Meeting the Job Expectations of a New Generation of Police Officers: The Changing Psychological Contract and Turnover Intention

Grant, Kirsteen; Vincent, Diane

Abstract

This research draws upon psychological contract (PC) theory to investigate the ‘work’ and ‘workplace’ expectations of new probationer police officers in Scotland, UK, and to compare these with the extent to which initial job expectations of established police officers are being fulfilled. The research focuses on the implications and consequences for, among other things, job satisfaction, wellbeing, and turnover intention (key retention factors).

According to Bittner (1974, p. 17), policing is one of the ‘best known but least understood’ institutions. Arguably, this statement holds even more relevance today where the public sector environment is far more complex, and police are facing a broader range of crime as well as operational and political challenges. Retention of police officers throughout the UK is of deep concern (e.g., Charman and Tyson, 2023; Hoel and Dillern, 2022; Williams and Sondhi, 2022). Percival (2022), reporting data from an internal Police Scotland exit survey conducted between October 2021 and August 2022, revealed that 568 officers left during this period with almost 40% of leavers citing that they wanted a career change. The figures showed that more than 36% left because of lack of career advancement, more than 20% due to poor working patterns, and a further 20% because of lack of resources. Perceived lack of recognition (16%) and remuneration (11%) were also contributing factors to officers’ decisions to resign. The high number of resignations raises important questions concerning the extent to which changing needs and expectations of a new generation of police officers are fundamentally altering the employment relationship.

PC theory (Rousseau, 2001) enables us to better understand the implicit employment relationship and social exchange (Blau, 1964) that takes place between employer and employee. A PC comprises the implicit assumptions and expectations about what an individual perceives they are entitled to. These expectations are generally formed by assumptions about, or actual promises made by the organisation. An important aspect of this research is the potential significance – and consequence – of a perceived breach or violation of the PC. A breach occurs when an individual perceives that the organisation has not met one of more of their implied or promised expectations and obligations (Robinson and Morrison, 2000). Where this is perceived to be more than a simple breach, a violation of the PC causes emotional distress and/or anger (Morrison and Robinson, 1997) and potentially influences an individual’s intention to remain or quit.

This paper forms part of a larger project and draws on qualitative data collected via 32 semi-structured interviews (15 with new probationer officers all within three months of joining Police Scotland, and 17 with established officers with between 10 to 28 years’ experience). Probationer interviews were conducted face-to-face, and each lasted around 45 minutes, while established officer interviews were conducted online using Microsoft Teams and typically lasting one hour. All interviews were recorded and transcribed with the resultant data being analysed thematically. Interview participants were anonymised, and a numerical identifier assigned to each transcript. To attribute quotes within the findings, participants were labelled with either ‘P’ to denote a probationer, or ‘E’ to denote an established officer.

There were notable differences between probationers’ expectations and the lived experiences of established officers. One established officer described their experience as: “Starkly different in a significantly negative way” (E8), and for another: “The reality was completely different from what I expected…I stupidly didn’t think any of that through in advance” (E4). Probationers enthusiastically described intrinsic and altruistic reasons for joining the force such as helping people and making a difference to local communities, for example: “I will be able to go to bed at night feeling like I have done some good in the world” (P9). While established officers cited similar reasons for joining, they also highlighted several constraints which adversely impact the reality of the job and, consequently, their job satisfaction and wellbeing. These included diminishing resources and an increasing workload as well as poor workplace culture, leadership, and work-life balance.

Overall, the findings suggested a shift in the work and workplace expectations of a new generation of police officers. Arguably, this is in line with a younger generation of workers more generally who view their PC as a shorter-term transactional arrangement for mutual (employer-employee) benefit, rather than building a traditional career based on long-term loyalty and commitment to a single organisation. Yet, some of the probationers were open to the idea of a long-term career within the police service, but only for as long as the job continues to fit around their life and has no adverse impact on their health and wellbeing. As one probationer explained: “At this point in time, I would love to stay as long as possible…[but] I see a lot of people leaving because the demands of the job are crazy, so it can take a toll on you, and I don’t want that” (P15). The inference is that individuals feel able – even empowered – to place higher demands on their superiors to meet their needs and expectations, and where these needs and expectations are unmet in the workplace (i.e., a psychological contract breach or violation), they are at greater risk of voluntary resignation. From an HR perspective, initiating approaches to help inform realistic job expectations and then bridge the gap between expectations and workplace realities, e.g., by implementing organisational development interventions to address some of the constraints highlighted by the established officers, may go some way to aiding retention of police officers.

Citation

Grant, K., & Vincent, D. (2024, November). Meeting the Job Expectations of a New Generation of Police Officers: The Changing Psychological Contract and Turnover Intention. Presented at 13th Biennial International Conference of the Dutch HRM Network, Rotterdam, Netherlands

• Presentation Conference Type: Presentation / Talk
• Conference Name: 13th Biennial International Conference of the Dutch HRM Network
• Start Date: Nov 6, 2024
• End Date: Nov 8, 2024
• Acceptance Date: May 1, 2024
• Online Publication Date: Nov 6, 2024
• Publication Date: Nov 6, 2024
• Deposit Date: Nov 11, 2024
• Peer Reviewed: Peer Reviewed
• External URL: https://hrm-network.nl/conference/