Motivational Theories

Scenario 1 – Strategies to Increase Police Officer Retention in the Department
In this scenario, it is clear that Johnson, as the Chief of the Police Department, is facing a
higher turnover, forcing the HR department to dedicate most its time and resources on hiring,
recruiting, and sending newly appointed officers to academies. Community members are also
upset with absence of officer responses to calls for services and complaints are rife about
officers’ decision-making. This lack of engagement between the officers and the community
might also be contributing to the high attrition as new officers might be experiencing stress and
low job satisfaction rates. As the Chief, the following are the four key programs that the
department can initiate to reduce attrition and improve retention.
The first potential strategy would be to offer officers competitive benefits and
compensation. One of the primary reasons for law enforcement officers resigning is inadequate
benefits and low pay. Within the past few years, police attrition in the US has been on the rise
and the trend is uniform countrywide. In 2021, a national survey showed that police departments
countrywide were filling about 93 percent of budgeted position annually (Young, Sayers, &
Sanchez, 2022). This was attributed to an 18 percent and 45 percent rise in resignations and
retirements. One of the primary reasons cited for resignations was low pay and lack of short-term
and long-term benefits and incentives. Therefore, as the Chief of the Police, offering competitive
benefits and packages to police officers, including recruits, can assist in retaining and attracting
talented officers. Besides this traditional structural approach. the Department can consider
creating innovative ways of rewarding officers, such as compensating officers for successful
milestones and community policing initiatives/programs completed. Performance-based

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initiatives (bonuses, promotions, and special recognitions) can inspire officers to stay and to
improve their performance, including their engagement with community members.
The second strategy to motivate officers to stay is by focusing on their professional
growth and development. It is likely that most officers are resigning after a year because the
Department never invests in their personal and professional growth beyond the initial
recruitment, hiring, and training in the academy. In a June 2021 survey by PERF (Police
Executive Research Forum) involving 200 Police, one of the reasons cited for a startling 20
percent increase in resignations was a lack of focus on the career and personal growth for
officers, a factor that was found to significantly impact officer morale, job satisfaction, and the
desire to stay longer (Westervelt, 2021). Therefore, the Chief can lower attrition rates by offering
career growth paths and advancement opportunities plus training initiatives to encourage officers
to stay longer. Providing career growth opportunities is one of the few ways the department can
proof to the officers that they are being wanted and appreciated and their future is guaranteed and
valued.
Thirdly, the Chief can lower turnover by focusing on the officers’ work-life balance
through creating flexible work schedules, a favorable work environment, and the socioeconomic
support they might require at home. The work of police officers is inherently disruptive and
stressful to one’s private life. Feeling unappreciated, unrealistic expectations, difficult
administrators and supervisors, moral issues, lack of friends outside work, and shift work can all
take a toll on the life of officers, predisposing to physical and mental issues, including
depression, and contributing to job dissatisfaction and the desire to leave the force (Hilal &
Litsey, 2019). Therefore, the Chief can address officer work-life balance by implementing
flexible schedules, reducing overtime, increasing paid time off, supporting family-friendly

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policies, and promoting wellness programs, such as stress management programs, exercise
classes, and healthy eating initiatives force (Hilal & Litsey, 2019).

Scenario 2 – Employee Development Programs for a Problem Officer

1. How to prepare for this meeting?
   Although Joe is a problem officer, there is no question that he is experienced and has
   been with the force quite a while and has the potential to better his performance. This makes it
   critical to prepare adequately for the first meeting with him; as the supervisors, the goal is to
   ensure that I arm myself with adequate evidence to support my case and address the situation
   professionally. The first thing I might need to do is to scrutinize Joe’s performance history. This
   entails collecting all evidence, data, and statistics available about his performance, including
   documented records, incidents, and complaints from colleagues and community members.
   There must be a video footage, an audio recording, or picture of him hanging out in the
   gas station or having dinner during his shift. This evidence can be retrieved by reviewing CCT
   footage from the gas stations and restaurants that Joe frequents; questioning and interviewing
   business owners, community members, and colleagues; and laying “booby traps” to directly
   catch or observe Joe in the act. Gathering this information can help in launching a strong case
   against Joe, understanding the particular areas he is falling short and which our meeting will
   focus on, and designing effective response interventions to address underlying issues and bolster
   his performance.
   The second crucial step is to review and familiarize with the department’s procedures and
   policies relate to officer conduct and performance, plus the policies and procedures stipulated by
   the Internal Affairs (IA) and the Department of Justice (DOJ). Understanding departmental and
   federal policies and procedures can ensure the meeting with Joe is in line with these guidelines.

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The final preparation step is to design an improvement plan for Joe, including the stipulating the
specific objectives/goals, interventions, expectations, and performance measurement metrics.
The plan must also outline the resources required and the timeline for achieving the set
objectives and measurable targets.

2. What development programs will you incorporate into a performance plan for this
   officer?
   There are multiple development programs that can be incorporated into officer Joe’s
   performance plan to bolster his performance and policing skills, plus ensure that he is executing
   his mandate and meeting the department’s expectations. The first program would be ‘basic
   retraining’ in the police academy to develop. This can assist Joe develop awareness and
   knowledge of mandatory police work and roles, including community engagement, cultural
   awareness, intimate partner violence, conflict resolution, customer services, communication
   skills, force-approved risks, and so on. The department can also tailor an internal training
   program to equip Joe with these skills and then encourage him to participate. Tracking his
   performance will be necessary if the training is implemented internally.
   Joe can also be attached to a mentor to provide support and guidance. The mentor should
   be someone experienced, Joe looks up to, and who is willing to provide mentorship. The first
   two or three meetings between the two would be to identify Joe’s weaknesses, the
   goals/objectives of the mentorship program, how long it will take place, what interventions
   would be leveraged, how communication will be facilitated, and how performance would be
   measured. Subsequence meetings would be to implement the identified interventions and
   tracking Joe’s performance, including knowledge and skills development. Performance coaching,
   role-playing, and job shadowing are other training programs that can be implemented.

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3. How do you plan to evaluate changes in the officer’s performance?
4. What accountability measures might be used?

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References

Hilal, S., & Litsey, B. (2019). Reducing police turnover: Recommendations for the law
enforcement agency. International Journal of Police Science & Management, 22(1).
https://doi.org/10.1177/1461355719882443
Westervelt, E. (2021, June 21). Cops says low moral and Department scrutiny are driving them
away from the job. NPR. https://www.npr.org/2021/06/24/1009578809/cops-say-low-
morale-and-department-scrutiny-are-driving-them-away-from-the-job
Young, R., Sayers, D. M., & Sanchez, R. (2022, July 20). ‘We need them desperately’: US police
departments struggle with critical staffing shortages. CNN.
https://edition.cnn.com/2022/07/19/us/police-staffing-shortages-recruitment/index.html