Virginia Law Enforcement Retention Brianna M. Egan Lynchburg College Department of Criminology Center for Community Development and Social Justice April 2016

Statement of the Problem For police executives, high turnover rates have threatened their ability to keep a sufficient number of well-trained, experienced officers on-duty. Nationally, 1/3 of law enforcement officers leave within the first 3 years. (Police Chief magazine, 2016) Virginia average law enforcement turnover rate: 2003- 9.56% 2008- 12.53% (Lambert, Smith, & Wareham, 2015) Why is the retention of officers better for some law enforcement agencies?

Literature Review Patterns typically demonstrate that a recruit is hired, trained, and then works within that department until they resign and begin employment within a different facility. (Hohm & Griffeth, 2000) Primary factors for retention: Rate of pay New equipment Further opportunities

Expectancy Theory of Motivation Individuals: Focused on self-interest Leads to them adopting courses of action that maximize their probability of gaining desirable outcomes for themselves. (Isaac, Zerbe, & Pitt, 2001) Management: Engage in external rewards that encourage employees to remain in their current place of work. (Bowman, 2006)

Expectancy Theory of Motivation Employee’s internal drive (for desirable outcomes for themselves) + External rewards (from superiors) ____________________________________________________________________________ Motivation to remain (Bowman, 2006)

Expectancy Theory of Motivation and Deputy Retention Problem-solving Officers who engaged in more problem-solving behaviors were motivated by potential recognition of that behavior. (Dejong, Mastrofski, & Parks, 2001) Drug offenses If they perceived their department as one in which they would be rewarded for drug arrests they were more likely to make them. (Johnson, 2009) Millennial retention Leadership style and work-related attitudes impact job satisfaction. Higher job satisfaction translates to higher retention rates. (Lee, Mullins, & Cho, 2016)

Methodology Research Design Population Analysis of Data Cross-sectional survey Population Sent to all Virginia Sheriffs’ Offices (123) In cooperation with the Virginia Sheriffs; Institute 2014 fiscal year Collection of Data (N=85) Survey Mail Fax Email Phone calls Analysis of Data Frequency Tables Descriptive Tables Pearson’s r

Variables of Interest Dependent Variable: Independent Variables (21): Percent of officers retained Situation within the last 12 months in which an assault type weapon could have been used Protective body amour supplied to deputies Deputies allowed to take vehicles home Primary search and rescue team Primary death investigations team Category of the office’s functions In-house chaplain In-house counseling services In-house attorney In-house exercise facility Victims deputy Independent Variables (21): Average entry level salary for deputies Whether experience affected the entry level salary for deputies Whether education affected the entry level salary for deputies Sworn full-time personnel provided hazardous duty pay Sworn full-time personnel provided shift differential pay Sworn full-time personnel provided education incentive pay Sworn full-time personnel provided merit pay Sworn full-time personnel provided tuition assistance Health insurance benefits after retirement

Table 1: Deputy Sheriffs’ Information for Office Characteristics (n=85) 4% had only a 60-69% retention rate Experience and education affect salary Yes, experience- 36% Yes, both- 28% No, neither- 36% Pay provided to sworn full-time personnel for: Hazardous duty-28% Shift differential- 9% Education incentive- 13% Merit-16% Tuition assistance- 32% Salary schedule entry-level minimum: $25,000-$30,000- 18% $30,001-$35,000- 27% $35,001-$40,000- 35% $40,001-$45,000- 12% $45,001-$50,000- 8% *Percent rounded

Table 2: Descriptive Analysis of Office Characteristics (n=85) Variable Mean(std)* Min. Max. Retention 91.99(7.78) 60.00% 100.00% Salary schedule entry-level min. $35,793.61($4,994.60) $29,081.00 $47,380.00 *Percent rounded

Table 3: Pearson’s Correlation Coefficients of the Independent Variables and the Dependent Variable of Percent Retained (n=85) Variable r p Experience and education affect salary .148 .204 Pay provided to full-time sworn personnel for hazardous duty -.064 .608 Pay provided to full-time sworn personnel for differential shift -.066 .607 Pay provided to full-time sworn personnel as education incentive .011 .933 Pay provided to full-time sworn personnel for merit -.020 .873 Pay provided to full-time sworn personnel for tuition assistance .131 .296 Salary schedule entry-level min. .031 .842

Results No significant correlations between the independent variables and the dependent variable.

Conclusion, Discussion and Recommendations Rate of pay, new equipment, and further opportunities (Hohm & Griffeth, 2000) Recommendations: Different independent variables Open-ended questions: Why they remain Hardships on the job that make them want to leave Job satisfaction Management styles Colleague interactions Benefits received when a goal is accomplished Familial pressures dealing with balancing family and job Background of officers Micro level problem

Limitations Only tested 21 variables of a possible 60+ Closed-ended questions Responses from elected officials

Questions?!