The tourism sector in Bangladesh is one of the major sources of economic sustainability, with its magnificent sights of cultural heritage, ancient ruins, and green landscapes as the foundations to strengthen foreign revenues and domestic families. The overall economic contribution of the sector in 2024 was approximately BDT 1.09 trillion (approximately US 10.2 billion) or 2.2 per cent of the gross domestic product of the country, reflecting a 7.2 per cent growth in 2023 and a strong 26.4 per cent recovery compared to the BDT 860.9 billion experienced in the year 2019 [1]. This business employed around 2.14 million people, or 3% of total workers, which is expected to grow in the future to reach BDT 1.77 trillion (3.1% of GDP) and 2.5 million jobs by 2034 [1]. The road has been rough, though, as international receipts have dropped to US$218 million in 2020, following the onslaught of the pandemic, whereas domestic outlays absorbed the impact as the economy healed over the year [2]. The number of foreign visitors has increased to approximately 655,000 in 2024, surpassing the 621,131 of 2019. However, earnings have fallen a notch at US$440m compared to US$453 m the previous year due to the infrastructural congestion and the seasonal hiccups [3,4]. In the future, 2025 political unrest, including protests and travel warnings, will lead to a decline in arrivals of up to 60-70% to add to an outbound travel downward 80% spike and the vulnerability of growth in this sector [5,6]. To make matters worse, Bangladesh has ranked 109th of 119 countries in the World Economic Forum Travel and Tourism Development Index, 2024, with a score of 3.19 out of 7, where it is very cheap and relatively safe, but policy support, environmental protection, and transport infrastructure are hindering development [7]. Against this background, enhancing security for travelers in the hotspots where threats posed by petty criminals and malfunctioning of the devices loom large is essential to unleashing the potential of the industry.

In response to this call, in 2013, Bangladesh created its own Tourist Police as a specialized unit of the national police whose main task is to protect tourists, maintain peace in the major tourist sites, and promote the concept of green tourism [8,9]. All these, however, come at a very high price, with a grueling schedule, mental strains, and constant monitoring that tend to blur the distinction between work and rest. In simple terms, work-life balance involves balancing work, family, health, and leisure activities to create long-term productivity and contentment [10]. In policing, imbalance often leads to burnout, trauma, and failures in effectiveness because the remnants of traumatic shifts flow into the personal domains [11]. Experience in a variety of fields implies that such stressors can be relaxed by means of such support as flexible schedules or corporate pressure and enhanced performance [13]. With that said, most of the investigations are based on wealthy Western agencies, in which the funds and cultural values differ radically from those of the Global South.

To make the situation worse, in developing economies, there is a lack of facilities, financial constraints, and societal demands that blur professional and personal boundaries. Studies conducted among Kenyan constables reveal how excessive workloads and limited support undermine productivity and dedication [13]. The Malaysian examinations also link family conflicts and emotional burdens to declining morale rates in law enforcement, requiring custom-tailored solutions [14]. According to Sri Lankan results, rotational vigils weaken contentment throughout South Asia, and a balanced position acts as a critical buffer [15]. Nevertheless, there is less focus on niche uniforms like tourist patrols, especially in Bangladesh, where officers struggle with crowds, solitary missions, and cultural conflicts amid a nascent operation. However, research has begun in Thailand and India, connecting aspects of equilibrium to effectiveness in managing visitors. However, they avoid the unique challenges faced by Bangladesh, such as fiscal pressures and traditions [16].

The study will address this gap by examining how the six aspects of work-life balance-time management, emotional involvement, work-family conflict, organizational culture, workload, and support systems-affect the job performance of tourist police in Bangladesh. Using a rigorous quantitative approach through PLS-SEM, it highlights connections and predictive abilities, providing personalized evidence for a marginalized group. The main goal is to identify the key drivers of performance and clarify ways to improve this important yet overlooked field.

Besides addressing this gap by modifying the general enforcement scholarship to focus on visitor protection in a developing market, the work carries profound implications. Conceptually, it enhances equilibrium models with elements specific to tourism and creates a blueprint that other similar destinations may replicate. Reforms in the Tourist Police command, including updates to scheduling drills, strengthening welfare nets, reducing attrition, increasing resilience, and tightening safeguard measures to align with overall sector goals, could be guided by practical insights (Bangladesh Tourist Board, n.d.). These steps might trigger cross-border investigations and shed light on morale politics in civil protection.

