Staff turnover in new generation jails: An investigation of its causes and prevention

Side-bets and reciprocity as determinants of organizational commitment among correctional officers

“…Other studies showed job stress to be negatively correlated with organizational commitment (Lambert, 2004;Robinson et al, 1997). Additionally, organizational commitment among correctional staff was linked with such negative organizational behaviors as absenteeism and turnover (Camp, 1994;Lambert, 1999;Stohr, Self, & Lovrich, 1992).…”

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

“…Turnover also results in numerous indirect costs for the correctional organization. The indirect costs include possible loss of the expertise of person, the social networks he/she has established with inmates and other staff, insufficient staffing, decreased services to inmates, increased use of existing staff, and even decreased morale (Byrd et al, 2000;Lambert, 2001;Mitchell et al, 2000;Stohr, Self, & Lovrich, 1992). Additionally, excess turnover can even lead to increased turnover intent and turnover among the remaining employees.…”

Predicting work-related stress in correctional officers: A meta-analysis

“…This relationship is even more important as turnover of correctional personnel has tremendous direct and indirect costs for the organizations (Stohr, Self, & Lovrich, 1992). Arguably, one of the most important consequences of employee turnover is the lowering of employee morale, which may lead to further turnover (Stohr et al, 1992). This cyclical pattern may have far reaching negative implications for correctional officers, as well as for institutional and inmate management.…”