Research Paper: Final Assignment
Albert Davis
Liberty University
BUSI 342
Professor Freeborough
October 5th, 2025
Introduction
Law enforcement seems to be one of the jobs. Officers meet danger, trauma, and public
eyes each day. The pressure may mean an impact on mental health. Over years that strain appears
to wear down wellbeing. Cascio (2025) says HR now tries to care for workers as whole people
(p.118). In policing this shift matters. Long-term stress not only hurts morale but also harms
judgment and public trust. HR staff and agency heads share the task of making mental health a
priority like tactical skill. Leaders must've been strategic and kind. Therefore, agencies should
add programs that help coping and resilience. In conclusion mental care belongs beside training
in precinct.
Major Issues
Police officers seem to have much higher rates of PTSD, depression and burnout than most other
jobs (Violanti et al., 2022). Years spent watching violence, tragedies and shift hours can wear
down an officer’s stamina. Yet police culture appears to keep a strong stigma against asking for
help. Many officers keep quiet because they worry, they will look weak or unfit for duty
(Papazoglou & Tuttle, 2018). That silence can bring problems. Officers under stress might feel
emotional fatigue, could make bad choices, or possibly quit the force. Cascio (2025) suggests HR
heads need to move past rules and build a setting that values trust, privacy and mental health (p.
221).
If agencies ignore this, they may lose seasoned officers and face legal or ethical issues.
Studies indicate burnout now ranks among the top reasons for early retirement or career change
in policing (Johnson & Brough, 2020). When departments do not act on stress, performance
drops, morale falls, and public trust declines. These are not merely personal worries they are
issues for whole organization.
Managerial Leadership Implications
Good leadership might change everything. A supervisor who shows empathy and uses
emotional intelligence can build a place where people feel safe to speak up. Cascio (2025) notes
that effective leaders act as a bridge between employee engagement and success (p. 233). In
police work, managers have to lead by example. When a chief normalizes counseling, holds
debriefs after tough calls and encourages healthy habits, the rest tend to follow. Miller (2021)
reported that departments with leadership-driven wellness programs appear enjoy morale and
fewer disciplinary actions. Resources should give supervisors training that helps spot burnout,
talk about mental health and link officers to help early. Philippians 2:4 says, “Let each of you
look not only to his own interests, but also to the interests of others.” That suggests leaders see
their crew as people first, not just as ranks on a chart today.
Strategic Organizational Implications
On a bigger picture, police departments should weave wellness into their plans, not as an
occasional event. Researchers like Cascio (2025) suggest that if psychological safety is built into
the core, it may become part of the team vibe instead of an afterthought (p. 245).
Possible actions include:
- Required counseling after calls
- Flexible shifts to aid balance
- Peer support groups led by trained staff
- Yearly wellness check-ins that feel supportive, not punitive
A few districts, for example NYPD, now have on-site clinicians attached to patrol units
(Kurtz et al., 2020). Data appears to show fewer stress-related sick days and higher morale.
Proverbs 11:14 reminds us, “Where no guidance lives, a people fall; where many counselors
stand, safety grows.” Therefore, creating support nets likely boosts safety for officers and the
public they protect.
Impact on Employees, Resources, and/or Stakeholders
When cops stay healthy, things improve for everyone. Officers often focus more, show a
bit more patience, and seem able to handle stress faster. The department may save money thanks
to lower turnover, fewer on-the-job injuries, and reduced disability payouts. NAMI (2023)
reports groups that invest in staff well-being see a 25% drop in missed days and a 20% rise in
engagement. Moreover, communities trust police more when officers act with empathy and calm.
That link between wellness and safety appears direct. Cascio (2025) notes that if HR lines care
with agency’s mission, sides still could thrive.
Legal Concerns for Employers
Departments also seem to have legal duties to watch over officers’ mental health. The
Americans with Disabilities Act, or ADA, may require employers to give reasonable tweaks like
a flexible schedule or a short-term reassignment when someone has a mental condition (U.S.
EEOC, 2022). Likewise, the Family and Medical Leave Act lets workers take unpaid leave for
serious health issues without fear of losing the job. OSHA, on the other hand, obligates agencies
to keep the workplace safe, which includes emotional safety too. Ignoring clear risks could bring
lawsuits or workers’ compensation claims, so HR should really check that policies, training, and
messages line up with the law. Romans 13:4 says authority is “for your good,” implying that
protecting staff not only follows statutes but also meets a moral call. In conclusion, doing both
may be the smartest route.
Biblical Integration
The Bible talks about rest and renewal. In Mark 6:31, Jesus says, “Come with me alone to
a place and get some rest.” That seems to match what HR should push for: self-care and break
from hustle. Galatians 6:2 says, “Carry each other’s burdens, and you will fulfill the law of
Christ.” This may mean that helping staff with mental health is more than policy; it's compassion.
Offering chaplains, counseling, or faith-based hope can give workers a spiritual base for
resilience. When staff feel seen as humans, not just workers, purpose might grow still. Enough?
Some argue religion belongs out of the office, which could limit acceptance for all today.
Conclusion
Talking about police mental health is not just about new rules; it is about workers
themselves. Cascio (2025) may mean that real change comes when a department sees the officer
as a whole person, not only a badge holder. HR staff and police chiefs ought to join forces,
designing tools that back emotional steadiness, fair treatment, and spiritual needs. When wellness
gets into life, stress may drop, and crews can act kinder toward citizens. Still, some argue that
focusing too much on feelings could hurt decision making. Yet, caring for officers is both a job
duty and an ethical call. Therefore, we should guard those who guard us.
References
Cascio, W. F. (2025). Managing Human Resources (13th ed.). McGraw-Hill Education. Randall,
C., & Buys, N. (2014). Managing occupational stress injury in police services: A literature
review. In J. Merrick (Ed.), Public health yearbook 2013 (pp. 491–506). Nova Biomedical
Books.
Sarah Lynch, Daisy Muibu, Ethan Ferguson, Willow Kreutzer; Peer support programs and law
enforcement psychological strain: a systematic review. Policing: An International Journal 2025;
https://doi.org/10.1108/PIJPSM-01-2025-0003
Obed Magny, Natalie Todak; Emotional intelligence in policing: a state-of-the-art review.
Policing: An International Journal 22 October 2021; 44 (6): 957–969.
https://doi.org/10.1108/PIJPSM-01-2021-0008
National Alliance on Mental Illness (2023). State Legislation Issue Brief Series: Trends in Mental
Health and Criminal Justice State Policy
U.S. Equal Employment Opportunity Commission. (2022)
Violanti JM, Steege A. Law enforcement worker suicide: an updated national assessment.
Policing. 2022
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