The paper is organized as follows: Section 2 reviews the literature, develops hypotheses, and outlines the conceptual framework. Section 3 explains the research methodology, including research design, sampling, instrumentation, data collection, and analysis. The empirical results are presented in Section 4. Section 5 discusses the findings. Section 6 offers the conclusions and implications. Section 7 discusses limitations and directions for future research.

This section summarizes the literature on work-life balance and job performance, focusing on law enforcement. It explores six dimensions of work-life balance, such as emotional involvement, organizational culture, support systems, time management, work-family conflict, and workload, based on the Job Demands-Resources (JD-R) Model, Work-Family Border Theory, and Conservation of Resources (COR) Theory. These theories provide a framework in which occupational pressures and individual resources interact in high-stakes jobs like tourist policing. The JD-R Model suggests that demands like workload deplete energy and hinder performance without the necessary resources such as support [17]. Work-Family Border Theory examines how managing boundaries can reduce conflicts between domains [18]. The COR Theory stresses the importance of conserving resources to maintain effectiveness despite stress [19,20]. Drawing on these insights, the review is tailored to the case of tourist police in Bangladesh, where cultural norms and resource scarcity worsen the problems.

Emotional Involvement and Job Performance

Emotional involvement is when work-related emotions are transferred into personal life, resulting in rumination and boundary blurring. This is exacerbated in policing, which destroys recovery and functionality [11]. Work-Family Border Theory assumes that weak borders enable spillover, which diminishes attention [18]. COR Theory considers it as an erosion of resilience, exposing workers to burnout [19]. The U.S. police research findings associate the state of exhaustion with a lack of efficiency and faults [11]. The involvement of Thai officers in the tourism policing process results in exhaustion, which affects performance [16]. The new findings of Indian police officers support the idea that high emotional fatigue, which is worsened by job demands such as irregular working hours, predicts worse job performance [21]. Crowd and friction management, a Bangladesh responsibility, probably consumes cognitive resources, preventing vigilant tasks.

H1: The emotional involvement produces a significant negative impact on job performance among the tourist police.

Organizational Culture and Job Performance

The norms and practices within organizational culture influence balance, either supporting or hindering it. JD-R theory suggests that a supportive culture moderates organizational demands, boosting motivation [17]. The COR theory views it as a collective resource that helps conserve energy [20]. Flexible police cultures are linked to higher retention and effectiveness; European studies (2022) show that implementing work-life-friendly shift schedules can improve work-life balance and job satisfaction among police officers [22]. In developing countries, strict frameworks tend to decrease satisfaction; Malaysian researchers link unsupportive cultures to poorer performance in community roles [23]. For tourist police, cultures that value balance are beneficial in interactions with people. Positive norms are associated with better performance in hospitality environments [24]. Such a culture in Bangladesh's tourism industry may help maintain performance despite constraints.

H2: Organizational culture significantly influences the job performance of the tourist police.

Support Systems and Job Performance

Support systems include supervisory, peer, and institutional support, such as flexible working hours or counseling. JD-R describes these as resources that reduce exhaustion and promote engagement [25]. The COR Theory states that they conserve resources and prevent impairment [26]. Supports contribute to resilience in law enforcement: peer aid has been shown to lower stress in Australian research and improve investigations [27]. The Global South faces greater challenges due to a lack of support; Kenyan studies (2021) acknowledge insufficient support leading to high turnover and poor implementation [13]. The seasonal demands on tourist police also require individual assistance; research indicates that supervisor support positively influences job satisfaction and reduces turnover in hospitality frontline jobs, which can be applied to tourism security [28]. A Sri Lankan hotel industry survey shows that non-executive workers are dissatisfied with welfare facilities, highlighting the need to improve institutional support to boost morale in tourism-related jobs [29]. Remote duties increase isolation in Bangladesh, so resources should be replenished to enhance performance.

H3: The positive impact of support systems on the tourist police's job performance is significant.

Time Management and Job Performance

Time management involves effectively balancing work and personal life without overexertion. Work-Family Border Theory emphasizes strict boundaries for recovery [30]. JD-R considers it an opposing resource to changes [31]. According to COR Theory, conserving time can help prevent strain [32]. Unpredictability often causes fatigue in policing, and UK policing standards focus on good time management to set priorities and increase productivity [33]. Malaysian studies on police performance highlight that proper time planning enhances job satisfaction and performance [34]. Research on sustainable HRM practices in Egypt indicates that training, such as time management training, improves employee performance because it increases job satisfaction in sectors like law enforcement [35]. For Bangladesh's tourist police, unpredictable traffic flows mean effective management ensures maximum focus, thereby improving performance.

