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

2. 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: % %
(Lambert, Smith, & Wareham, 2015)
Why is the retention of officers better for some law enforcement agencies?

3. 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

4. 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)

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

6. 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)

7. 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
Phone calls
Analysis of Data
Frequency Tables
Descriptive Tables
Pearson’s r

8. 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

9. 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, %
$30,001-$35, %
$35,001-$40, %
$40,001-$45, %
$45,001-$50,000- 8%
*Percent rounded

10. 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

11. 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

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

13. 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

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

15. Questions?!