Strain, negative emotions and turnover intentions among American police managers

Abstract

PurposeThe main objective of the study is to identify the effects of various sources of job-related strains on police managers' turnover intentions.Design/methodology/approachData 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.FindingsAlthough 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.Research limitations/implicationsSince this analysis is based on a relatively small convenience sample of police managers, readers should interpret the results cautiously.Practical implicationsTo 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.Originality/valueThis is one of the few recent studies that focused exclusively on police managers' turnover intentions.