H4: Time management has a substantial positive impact on the job performance of tourist police.

Work-Family Conflict and Job Performance

When family roles conflict with responsibilities, work-family conflict arises. This can be explained by border theory, which states that permeable boundaries cause strain [18]. JD-R classifies it as a depleting demand [36]. COR Theory considers it a loss that diminishes effectiveness [37]. Police shifts increase the frequency of this issue; a study conducted in Germany (2015) linked work-family conflict to poor performance and high stress levels among police officers [38]. A study of South Asian workers (2023) shows that work-family conflict reduces worker involvement in Pakistan’s public sector, which can also apply to policing [39]. According to Indian data (2020), work-family conflict decreases job satisfaction and operational efficiency in public sector jobs, including policing [40]. Family norms in Bangladesh might worsen and negatively affect performance.

H5: Work-family conflict is a strong and unfavorable influence on the job performance of tourist police.

Workload and Job Performance

Workload encompasses both the amount and the intensity of work, especially in dynamic jobs that often require managing high pressures. According to JD-R, strain occurs when demands are too high and resources are insufficient [41]. The COR Theory considers this a threat to reserves, leading individuals to withdraw [42]. Police link heavy workloads to mistakes; studies in Canada show that high workloads can cause burnout and reduce officer performance [43]. In tourism policing, job stress results from perceived workload during pandemic situations [44]. A Turkish study found that work overload negatively affects police performance due to limited resources [45]. Gaps in Bangladesh suggest that workload may threaten performance.

H6: Workload significantly negatively affects the job performance of tourist police.

Conceptual Framework

The framework, based on JD-R, Border Theory, and COR, uses dimensions as predictors of performance. It is negatively affected by demands (workload, conflict, involvement) and positively influenced by resources (management, culture, systems). It illustrates the analysis and interventions of tourist policing, as shown in Figure 1.

Figure 1: Conceptual Framework.

This section outlines the methodology that was adopted to investigate how work life balance dimensions affect the job performance of tourist police in Bangladesh. It is developed as a full-fledged plan, which provides the research design, the population and the sampling strategy, the development of instruments, the collection process of data, and the methods of analysis. The methodology is followed to high standards so as to be reliable, and valid.

Research Design

This research was quantitative in its paradigm; it employed a descriptive-explanatory design to examine the relationships between six work-life balance dimensions-namely, time management, emotional involvement, work-family conflict, organizational culture, workload, and support systems-as independent variables and job performance as the dependent variable. Such a design enables describing a phenomenon and exploring causal mechanisms, which is especially relevant to the understudied setting of law enforcement in Bangladesh. It was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), chosen for its power and ability to facilitate exploration in research, as well as its capacity to work with reflective variables and moderate sample sizes [46]. This approach aligns with current social science investigations, as evidenced by studies such as Chin et al. [47], and assists in making various predictions within complex organizational environments.

Population and Sampling

The study population consisted of all tourist police in Bangladesh, totaling approximately 1,394 officers responsible for ensuring the safety of tourists, preventing crimes at tourist sites, conducting investigations, maintaining law and order, and supporting eco-tourism programs [8]. The sampling frame focused on tourist police stationed in major tourist areas such as Dhaka, Sylhet, Rajshahi, Cox's Bazar, Chittagong, Rangamati, Bandarban, and Khulna.

A purposive-convenience sampling method was used to select a sample of 263 tourist police officers. The purposive aspect ensured that all tourist police involved in tourist-related activities were included in the study, while the convenience aspect helped address logistical constraints like rotational shifts and geographic dispersion by focusing on accessible and willing participants during field visits. Although this approach limits generalizability, it allowed for diversity in age, gender, rank, education, years of service, and duty location, representing about 19% of the entire population.

The justification for the sample size was based on both of the previously mentioned methods: the 10-times rule [48] and statistical power analysis [49]. PLS-SEM Heuristic The 10-times rule, a heuristic of the PLS-SEM, assumes that at least 60 observations are needed, depending on whether there are six paths between the structure and job performance or six measures per construct. The sample size of 263 exceeds this requirement by more than four times, ensuring stable parameter estimates and supporting bootstrapping. According to Kline [50], at least 100 observations are needed for structural equation modeling, with 200 necessary for reliable estimations. This study's sample size exceeds these thresholds, confirming that the results are robust and reliable.

