本稿では，地方採用警察官の技能形成促進策を明らかにするため，政令指定都市を擁する1万人以上の大規模警察本部の人事データに基づき，その昇進構造を検証することを目的とした。人事データと警察官僚の聞きとり調査による実証分析で得られた知見は，次のとおりである。まず，地方採用警察官が昇進可能な最高階級である警視長（部長職）への昇進には，fast track効果がみられ，早く昇進した者ほど国家公務員（地方警務官：警視長・警視正）へ転身する傾向がみられた。そして，少し遅れて昇進したグループには，警視（警察署長）や警部（警察署課長）への昇進可能性が提示される一方で，その他多くの警察官には，警部補（係長）への昇進可能性が提示される。これらの結果からは，全ての警察官に技能形成へのインセンティブを付与するような人事政策が展開されているとも解釈できる。つまり，自治体警察の昇進構造は，全てのノンキャリア警察官の努力を引き出すよう設計され，その人的リソースを最大動員するための選抜システムが内在されているとも言えるだろう。

　本稿では，警察庁が自治体警察と分業することで生じる情報の非対称性問題をインセンティブの観点から考察した．分析の結果，警察官僚が自治体警察の最高幹部に就任することで，自治体警察内の人事権を掌握し，人事情報の非対称性問題を緩和する．その一方で，警察庁は，自治体警察で早く昇進した者に人事業務の責任を負わせ，その代わりに将来の昇進可能性をインセンティブにすることを通じて，間接的に自治体警察を管理統制するシステムを構築していた．

The purpose of this paper is to clarify the features of skill formation among police personnel by examining job rotation.

An empirical result based on an integrated job mobility table for police bureaucrats showed that the National Police Agency allocates its human resources to five major field -“General Secretariat”, “Security”, “Criminal Investigation”, “Traffic” and “Community Safety”, with a high propensity to transfer within same fields and high correlation of job transfer between“ General Secretariat” and “Security and Criminal Investigation” in particular. In addition, an analysis of career of individual police bureaucrats showed that their entire career from entry to retirement can be divided equally among three ways: a managerial work, a specific specialized field and other jobs or temporary transfers. In contrast to previous studies which indicated that top-level bureaucrats have wide-range experiences in“ multiple fields”, I found the new evidences that police bureaucrats spend a third of their career in a“ specific specialised field”.

On the other hand, in the Prefectural Police, even chief inspectors that are ranked above police station managers tend to transfer within a same field to acquire a specialized skill. Since the specialized fields of inspectors coincident with their final jobs before promotion, it is suggested that they accumulate a specific skill within the same fields at least from a period when they were inspectors. As for senior ranks such as police superintendent and above, the higher-ranking persons tend to acquire wide-range experiences and spend the rest of their career in managerial work.

Although police bureaucrats are not able to develop their expertise due to the overwhelming breadth of their career, a skill formation system of police bureaucrats has been maintained by narrowing the career breadth of local police officers and equipping them with an expertise. Combining these skills lies at the heart of the human resource management of police organizations that have maintained the duality of organization.