The effect of law enforcement stress on organizational commitment

This study takes an interdisciplinary research orientation in an attempt to comprehensively investigate the effects of police stress internal to the organization (i.e. role ambiguity, role conflict, supervisor support, group cohesiveness, and promotion opportunities) on organizational commitment, after controlling for the effects of job satisfaction. Existing empirical models have mainly been limited to analyses of the effects of role conflict and role ambiguity on job strain and rely on samples of salespeople, customer satisfaction employees, and retail managers working at private organizations to the neglect of not‐for‐profit organizations.

Therefore, the underlying research hypotheses were tested using responses to 150 surveys from police officers of six law enforcement agencies.

Results indicate that in addition to job satisfaction, supervisor's support, group cohesiveness, and promotion opportunities are the best predictors of organizational commitment of law enforcement officers. The results also indicate a significant relationship between organizational commitment and intention to leave.

Study findings are based on responses of officers from six police agencies in Florida. Results may not be representative of all US police.

Research findings may help senior police officers in charge of managing the police force design strategies that both enhance police officers', organizational commitment and diminish turnover intentions.

This study empirically tested a model that examines the effects of stressors on commitment and turnover intentions in police settings.