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101 0 $aeng
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181   $ctxt
182   $cc
183   $acr
200 00$aPolice recruitment and retention for the new millennium $ethe state of knowledge /$fJeremy M. Wilson ... [et al.]
205   $a1st ed.
210   $aSanta Monica, Calif. $cRAND$d2010
215   $a1 online resource (152 p.)
300   $aDescription based upon print version of record.
311   $a0-8330-5017-6 
320   $aIncludes bibliographical references.
327   $aCover; Title Page; Copyright; Preface; Contents; Figures; Tables; Summary; Acknowledgments; Abbreviations; Chapter One - Introduction; Objective and Approach; Outline; Chapter Two - The Dynamic Police Staffing Challenge: The Bucket Metaphor; The Bucket Metaphor and Demand for Police Officers; The Hole in the Bucket Is Widening; Baby-Boom Generation Retirements; Attrition Is Widening the Hole; Changing Generational Preferences and Expectations; Budget Crises; Military Call-Ups; Organizational Characteristics; The Faucet (Supply) Is Tightening; Decrease in Qualified Applicant Pool
327   $aChanging Generational PreferencesIncreased Competition; Expanded Skill Requirements; Uncompetitive Benefits; Organizational Characteristics; The Bucket (Demand) Is Expanding; Community Policing; Homeland Security; Emerging Crimes; The Weakened Economy; Conclusion; Chapter Three - Retention: Plugging the Hole in the Bucket; What Is Turnover?; Effects of Turnover; Is Turnover a Particularly Difficult Problem for Law Enforcement?; Who Leaves, and When Do They Go?; Why Do Officers Leave?; Other Opportunities; Compensation; Personal Characteristics; Organizational Issues; Employee Needs
327   $aWhat Can Agencies Do to Prevent Turnover?Planning and Analysis; Reducing the Financial Impact of Turnover; Enhancing Compensation and Other Benefits; Employee Engagement; Improving Organizational Effectiveness; Conclusion; Chapter Four - Recruitment: Filling the Bucket; Police Recruitment Practices: Past and Present; Determining Staffing Needs; Attracting Candidates: Considerations; Attracting Candidates: Internal Strategies; Attracting Candidates: Outreach Strategies; Supplying Candidates: Opening Up the "Faucet"; Selecting Candidates; Predicting Future Success in Applicants; Conclusion
327   $aChapter Five - The Most-Promising Practices for Maintaining Police Workforce LevelsBibliography; Back Cover
330   $aMany police departments report difficulties in creating a workforce that represents community demographics, is committed to providing its employees the opportunity for long-term police careers, and effectively implements community policing. This book summarizes lessons on recruiting and retaining effective workforces.
606   $aPolice$xRecruiting$zUnited States
606   $aPolice$zUnited States$xPersonnel management
606   $aEmployee retention$zUnited States
615  0$aPolice$xRecruiting
615  0$aPolice$xPersonnel management.
615  0$aEmployee retention
676   $a363.2/20973
700   $aWilson$b Jeremy M.$f1974-$0879924
701   $aWilson$b Jeremy M.$f1974-$0879924
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910220097403321
996   $aPolice recruitment and retention for the new millennium$91964944
997   $aUNINA