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Although police ocers experience numerous work-related stressors, scholars have identied three main categories into which these stressors fall: personal, organisational, and operational.[1-4] Personal stressors may refer to sources of stress in ocers’ personal lives or particular personality traits (e.g. anxiety, sensitivity). On the other hand, operational stressors refer to stress that results from interactions with victims and perpetrators of crimes. Finally, organisational stressors encompass a variety of non-frontline job-related aspects, such as interactions with authoritarian supervisors, a lack of understanding from peers, heavy paperwork, bureaucratic processes, and limited opportunities for career advancement. Researchers have argued that, if police ocers are not provided with eective stress-management skills or adequate access to organisational support and resources, continued exposure to work-related demands will cause them to become prone to experiencing burnout.[3,5,6] Burnout refers to emotional exhaustion, lack of professional ecacy, depersonalisation, and cynicism that an ocer may experience.[7-9] Furthermore, ocers suering from burnout experience decreased motivation, low levels of interest in advancing the organisation’s mission, and a lack of energy and attention.[3,10] As a result, burnout precludes ocers from accomplishing work-related goals, implementing solutions to work-related issues, and generally performing their duties eectively.[11,12]

Exploring the role of compassion satisfaction and compassion fatigue in predicting burnout among police officers