Instrument Development

A self-administered questionnaire was used to collect data in three sections. The first part gathered demographic details such as gender, age, marital status, education, rank, years of service, and duty location. The second and third sections assessed the study's constructs using a five-point Likert scale (1 = strongly disagree to 5 = strongly agree) to measure respondents' levels of agreement.

The constructs included six dimensions of work-life balance and job performance, with items modified based on validated sources to ensure relevance and clarity within the context of tourist police.

• Time Management (5 items): Items modified by Hayman [51] and Fisher et al. [52].
• Emotional Involvement (5 items): It is based on Kinnunen et al. [53] and Carlson et al. [54].
• Work-Family Conflict (5 items): Modification of Netemeyer et al. [55].
• Organizational Culture (5 items): Reduced Allen (2001) and Booth and Matthews [56].
• Workload (5 items): based on Spector and Jex [57].
• Support Systems (5 items): Revised version of Hammer et al. [58] and Thomas and Ganster [59].
• Job Performance (6 items): The questionnaire is based on Williams and Anderson [60] and Koopmans et al. [61], with an additional question included to address tourism-specific tasks.

Wordings were paraphrased to make sense and fit the situation. There was a two-step validation process for the instrument. During the pilot stage, primary data were examined to refine items for reliability and validity. Afterwards, the revised items were evaluated by a panel of experts for their content validity to suit the study context [62]. To improve the response rate, the questionnaire was written with clear guidelines, included a personalized cover letter, and guaranteed anonymity. Table 1 shows the constructs and items.

Table 1: Study Constructs and Measurement Items.

Data Collection

The research assistant was a postgraduate trained in research who was informed about the questionnaire and ethical procedures and assisted in data collection. Data collection involved field visits to tourist sites, and questionnaires were distributed along with cover letters that emphasized voluntary participation and anonymity [63]. After screening, 263 usable questionnaires were obtained, which was sufficient for a robust statistical analysis.

Data Analysis

SPSS 26 was used to analyze the descriptive statistics of demographic variables. PLS-SEM (version 4) was used as a hypothesis tester because it is the most accurate at prediction and can be adapted to complex relationships between variables with reflective constructs [48]. The analysis was conducted in two stages: (1) measurement model testing, analysis of reliability (Cronbach's alpha, composite reliability, average variance extracted), and validity (factor loading, Fornell-Larcker criterion, Heterotrait-Monotrait ratio); (2) evaluation of the structural model, analysis of path coefficients, coefficient of determination (R2), and predictive relevance (Q2). Multicollinearity was assessed using variance inflation factors with VIF values below 5 [64]. The stability of the parameters was ensured by bootstrapping with 5,000 resamples. This approach is justified by the study's exploratory nature, which aligns with the requirements of rigorous organizational research.

Demographic Profiles

Demographic Profile of Respondents

The demographic details of the 263 participating tourist police officers are summarized below.

The sample is mostly youthful; a significant majority (71.1%, n=187) are under 25 years old, followed by those in the 25-34 age range (19.4%, n=51). In terms of gender distribution, the workforce is composed of 69.6% (n=183) male and 30.4% (n=80) female officers. Consistent with the age profile, most respondents are single (63.9%, n=168), while 28.9% (n=76) are married.

The rank structure is primarily composed of Assistant Sub-Inspectors (34.6%, n=91) and Constables (30.4%, n=80), indicating a strong operational base. The officers' educational backgrounds vary widely, from SSC or equivalent (33.8%, n=89) to Bachelor's degrees (25.5%, n=67) and Master's degrees or higher (10.7%, n=28), reflecting a workforce with a solid educational background. A notable feature of the sample is its limited service time, with most officers (90.9%) having less than six years of experience. These officers are mainly assigned to key tourist spots, including Sylhet (41.4%, n=109) and Cox’s Bazar (27.8%, n=73).

The demographic profile shows a young, mostly male, and relatively inexperienced workforce with diverse educational backgrounds. While this profile indicates a flexible and adaptable team, the short tenure of officers in these key tourism areas indicates a possible need for specialized training to maintain ongoing operational effectiveness.

Table 2: Demographic Profiles.

