"the Devil I know": Explaining Police Officer Intention to Transfer to another department

For more than a decade, law enforcement agencies have experienced decreasing numbers of candidates expressing interest in joining departments. The problem has been compounded by increasing numbers of officers leaving for other departments or from the profession all together. The purpose of this study was to better identify and evaluate the reasons officers leave for employment with other law enforcement agencies.

Previous studies have found the greatest number of officers leave in the first few years of their career. They often leave to join other agencies they perceive to be better for them personally. Past research has suggested these transfers were based on one of two motives:

Escape Motive – Individuals falling into this category often believe the transfer to a new agency provided a better work environment. Common work environment conditions influencing officers’ desire to leave include the quality of their current “supervisors, public oversight, lack of political support, or a values system”.

Advance Motive – Officers included in this group sought a transfer to new agency because they perceived the move would provide them better opportunities to develop new skills/abilities, access professional advancement, as well as greater independence and flexibility. Many times, these transfers were to larger agencies that typically have better funding and more career development opportunities. As a result, these agencies are more likely to attract high-growth need individuals.

This study seeks to address three gaps in the research of officers who transfer to other agencies. Specifically, researchers sought to:

1. Identify the percentage of officers who may be considering or in the process of actively leaving their agency.
2. Evaluate the quality of the work environment that contributes to officers seeking employment in other departments.
3. Evaluate the ‘pulling-mechanisms’, such as increased compensation and career opportunities, on the choice to consider transferring to another department.

To accomplish this, data was utilized from a ‘comprehensive survey of an eight-agency national sample in the USA’. The researchers sought to determine the differences in individuals who were classified in one of two groups, those who were thinking about applying with another department and those who were actually seeking a job in another department.

Collectively, about 20% of the officers responding to the survey indicated they were considering or strongly considering applying to other agencies. Six percent were actively seeking outside employment.  Perceptions regarding salary and benefits had little impact on officers’ intent to leave.  Interestingly, organizational characteristics and their leadership had the most impact on individuals’ intent to seek employment in another department.

Those actively seeking a job expressed an increase in salary was a significant reason for seeking employment in another department. However, respondents who felt their current agency did not care about them or did not feel good about the department’s values were more likely to seek employment with another agency.

In addition, respondents in both groups who felt their supervisor did not support them had a statistically significant impact on their decision to seek employment with another department. Similarly, individuals who possessed negative perceptions regarding the promotional process were more likely to leave and seek employment elsewhere.

“Positive perceptions about organizational care for employees, department values, open dialogue with supervisors, supervisory support, and fairness regarding promotion opportunities were all associated with reducing thoughts of applying elsewhere.”

In closing, the researchers noted improving the retention rate of employees will continue to be challenging. They suggested that before spending large amounts of time, money, and resources to recruit new officers, they should first focus on creating an environment that:

• Focuses on ensuring employees feel valued
• Provides a positive image of what is important within the organization
• Promotes and trains effective first-line supervisors, and
• Provides transparency and feedback on the promotional process.