Exploring the Effects of Organizational Structure Variables on the Organizational Justice Perceptions of Correctional Staff

Abstract

Research examining the effect of organizational justice on the correctional environment is typically limited to its consequences on various outcomes. Absent from this body of literature is how perceptions of organizational justice are formed among correctional staff. Filling this void and using data from a Midwestern correctional facility, the current study examines the impact of instrumental communication, integration, formalization, and input into decision-making on the distributive and procedural justice perceptions of correctional staff. With the exception of integration, all organizational structure variables were significantly related to both forms of organizational justice. These findings offer correctional administrators a low cost and practical solution for enhancing organizational justice through organizational structure.

To Be Involved or Not to Be Involved: Testing Prison Staff Job Involvement Using the Job Demands–Job Resources Model

“…Input into decision-making deals with the perception that the employing organization allows staff to contribute to decision-making (Dowden & Tellier, 2004; Lambert et al, 2017; Slate & Vogel, 1997). Input into decision-making is considered a job resource (Lambert, Berthelot, et al, 2021) because allowing staff a voice in salient organizational decisions empowers them and can make doing their jobs easier (Lambert, Berthelot, et al, 2021; Lambert et al, 2017). In addition, it sends a message that the organization values, respects, and trusts staff (Lambert, Berthelot, et al, 2021; Lambert, Hogan, & Jiang, 2008).…”

“…Input into decision-making is considered a job resource (Lambert, Berthelot, et al, 2021) because allowing staff a voice in salient organizational decisions empowers them and can make doing their jobs easier (Lambert, Berthelot, et al, 2021; Lambert et al, 2017). In addition, it sends a message that the organization values, respects, and trusts staff (Lambert, Berthelot, et al, 2021; Lambert, Hogan, & Jiang, 2008). A perceived lack of input can result in this job resource becoming a job demand because it can result in resentment and feeling devalued by the organization (Lambert, Berthelot, et al, 2021; Paoline et al, 2018).…”

“…In addition, it sends a message that the organization values, respects, and trusts staff (Lambert, Berthelot, et al, 2021; Lambert, Hogan, & Jiang, 2008). A perceived lack of input can result in this job resource becoming a job demand because it can result in resentment and feeling devalued by the organization (Lambert, Berthelot, et al, 2021; Paoline et al, 2018). Allowing input not only should result in greater positive psychological feelings, but it should also result in greater involvement in the job because employees have a stronger voice at the job and in the organization (Lambert, Berthelot, et al, 2021).…”

“…A perceived lack of input can result in this job resource becoming a job demand because it can result in resentment and feeling devalued by the organization (Lambert, Berthelot, et al, 2021; Paoline et al, 2018). Allowing input not only should result in greater positive psychological feelings, but it should also result in greater involvement in the job because employees have a stronger voice at the job and in the organization (Lambert, Berthelot, et al, 2021). Input into decision-making was, therefore, hypothesized to have a positive association with job involvement for correctional staff.…”

“…Instrumental communication is the perception that the organization provides information about the job, equipment, rules, policies, and any changes to them (Lambert, Berthelot, et al, 2021; Lambert, Hogan, Barton, & Clarke, 2002; Wells et al, 2021) and serves as a job resource because it provides staff with information that allows them to do their work and to be more successful (Lambert, Keena et al, 2020; Wells et al, 2021). It tends to make the job easier and more enjoyable, and salient communication also sends a message that staff are valued members of the organization rather than cogs in the machine (Lambert, Berthelot, et al, 2021; Lambert & Paoline, 2008). A lack of instrumental communication can be a job demand, making the job more difficult and less satisfying, causing the employee to be more prone to error (Lambert, Hogan, Paoline, & Stevenson, 2008; Wells et al, 2021).…”