skip navigation


Register for Latest Research

Stay Informed
Register with NCJRS to receive NCJRS's biweekly e-newsletter JUSTINFO and additional periodic emails from NCJRS and the NCJRS federal sponsors that highlight the latest research published or sponsored by the Office of Justice Programs.

NCJRS Abstract

The document referenced below is part of the NCJRS Virtual Library collection. To conduct further searches of the collection, visit the Virtual Library. See the Obtain Documents page for direction on how to access resources online, via mail, through interlibrary loans, or in a local library.


NCJ Number: 211325 Find in a Library
Title: Police Turnover
Journal: Police Chief  Volume:72  Issue:9  Dated:September 2005  Pages:36,38,40
Author(s): Dwayne Orrick
Date Published: September 2005
Page Count: 4
Document: HTML
Type: Instructional Material
Format: Article
Language: English
Country: United States of America
Annotation: After documenting the high turnover rate of police officers, this article notes some of the benefits of employee turnover and offers suggestions for keeping well-trained and effective officers.
Abstract: A recent North Carolina study found that police agencies in that State had an average turnover rate of 14 percent for patrol officers, with average tenure for a new officer being 33 months. Although employee turnover can benefit an agency, such as providing an opportunity to change a detrimental police subculture or getting rid of uncommitted and poorly performing officers, it is costly for an agency to be constantly recruiting, screening, and training large numbers of officers, in addition to the impact on agency performance. Turnover among highly motivated officers can be reduced by ensuring that an agency's values and priorities match those of officers committed to the highest ideals of policing. Another measure for reducing officer turnover is to change compensation systems. Compensation must not only enable police agencies to compete in the job market, but must also reflect the value of police officers to the community. Compensation schemes must include cost-of-living adjustments and rewards for longevity and advanced certifications. Also, career-development programs must be established to provide realistic opportunities for officers to advance in the ranks of the department. This should include opportunities for patrol officers to have new responsibilities and salary increases without making them supervisors or assigning them to special units. Agencies must also continually identify and implement more effective ways for training and deploying officers to solve community problems, so they can experience the satisfaction of making their communities safer. Other measures for reducing turnover are to use mentoring and continually reward and praise officers when they are performing well.
Main Term(s): Police policies and procedures
Index Term(s): Police management; Police personnel; Police staff management; Turnover rates
To cite this abstract, use the following link:

*A link to the full-text document is provided whenever possible. For documents not available online, a link to the publisher's website is provided. Tell us how you use the NCJRS Library and Abstracts Database - send us your feedback.