Compensation as a Police Candidate Attraction Tool: An Organizational-Level Analysis

Abstract

In 2008, state and local law enforcement agencies hired 61,000 new full-time sworn personnel. To develop a sufficient applicant pool, organizations may use a variety of attraction strategies, including financial inducements, especially when broader factors lessen the appeal of a job. Using data from the 2007 and 2013 Law Enforcement Management and Administrative Statistics survey, the present study tests whether unfavorable contingencies (e.g., high cost of living, rigorous application standards) are related to officer compensation—pay, supplemental incentives, and reimbursements—within a sample of large metropolitan police agencies. Results are generally consistent with contingency theory, at least with respect to salaries. Departments offer higher salaries to offset more rigorous hiring standards, high costs of living, and other unfavorable contingencies. The implications of the findings for police officer recruitment are discussed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 16 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.