Date

7-15-2024

Department

Helms School of Government

Degree

Doctor of Philosophy

Chair

Abiodun Oguntuase

Keywords

Turnover, unfolding model, law enforcement officers, law enforcement

Disciplines

Public Affairs, Public Policy and Public Administration

Abstract

A high frequency of voluntary turnover within a law enforcement organization is problematic due to the potential for an increase in expenditures, a reduction in public safety levels, and an increase in liability. However, research has indicated explicitly that criminal justice professions have a high turnover rate, with many organizations having an annual turnover rate of 10 percent or higher. Investigating employee turnover rates and potential solutions to increase employee retention are significant areas of focus that can reduce expenditures, maintain or improve public safety levels by keeping experienced employees, and create a better working environment. A high employee turnover rate can lead to negative impacts on organizational morale. This qualitative case study investigated the most significant contributor to turnover intentions among law enforcement officers employed by the City of La Palma. Prior research has indicated that salary, benefits, lack of career opportunities, poor organizational support, under-recognition, poor organizational morale, and poor supervision may impact turnover rates within law enforcement organizations. The theory that guided this study was Lee and Mitchell's Unfolding Model Theory of Voluntary Employee Turnover (Lee & Mitchell, 1994). This qualitative multiple case study utilized semi-structured interviews, participant observations, and document analysis as the data collection tools. The sample of this study were current or former law enforcement officers from the City of La Palma recruited via snowball sampling. The findings were five themes: salary and benefits, poor morale, political climate and public support, leadership and management, and limited opportunities. Additionally, it was found that all former employees followed the same path as defined by Lee and Mitchell's Unfolding Molding Theory of Voluntary Employee Turnover when they conducted a job search and then quit the organization. Additional findings and implications will be discussed at length within this study.

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