ATTRITION RATES


take place remain largely perfunctory and scarcely analysed. Ironically, nearly all of those we


interviewed described the research interview as “cathartic” and an opportunity to express feelings which they had not been able to do previously. The National Police Chiefs’ Council’s (2023) recent good practice guidance on exit interviews is the first step in an evidence-led approach but force implementation is paramount. Meaningful exit interviews have the


potential to impact upon those with an intention to leave and improve organisational learning even if they come too late for the individual themselves. However, police forces should also pursue proactive retention measures to more effectively combat growing levels of turnover. Greater Manchester Police’s ‘stay interview’ initiative, now just over a year old, might be just such an example. An analysis of our interview data shows that officers are leaving the police service primarily because of perceptions of organisational injustice. These are not officers who are leaving because they “didn’t know they’d have to work nights” or other anecdotal or even mythical evidence which places the onus on the individual - in fact the reasons for resignation are almost exclusively ‘organisational’ rather than ‘occupational’.


Many officers spoke passionately


about their job satisfaction and how much they missed their colleagues and the teamwork that constitutes much of policing. However, for many the sense of organisational injustice overpowered those more positive elements. Within this overarching theme of organisational injustice, we identified four main themes from our data to explain why officers were voluntarily resigning from the police service. These are: a lack of voice; concerns about promotion and progression processes and opportunities; poor leadership and a lack of organisational flexibility. Additionally, there are also particular challenges


experienced by women, particularly around ‘fitting in’ and the challenges surrounding parental leave and childcare. The negative experiences of the leaving process itself combined with an unsatisfactory approach to exit interviews confirmed to them that their decision to leave was the right one. For the majority of officers we spoke


to, common reactions to their resignation letters were encouragement to leave and even envy from colleagues of the same and higher rank. Only 6 per cent of our participants reported that they had a discussion about what changes could be


“An analysis of our interview data shows that officers are leaving the police service primarily because of perceptions of organisational injustice. These are not officers who are leaving because they ‘didn’t know they’d have to work nights’”


made to encourage them to stay. In these very small numbers of cases however, such discussions were not successful. Despite feeling that the decision to leave was the correct one, many resigned officers spoke to us about a sense of guilt at the additional work burdens left with colleagues, a sense of sadness at a career ambition being thwarted but also a sense of relief at their decision not to return. Police officers who have voluntarily resigned referred to the importance of increased and improved communications and support for police officers and more broadly a focus away from ‘group thinking’ towards a more individualised approach and towards a more people focused organisation. Fairness, and the perception of fairness, is central within this


organisational climate and of specific interest in this regard is the centrality of ‘voice’ in an assessment of fair procedures. The endemic cultural and hierarchical resistance to rank and file voices must therefore be challenged. Organisations where voice is not encouraged can find that a culture of silence permeates, and we know only too well from recent events within policing of the hugely damaging impact of an organisational culture of silence. A focus on becoming more transparent, making fairer and more impartial decisions, and enabling officers to be heard - especially when they challenge ‘groupthink’ - have the potential to improve job satisfaction and organisational commitment,


thus reducing the likelihood of officers voluntarily resigning. This research has provided an evidence


base to explain the reasons for voluntary resignation amongst police officers. As attention now turns towards retention, it is recommended that police forces focus upon issues of organisational justice, fairness and transparency within their drive towards a more people focused organisation. While meaningful exit interviews


are an essential part of the retention landscape, the potential for early intervention is also recommended through enhanced communication, support and mentoring in order to encourage a more positive organisational climate and potentially more positive retention outcomes for the organisation.


35 | POLICE | OCTOBER | 2023


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