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NCJ Number: NCJ 240951     Find in a Library
Title: Police Workforce Structures: Cohorts, the Economy, and Organizational Performance
  Document URL: HTML 
  Dataset URL: DATASET 1
Author(s): Jeremy M. Wilson ; Justin A. Heinonen
  Journal: Police Quarterly  Volume:15  Issue:3  Dated:September 2012  Pages:283 to 307
Date Published: 09/2012
Page Count: 25
  Annotation: This article examines police workforce level and workforce structure.
Abstract: Research has long focused on the size of police agencies, giving little attention to the composition of the workforce itself. Literature in fields such as the military, healthcare, organizational psychology, and business, highlights the importance of workforce structures in meeting both organizational and staff needs. Using data from a national survey, the authors examine personnel cohorts (i.e., distribution of junior, midlevel, and senior sworn staff) as an element of workforce structure in the largest, U.S. municipal police organizations. The authors describe the importance of cohort structures for enhancing performance (meeting both organizational and individual needs) and assess variation in cohort structures. The authors discuss the cohorts in light of their effects on personnel management, and highlight the importance of existing cohort structures when considering major personnel decisions such as hiring freezes, furloughs, layoffs, and buyouts. The authors summarize future research that could advance theory and policy regarding workforce structures in police and other criminal justice organizations. Abstract published by arrangement with Sage Journals.
Main Term(s): Police staff recruitment
Index Term(s): Police organizational structure ; Personnel retention ; Police agencies ; Economic analysis ; NIJ grant-related documents
Sponsoring Agency: National Institute of Justice (NIJ)
US Department of Justice
Office of Justice Programs
United States of America
Grant Number: 2006-DD-BX-0025
Type: Report (Study/Research)
Country: United States of America
Language: English
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