‘Pushed from above and pushed from below’: emotional labour and dual identities amongst senior probation officers in England and Wales

Senior Probation Officers (SPO) in England and Wales work at the ‘front and centre’ of the organisation’s hierarchy. They act as both manager and developer of frontline probation practitioners. Previous research has focused on the emotional labour undertaken by probation practitioners yet there is very little research on the emotional labour of SPOs, even though they must be skilful emotion managers of their own emotions and those they supervise. This research not only sheds light on an important, and yet hugely under researched section of probation practice, it is also highly relevant to other countries both within Europe and internationally. This is because the work undertaken by frontline managers in probation around the world is connected by the increasing expectation that they both mange and yet at the same time develop the frontline practitioners they supervise. Using data gathered from interviews with 28 SPOs and managers across England and Wales we analyse how SPOs’ emotions are ‘controlled’ by senior management, and how SPOs ‘control’ the emotions of frontline workers they supervise. SPOs attempts at managing emotions are resisted by their supervisees, and SPOs resist the emotional displays they are expected to present in their work role. We conclude by considering the impact of emotional labour on SPOs and how best to support them in their role.

Emotional Labour: The Double Burden of Senior Probation Officers

The article discusses the emotional labour of Senior Probation Officers (SPOs) in England and Wales, who act as both managers and developers of frontline probation practitioners. The study analyses how SPOs control their own emotions and the emotions of their supervisees, and how this aspect of their work affects them. The research finds that the emotional labour requirements for SPOs are complex and varied: this reflects the increasing variety range and number of tasks that SPOs must undertake. The influence of a neo-liberal ideology on probation practice has resulted in increased focus on targets, accountability, cost-effectiveness, and risk management, leading to SPOs taking on an increasingly managerial role. The article argues that the emotional labour requirements and the organisational demands placed on SPOs can have a negative impact on their well-being, and that there is a need for more research on how to support SPOs in their role.

 

This research is important because it sheds light on the emotional labour of Senior Probation Officers (SPOs) in England and Wales, who act as both managers and developers of frontline probation practitioners. Previous research has focused on the emotional labour of probation practitioners, but there is very little research on the emotional labour of SPOs, despite their need to be skilled emotion managers of their own emotions and those they supervise. The study analyses how SPOs' emotions are ‘managed’ by senior management and how SPOs ‘manage’ the emotions of frontline workers they supervise. It also considers the impact of emotional labour on SPOs and how best to support them in their role.

Key Takeaways:

1. SPOs are required to be 'emotionally nimble' and skilful in the art of emotional labour, knowing when and how to ‘manage’ their own and others' emotions.

2. The need to engage in complex and varied emotional labour, with emotional display expectations that conflict with the underlying values and identity of SPOs, can be traced back to the influence of managerialism on probation practice and its effect on how staff should be managed.

3. SPOs are caught in the middle of organisational demands and staff pressures, requiring them to 'control' their own emotions and the emotions of those they supervise. This emotional labour has potentially negative consequences such as burnout and role overload.