Source: Authors’ own creation

Measurement Model

The measurement model was rigorously evaluated to ensure the reliability and validity of the constructs according to accepted PLS-SEM procedures [46]. The significance was assessed using Cronbach's alpha and composite reliability (CR), with a value of 0.70 or higher indicating internal consistency [65,66]. Convergent validity was determined through factor loadings (preferably 0.70 or above, and at least 0.50) and average variance extracted (AVE, above 0.50) [67,68]. Discriminant validity was established using the Fornell-Larcker criterion and Heterotrait-Monotrait (HTMT) ratio, with a threshold of less than 0.85 [69].

Retention and Refinement of Items

The factor loadings were evaluated to be below 0.70 and were studied for removal to increase CR and AVE, although the content validity was not compromised [67]. Therefore, some data were omitted: EI3, EI4, EI5 (Emotional Involvement); JP6 (Job Performance); OC4, OC5 (Organizational Culture); SS1, SS5 (Support Systems); WFC2, WFC5 (Work-Family Conflict); TM5 (Time Management); W5 (Workload). Every item retained had loadings of 0.70 and above, supporting the reliability of indicators (Table 3 and Figure 2).

Reliability and Convergent Validity

The reliability and validity results are summarized in Table 3. The constructs, excluding WFC, had Cronbach's alpha values of 0.70 or higher, showing they are highly internally consistent. WFC's alpha value of 0.663 was acceptable because of a CR of 0.814 and strong convergent validity indicators. CR values ranged from 0.814 to 0.885, all above the 0.70 threshold. Convergent validity was confirmed with AVE values between 0.593 and 0.794. There was no multicollinearity, as the Variance Inflation Factor (VIF) ranged from 1.253 to 1.889, well below 5 [64].

Table 3: Reliability and Validity Analysis.

Source: Authors’ own creation

Figure 2: PLS Algorithm.

Discriminant Validity

Discriminant validity was assessed in two ways. The Fornell-Larcker criterion was used to confirm that the square root of each construct's AVE exceeded its correlations with all other constructs [70]. The more stringent HTMT ratio had all values below 0.85 [66]. Table 4 presents the results that validate the discriminant validity.

Fornell-Larcker Criterion

Table 4: Discriminant Validity.

Source: Authors’ own creation

Table 5: HTMT Criterion.

Source: Authors’ own creation

Goodness of Fit

The overall adequacy of the model fit was assessed using various indices (Table 5). The Standardized Root Mean Square Residual (SRMR) value of 0.070 is below the threshold of 0.08, indicating a good fit [71]. The Unweighted Least Squares Discrepancy (d_ULS, 1.487) and Geometric Mean Discrepancy (d_G, 0.515) were consistent between saturated and estimated models, suggesting the model's stability. There were no significant differences in the chi-square value (803.775). An NFI of 0.689 is acceptable and indicates room for improvement to enhance its explanatory power [72,73].

Table 6: Model Fit Indices.

Source: Authors’ own creation

Structural Model

The structural model was tested in three phases: coefficient of determination (R²), predictive relevance (Q²), and hypothesis testing based on path coefficients [74].

R-Square and Q-Square

Job performance had an R2 of 0.466 (adjusted R² = 0.453), indicating that the predictors have a moderate explanatory power, accounting for about 46.6 percent of the variance in job performance [76]. Stone-Geisser Q² [75], calculated through blindfolding, was found to be 0.258, which is greater than zero and demonstrates predictive relevance [77]. As shown in Table 6, these results emphasize the strength of the model.

Table 7: R-Square and Q-Square.

Source: Authors’ own creation

Testing of Hypotheses

The structural paths were evaluated to determine the correlations between the work-life balance dimensions and work performance by bootstrapping with 5,000 resamples to ensure the path's significance [78]. As shown in Table 7, the findings indicate that the predictors had different effects. Time management had the most significant impact on job performance, followed by workload, with work-family conflict having marginal significance. The effects of emotional involvement, organizational culture, and support systems were insignificant.

Hypothesis (H1) tests whether emotional involvement positively influences job performance significantly. The results showed a slight positive correlation (β = 0.064, t = 1.029, p = 0.304). Therefore, the hypothesis was not rejected. The second hypothesis (H2) examines whether organizational culture significantly and positively affects job performance. This analysis indicated that the positive impact was insignificant (β = 0.033, t = 0.543, p = 0.587). As a result, the hypothesis was not accepted. Hypothesis (H3) assesses whether support systems significantly and positively affect job performance. The findings revealed a weak negative correlation (β = -0.055, t = 1.109, p = 0.268). Consequently, this hypothesis was rejected.

