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The main objective of the study is to identify the effects of various sources of job-related strains on police managers' turnover intentions.

Data from a sample of American police managers (N = 179) were used to construct a path model that estimated the direct and indirect effect of environmental and organizational stressors on turnover intentions while considering the mediating role of negative emotionality.

Although most of the surveyed police managers (61%) did not report turnover intentions, those who did were more likely to have experienced burnout, frustration and/or emotional drain. Strenuous relationships with police supervisors and work–life imbalances were the main sources of these negative emotions. Turnover intentions were expressed by managers at the operational/technical level (sergeants) and by those who perceived a lack of procedural justice at the agency level. Highly educated managers were significantly less likely to report burnout and turnover intent.

Since this analysis is based on a relatively small convenience sample of police managers, readers should interpret the results cautiously.

To reduce turnover in police organizations, police administrators should implement and follow policies and procedures to ensure a fair, consistent and just treatment of all employees.

This is one of the few recent studies that focused exclusively on police managers' turnover intentions.

Building on Lambert’s (2001) work on turnover intent in law enforcement, this study examines how organizational characteristics and job attitudes along with job satisfaction, and organizational commitment affect turnover intent among Taiwanese police officers.

Data were collected from the New Taipei City Police Department (NTCPD) in the summer of 2012 via stratified random sampling (N = 1,035). Structural equation modeling was employed to examine factors affecting turnover intent.

Job satisfaction and organizational commitment reduced the risk of turnover, while job stressors and training effectiveness directly increased the risk. Worthy of note, officers with a Central Police University degree and who were married had a lower risk of turnover.

This study applies Lambert’s (2001) turnover intent model in law enforcement agencies developed in the West to a non-western policing setting. The use of SEM assures the robustness of the findings. Some noteworthy contrasts in findings from Western and non-Western settings are presented.

The purpose of this paper is to examine the relationship between voluntary and involuntary turnover and officers’ salaries.

Using data from the 2013 Law Enforcement Management and Administrative Statistics survey, Poisson regression was used to test hypotheses about the effect of pay and other economic incentives on turnover, while controlling for previously identified influential organizational and community factors, such as crime, community disorganization, geographic region, policing philosophy, collective bargaining, the utilization of body-worn cameras, and workforce diversity.

Higher salaries were significantly associated with lower voluntary and involuntary turnover rates. In addition, other economic incentives and participation in a defined benefits retirement plan were related to voluntary separations but not dismissals. Consistent with prior research, southern agencies and sheriff’s departments reported higher turnover rates than local police agencies and departments operating in other areas of the USA. The effects of workforce diversity were mixed, while collective bargaining was associated with lower rates of voluntary turnover, and the utilization of body-worn cameras was associated with higher rates.

In addition to contributing to the theoretical literature on antecedents of turnover, this research has practical implications by helping law enforcement officials estimate how changes in the compensation structure affect their ability to retain qualified personnel. Due to the complexities of modern law enforcement, maintaining a strong and stable workforce is becoming a greater challenge, and more research is needed to understand which incentives are crucial in recruiting and retaining the most effective policing personnel.

The aim of the present study is to examine, in detail, the magnitude and profile of police turnover across Australasia.

Sworn officer turnover statistics (total separations and voluntary resignations) for four financial years were collected from all Australian and New Zealand police jurisdictions. Comparisons were made with the Australian and international public sector. The age and years of service of resigning officers were also obtained.

Despite concerns about the high level of turnover, benchmarking data showed that total police turnover was lower than in other Australian public sector organizations and comparable with that in international public sector organizations. Voluntary resignations were also lower in policing than in the Australian public sector, but higher than in the international public sector. Further, resignations were the major form of turnover, and female officers resigned at a higher rate than male officers with a peak in the 25‐39‐year age bracket.

Although, over the last few years, turnover within Australasian police organizations has been low, the high proportion of resignations suggests that it is possible to achieve further reductions. This finding has an important implication for police agencies currently experiencing difficulty in maintaining sufficient numbers; namely, that the overall turnover rate in police organizations should be responsive to organizational initiatives. Police jurisdictions should therefore endeavor to investigate the causes of voluntary resignation to inform strategies to minimize avoidable turnover.

In addition to highlighting a variety of issues relevant to the consideration of turnover within policing, the present study obtained objective and reliable data to challenge the alleged problem of high turnover within Australasian policing. The benchmarking conducted here offers a detailed insight into the nature and extent of voluntary turnover within Australasian police organizations, and provides clear directions for future work in this area.

This study aims to explore the antecedents that may lead to turnover intentions among police personnel in the United Arab Emirates.

The data were collected from police personnel (n = 176) through a questionnaire survey, and structural equation modeling was used to test the relationships.

The findings revealed that the work-family conflict and job autonomy significantly correlate with turnover intentions. Alternatively, perceived organizational support does not predict turnover intentions.

This research is limited by the study’s subjective assessment of police personnel turnover intentions through self-reported questionnaires. It provides implications for policymakers, organizational behavioral experts and those interested in formulating effective strategies to reduce turnover among police personnel.

This study offers a novel context as it assesses police personnel in an emerging Middle Eastern country. It provides insights to policymakers and academia concerning the factors strongly linked with police personnel turnover intentions and will help them formulate strategies for improving personnel satisfaction and advancing relationships between police and the community.

