-based strategies. Strengthening psychological support mechanisms and leadership training can mitigate the negative impact of policing on mental well-being. Practical implications: This study underscores the need for police organisations to implement targeted interventions that address PTSD and broader mental health concerns. Recommendations include enhancing peer support networks, incorporating resilience training into police education and equipping managers with mental health leadership skills. In addition, continuous monitoring and evaluation of mental health initiatives are crucial to ensuring their effectiveness. The paper emphasises that a one-size-fits-all approach is insufficient; instead, tailored, evidence-based strategies should be developed to align with the specific needs of police forces in different jurisdictions. These findings are particularly relevant for policymakers, police administrators and mental health professionals supporting law enforcement. Originality/value: This paper contributes to the growing body of research on police mental health by providing a comparative analysis across three jurisdictions. By applying the JD-R model, it offers a structured framework for understanding the interaction between occupational stressors and available support mechanisms. The study advances the discussion on police well-being by highlighting the importance of evidence-based policymaking and organisational change. Its findings provide valuable insights for scholars, practitioners and policymakers seeking to improve police mental health strategies. The study also emphasises the need for ongoing research to refine mental health interventions and ensure their long-term impact on policing.