According to hypothesis (H4), time management plays a significant role in job performance (β = 0.484, t = 6.592, p = 000). The hypothesis is accepted since the p-value is less than 0.05 (Table 7). According to hypothesis (H5), work-family conflict significantly contributes to job performance, with a value of (β =0.108, t =1.738, p =0.082). The hypothesis is accepted since the p-value is less than 0.10, indicating marginal significance in exploratory studies (Table 7). According to hypothesis (H6), workload significantly supports job performance, with values of (β = 0.216, t = 4.044, p = 0.000). The p-value is below 0.05 (Table 7), so the hypothesis is also accepted. The R-square value of 0.466, as noted by Sarstedt et al. [79], demonstrates the model's ability to explain variance, accounting for 46.6 percent of the total variance in job performance.

Table 8: Structural Model Path Coefficients.

Source: Authors’ own creation

The findings of this research highlighted how different aspects of work-life balance affect job performance among tourist police in Bangladesh, a profession under significant pressure due to fluctuating tourist numbers, remote work, and resource shortages in an industry still affected by global events. Using models like the Job Demands-Resources model and the Conservation of Resources theory, we observed that workload, work-family conflict, and emotional involvement could have negative effects. In contrast, time management, organizational culture, and support systems appeared to have positive impacts. However, the results differed somewhat from expectations, with time management emerging as a strong positive predictor, while workload and work-family conflict surprisingly correlated with better performance, with work-family conflict near significance. No significant relationships were found between emotional involvement, organizational culture, and support systems. These patterns reflect past efforts in law enforcement and also highlight the variability introduced by the shifting tourism environment in Bangladesh, where economic and cultural factors can redefine traditional sources of stress.

The strong positive correlation between time management and job performance aligns with existing literature that considers it an essential skill for handling the unpredictable nature of high-stakes jobs. For example, tourist police who seem to prioritize tasks effectively during seasonal demand at locations like Sylhet or Cox's Bazar tend to maintain higher levels of focus and effectiveness, similar to what Chong and Kee [34] found in Malaysian policing environments, where structured scheduling increased satisfaction and productivity. This also matches Abdelmotaleb and Saha [35], who linked training in time management to increased productivity in Egyptian public services, arguing that in a resource-deprived country like Bangladesh, time spent on time management training could be better used for essential duties such as visitor safety. Since our sample mainly includes young individuals-more than 70% of these tourist police are under 25-these officers may benefit from developing such habits early to maintain performance standards even under stressful conditions.

Surprisingly, workload was found to be positively related to job performance, contradicting the common view in policing research where overload usually leads to fatigue and mistakes, as seen in the case of Duxbury and Higgins [43] with the Canadian forces. In this context, the relationship may reflect a constructive challenge, where manageable demands motivate officers to perform at their best within a setting linked to national development, such as promoting tourism income in Bangladesh, which reached US$440 million this year-slightly less than the previous year [3]. This situation is similar to what Sadiq [44] observed: workloads during the pandemic in tourism policing might build resilience when they are perceived as purposeful, even if they could strain engagement. Tourist police in Bangladesh, where the World Economic Forum ranked the country 109th out of 119 in its 2024 Travel and Tourism Development Index, may face increased workloads as the country is likely contributing to sector recovery, aligning with global trends that project international tourism arrivals to rise by 3 to 5 percent in 2025 [80]. However, this positive relationship may only hold if workload stays at or below burnout levels, which supports the COR theory of resource investment yielding returns in motivated environments.

Work-family conflict's slight positive relationship with performance also goes against typical expectations based on the Work-Family Border Theory, which usually directs attention elsewhere [18]. Moderate conflict in this context boosts energy rather than dampens it, possibly because Bangladesh’s collectivist society discourages tourists from highlighting family pressures and frustrations publicly. This is similar to Abdullah and colleagues [39], who observed these tensions increasing engagement among Pakistani government workers, but not among German police, according to Mache and colleagues (2015). Cultural beliefs emphasizing family responsibility might enhance and motivate efficiency in fulfilling obligations, such as responding to tourist requests to allow personal time, especially among the predominantly single, young, career-focused respondents. However, the insignificant effect suggests that a rise in conflict could potentially cause harm, as Viegas and Henriques [40] suggest with Indian public sector workers [85-87].