This work aims to summarize literature on police recruitment and retention and how changing conditions may affect these. It uses a bucket metaphor to conceptualize and present visually how these can interact with each other and create a dynamic police staffing challenge.

The literature review includes more than 150 works on police recruitment and retention, organized into discussions on the demand for police, the supply of police, and how systemic and episodic changes affect each.

Existing research suggests police agencies face a threefold challenge in meeting the demand for officers: attrition is likely to increase, sources of new recruits might be decreasing, and police responsibilities are expanding. Attrition might increase because of baby‐boom generation retirements, military call‐ups, changing generational expectations of careers, budget crises, and organizational characteristics. Sources of new recruits might be decreasing because of a decrease in the qualified applicant pool, changing generational preferences in selecting careers, increased competition for persons who might qualify as police officers, expanded skill requirements for police officers, uncompetitive benefits, and many of the organizational characteristics causing attrition. Policing responsibilities are expanding because of new roles in community policing, homeland security, and emerging crimes.

This work summarizes, as no other has previously, the extant research on police recruitment and retention. Many holes remain in the literature, but identifying the extant literature can help identify these and possible means to fill them. Reviewing the extant literature can also help agencies identify the proper lessons to face their own recruitment and retention challenges.

The purpose of this paper is to examine whether management supports police officers adequately, or whether police have to rely on their individual attributes, specifically psychological capital (PsyCap), to cope with red tape and stress. Work outcomes/consequences examined were discretionary power, affective commitment and turnover intentions.

A cross-sectional design using a survey-based, self-report strategy was used to collect data from 588 police officers from USA, who are most engaged with the public. The data were analysed using AMOS and a structural model to undertake structural equation modelling.

Two significant paths were identified Path 1: management support to red tape to discretionary power to affective commitment and turnover intentions; and Path 2: supervisor relationships to PsyCap to stress to affective commitment and turnover intentions. Further, management support predicted PsyCap, red tape and police stressors. Red tape increased police stressors and turnover intentions.

The use of self-report surveys is a limitation, causing common methods bias. Using Harmon’s one-factor post hoc test, the authors were able to provide some assurance that common method bias was of no major concern.

As far as is known, this study is the first to examine, for police officers, how PsyCap impacts upon negative factors (stress and red tape) and enhances positive drivers for employees. Examining the impact of an individual attribute – PsyCap – provides an important piece of the organizational puzzle in explaining the commitment and turnover intentions of police officers. By examining the impact of both organizational and individual factors, there is now more knowledge about the antecedents of police outcomes.

Around 87 percent of employees are not engaged in their work and 82 percent have withdrawal intentions across the globe. Considering these emerging challenges the purpose of this paper is to investigate the associations between inter-role conflicts, work engagement and turnover intention considering person-job-fit (PJF) as a moderator.

The data from 343 Punjab police employees were collected on a convenience basis through a questionnaire-based survey. The study used the second generation data analysis technique (i.e. structural equation modeling) in two stages.

The results found work engagement as a mediator between inter-role conflicts and turnover intention. In addition, PJF was found to moderate these relations.

This study collected data from a single province of the county. The study has implications for the academicians and policymakers.

Considering the emerging challenges to policing, this study is first of its kind to examine the moderating role of PJF. This theoretical model is developed on the basis of conservation of resource theory and field theory.

The purpose of this paper is to compare the employee well-being of police officers in different investigative groups. This paper analyses crime investigators’ employee well-being from four perspectives: organisational commitment, job satisfaction, exhaustion and turnover intentions.

The analysis is based on Finnish Police Personal Survey data (n=6,698), and qualitative and quantitative analysis methods are utilised.

Significant differences between investigative groups were found, and the police officers working in short-term investigations had the lowest level of well-being. The qualitative results revealed the employee- and organisational-level reasons behind these attitudes. One major issue is the lack of meaningfulness in work as the respondents describe their jobs as boring and monotonous and report that they do not have the appropriate resources to do their work as well as they wish.

To enhance the well-being of the investigators, police forces should improve the ways of leadership and invest more resources especially on short-term investigation to diminish the insecurity and ensure the quality and continuity of the work.

Research on the well-being of police officers has mostly focused on officers conducting surveillance or emergency operations, and there is very little knowledge of the well-being of crime investigators. This research adds to the limited knowledge on employee well-being of crime investigators.

This study takes an interdisciplinary research orientation in an attempt to comprehensively investigate the effects of police stress internal to the organization (i.e. role ambiguity, role conflict, supervisor support, group cohesiveness, and promotion opportunities) on organizational commitment, after controlling for the effects of job satisfaction. Existing empirical models have mainly been limited to analyses of the effects of role conflict and role ambiguity on job strain and rely on samples of salespeople, customer satisfaction employees, and retail managers working at private organizations to the neglect of not‐for‐profit organizations.

Therefore, the underlying research hypotheses were tested using responses to 150 surveys from police officers of six law enforcement agencies.

Results indicate that in addition to job satisfaction, supervisor's support, group cohesiveness, and promotion opportunities are the best predictors of organizational commitment of law enforcement officers. The results also indicate a significant relationship between organizational commitment and intention to leave.

Study findings are based on responses of officers from six police agencies in Florida. Results may not be representative of all US police.

Research findings may help senior police officers in charge of managing the police force design strategies that both enhance police officers', organizational commitment and diminish turnover intentions.

This study empirically tested a model that examines the effects of stressors on commitment and turnover intentions in police settings.