Of the respondents, 85 percent were white and 88 percent were male. They averaged 33.5 years in age, 6.9 years of service, and 15 years of education. Most had been patrol officers. Over 51 percent resigned because they believed they were stagnating in their jobs, with many blaming the promotion and evaluation process. The second most common turning point resulting in resignation was experiencing an intense situation that convinced the individual that he or she should leave the force. The 1978 Memphis police strike was the experience for four of the seven officers in this category. Approximately 10 percent left to seek a more fulfilling job, often reporting a sense of frustration that nothing was being accomplished. Only a small proportion of the respondents cited family considerations, unprofessional attitudes of coworkers, and official departmental policies as reasons for resigning. The least common turning point was new avenues of opportunity presenting themselves. Pay and fringe benefits were not paramount factors causing officers to quit, although respondents were dissatisfied with salary levels. New recruits to police work have greater abilities and expectations than persons entering the field a decade ago, but face more impediments to realizing their expectations. To retain these valuable employees, police administrators must develop valid and effective performance evaluations and promotion procedures as well as career development programs. The paper includes tables and 21 references.