The limited impact of emotional involvement, organizational culture, and support systems should be further explored in relation to the broader literature. The slight positive trend of emotional involvement is not the same as the findings of [11], who linked rumination to declines in police effectiveness in the U.S.; local coping strategies, possibly mediated by community connections or spiritual beliefs, may shield the tourist police of Bangladesh from spillover effects. There was no effect of organizational culture, unlike Rohwer et al. [19] in Europe, where flexible norms helped create balance. This may be because the unit has been relatively new since 2013, with rigid structures still needing to adapt [8]. Similarly, the insignificant role of support systems, which even trend against peer aid in Australia, confirms Tuckey et al.’s [27] findings on peer aid and highlights the resource scarcity in the Global South, as Ong [13] described in Kenyan policing, where support systems have limited buffering capacity due to their scarcity. In the current political climate of 2025, with protests leading to travel advisories and warnings on inbound tourism [81,82], these null results suggest that institutional support should be strengthened to address increased isolation in popular tourist destinations. These findings refine perspectives on JD-R and COR models by showing that demands can sometimes act as motivators in developing economies, especially in key sectors like tourism, which can drive global recovery but also present local challenges in Bangladesh, due to safety concerns [83,84].

This study examined the work-life balance and job performance of Tourist Police in Bangladesh, revealing a nuanced relationship between occupational pressures and productivity. Using a Partial Least Squares Structural Equation Modeling (PLS-SEM) approach, the analysis identified time management as a key factor driving improved performance. Surprisingly, elements traditionally seen as stressors-specifically workload and work-family conflict-were found to serve as performance motivators within the unique pressures of a recovering tourism sector. These findings highlight the adaptability of the Job Demands-Resources (JD-R) and Conservation of Resources (COR) frameworks, illustrating that job demands can be transformed into motivational factors in resource-limited environments.

Theoretical Implications

This research extends the JD-R and COR models by demonstrating how certain job demands can act as motivators rather than depletes within a collectivist culture where professional roles are closely linked to national economic goals like tourism recovery. The findings also contribute to Border Theory by illustrating how selective permeability between work and family domains in high-context cultures can be used to enhance task-related determination. By focusing on a non-Western, specialized policing unit, this study fills a niche in tourism security scholarship, advocating for research that examines indigenous resilience systems instead of relying on universal deficit frameworks.

Practical Implications

The study provides several practical recommendations. For Tourist Police leadership, emphasizing time management training and strategic scheduling, especially during peak tourist seasons, offers a significant opportunity to improve operational efficiency. For policymakers at the Bangladesh Tourism Board, the findings indicate that workload and work-family conflict can be strategically reinterpreted as growth drivers. By developing hybrid support policies that combine formal assistance with informal peer networks, frontline resilience can be strengthened. This approach can help align staff performance with the national goal of increasing tourism's contribution to GDP to 3.1.

Research Limitations and Future Research Directions

While offering valuable insights, this study has several limitations that suggest avenues for future research. First, the cross-sectional design limits the ability to establish causality between the study variables; a longitudinal approach tracking officers over multiple tourist seasons would better reveal the temporal dynamics of job demands, resources, and performance. Second, reliance on self-reported data is vulnerable to response bias. Future studies could incorporate 360-degree feedback mechanisms to obtain more objective and comprehensive performance evaluations. Third, the purposive convenience sampling focused on major tourist hubs like Cox's Bazar and Sylhet may restrict the generalizability of our findings to officers in more remote or peripheral locations. Broader empirical coverage could be achieved through stratified random sampling that includes various duty stations. Fourth, adapting existing measurement scales might not fully capture the specific cultural and emotional nuances of tourist policing in Bangladesh. Developing and psychometrically validating context-specific scales would improve construct validity. Finally, while useful for prediction, our quantitative PLS-SEM approach does not capture cultural context's richer, interpretive layers. Incorporating mixed-methods designs, such as ethnographic vignettes, could provide deeper insights into adaptive strategies. Additionally, the model omits potential macroeconomic confounding variables. Future research should include such covariates in expanded regression models to isolate the impact of predictors on job performance more accurately.

Funding Acknowledgement

This study is part of a research project that was funded by the University of Rajshahi.

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