Staff management in correctional institutions: Comparing DiIulio's “control model” and “employee investment model” outcomes in five jails

The impact of distributive and procedural justice on correctional staff job stress, job satisfaction, and organizational commitment

“…Role conflict, role ambiguity, role overload, dangerousness, and concerns over medical issues were associated with lower levels of job satisfaction (Lambert, Hogan, Paoline, & Clarke, 2005;Lambert, Reynolds, Paoline, & Watkins, 2004). Input into decision-making, job autonomy, integration, job variety, satisfaction with pay, availability of incentive program, training, perceptions of equitable treatment, and quality of supervision, training, and formalization were shown to lead to higher levels of job satisfaction (Dennis, 1998;Griffin, 2001;Hepburn, 1987;Hepburn & Knepper, 1993;Lambert, 2004;Lambert, Barton, Hogan, & Clarke, 2002;Lambert, Paoline, & Hogan, 2006;Lambert et al, 2004;Stohr, Lovrich, Monke, & Zupan, 1994;Whitehead & Lindquist, 1986;K. Wright et al, 1997).…”

Examining the Relationship Between Supervisor and Management Trust and Job Burnout Among Correctional Staff

“…Providing staff a voice shows that they are respected and valued. It also allows them to become more involved, which can increase the level of commitment and trust in correctional organization (Korsgaard, Schweiger, & Sapienza, 1995;Stohr, Lovrich, Monke, & Zupan, 1994). Ignoring breaches of trust will only decrease the level of trust of staff.…”

The relationship among distributive and procedural justice and correctional life satisfaction, burnout, and turnover intent: An exploratory study

“…Wright, Saylor, Gilman, & Camp, 1997). Correctional research has also shown the work environment dimensions of role conflict, role ambiguity, organizational support, integration, input into decision-making, integration, instrumental communication, and formalization are associated with organizational commitment (Griffin & Hepburn, 2005;Lambert, 2004;Lambert, Barton, et al, 2002;Lambert, Hogan, Paoline, & Clarke, 2005;Stohr et al, 1994;K. Wright et al, 1997).…”

“…Similarly, various dimensions of the work environment have been observed to be linked with correctional staff job satisfaction. For example, input into decisionmaking, job autonomy, integration, job variety, quality of supervision, and formalization have all been reported to be positively associated with job satisfaction among correctional staff (Griffin, 2001;Lambert, 2004;Lambert, Barton, Hogan, & Clarke, 2002;Lambert & Paoline, 2005;Stohr, Lovrich, Monke, & Zupan, 1994;K. Wright, Saylor, Gilman, & Camp, 1997).…”