Managerial and leadership implications of the retained duty system in English fire and rescue services

Abstract

Purpose The purpose of this paper is to explore the managerial and leadership challenges faced when managing personnel in the retained duty system (RDS) within English fire and rescue services. It examines the key areas of motivation, commitment, culture, relationships and practical management arrangements. Design/methodology/approach This exploratory research, using primary and secondary sources, adopted a deductive approach, incorporating questionnaires, interviews, focus groups and document analysis. Findings The research identified issues agreed upon by both employees and managers, and as well as areas of disparity and conflict. It also highlighted matters that appear to be pivotal to the successful management of a RDS, and in particular the importance of how roles are deployed, and managed by senior management, as well as how employees perceive them. Practical implications This paper offers recommendations regarding the managerial understanding and appreciation of an RDS as some managers in this research appear to have little or no knowledge of (or indeed a misconception of) key issues in the effective management of the RDS It suggests recommendations for the wider support and engagement of RDS personnel. Originality/value This paper offers a contemporary assessment of the challenges faced when managing RDS personnel. While firefighters and whole-time unionised firefighters in particular, have attracted interest from scholars of industrial relations, there has been relatively little academic research from a public management perspective.