CERTAIN STRESS FACTORS THAT ARE APPLICABLE TO THE POLICE PROFESSION INCLUDE THE NEGATIVE PUBLIC ATTITUDE TOWARD POLICE WORK WHICH GIVES THE PROFESSION A LOW STATUS, DIFFICULTIES ARISING FROM WORKING IN AN ENVIRONMENT WHERE SOCIAL VALUES CONFLICT WITH JOB VALUES, AND LACK OF SUPPORT BY SUPERVISORY STAFF. THE BOOK SUGGESTS THAT POLICE ADMINISTRATORS TAKE STEPS TO REDUCE OR ELIMINATE JOB-STRESS FACTORS. OPEN DISCUSSION OF JOB PROBLEMS SHOULD BE ENCOURAGED AMONG STAFF AND AMONG PERSONNEL FROM VARIOUS DISTRICTS, AND FREE-TIME RECREATIONAL FACILITIES SHOULD BE SET UP FOR STAFF. EFFORTS SHOULD BE MADE TO PLACE POLICE OFFICERS IN ASSIGNMENTS WHERE THEY ARE MOST CONTENT OR FOR WHICH THEY ARE MOST QUALIFIED, AND OFFICERS SHOULD BE ALLOWED TO PARTICIPATE IN DECISIONMAKING PROCESSES WHICH AFFECT THEM. THESE MEASURES COULD RESULT IN BETTER RELATIONS AMONG POLICE DEPARTMENTS, LESS ABSENTEEISM, HIGH PRODUCTIVITY, AND AN INCREASE IN PROFESSIONAL STATUS OF POLICE WORK. POLICE TRAINING AND EDUCATION SHOULD ALSO EMPHASIZE WAYS TO REDUCE JOB STRESS. POLICE OFFICERS SHOULD HAVE ACCESS TO A HEALTH CLINIC WHERE THEY CAN RECEIVE COUNSELING OR HELP WITH PSYCHOLOGICAL PROBLEMS. IT IS NOTED THAT THE KAROLINSKA INSTITUTE IN STOCKHOLM (SWEDEN) HAS BEEN DOING WORK ON POLICE JOB STRESS FOR SEVERAL YEARS. SEE NCJ-32250. --IN SWEDISH. (DAG)