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.
