The association between different forms of organizational trust and correctional staff job stress

Haynes, Stacy H.; Leone, Matthew C.; Keena, Linda D.; May, David C.; Ricciardelli, Rosemary; Lambert, Eric G.

doi:10.1080/0735648x.2020.1734056

Cited by 25 publications

(26 citation statements)

References 64 publications

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“…Two mediating variables represent Nigerian officers’ perceptions of organizational trust (ORT) and job satisfaction (JSA). The measure of organizational trust includes three items that reflect officers’ perceived trustworthiness of their supervisors and management, which have been used in prior studies on correctional officers’ organizational trust (see Haynes et al, 2020). Following similar items in Griffin et al (2014), job satisfaction is also a three-item measure that indicates officers’ job satisfaction levels.…”

Section: Methodsmentioning

confidence: 99%

“…Organizational trust thus is commonly operationalized as employees’ perceived trustworthiness of administrators and supervisors. Recent trust literature, including studies on correctional staff, has extended organizational trust to include a third form of trust, coworker trust, signaling employees’ perceived trustworthiness of colleagues (Haynes et al, 2020; Kipkosgei et al, 2020; Lambert et al, 2021).…”

Section: Predicting Organizational Commitment Among Police Officersmentioning

confidence: 99%

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Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Sun

Otu³

et al. 2021

Criminal Justice and Behavior

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Organizational commitment is an imperative aspect of occupational attitudes as it signals employees’ willingness to stay with their organization and effectively achieve collective goals. Although recent studies have assessed factors influencing police officers’ organizational commitment, very little is known about the antecedents of police commitment in African countries. Based on a survey of Nigerian police officers, the study assesses the linkage between organizational justice and organizational commitment directly and indirectly through organizational trust and job satisfaction. Structural equation modeling (SEM) indicates that the relationship between organizational justice and organizational commitment is principally indirect through the mediating mechanisms of supervisory trustworthiness and job satisfaction. Officers who express greater organizational justice report higher trust in their management and supervisors and, subsequently, stronger job satisfaction, leading to higher organizational commitment. Implications for future research and policy are discussed.

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Section: Methodsmentioning

confidence: 99%

Section: Predicting Organizational Commitment Among Police Officersmentioning

confidence: 99%

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Sun

Otu³

et al. 2021

Criminal Justice and Behavior

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“…In the context of the organization, trust is classified as interpersonal trust and impersonal trust. Interpersonal trust consists of the trust in co-workers and trust in managers, while impersonal trust -trust in the organization [27][28][29][30]. In the scientific literature, the trust in managers is mostly accentuated [31][32], while the trust in co-workers is accentuated somewhat less [33]; trust in the organization is a new phenomenon that needs more comprehensive empirical research [28].…”

Section: Trust In Organizationmentioning

confidence: 99%

Trust in organization effect on the relationship between HRM practices and employee well-being

Jaškevičiūtė

2021

SHS Web Conf.

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This study investigates the effects of trust in the organization on the relationship between human resource management practices and employee well-being. Method: An anonymous survey of 638 employees in Lithuania was conducted. The research was designed based on a 6-dimensional scale of perceived human resources management policies and practices, a 3-dimensional questionnaire of employee well-being, and a 2-dimensional questionnaire of trust in the organization. Questionnaire items were measured on a 5-point Likert scale. Survey data were analyzed using descriptive statistics, correlations, multivariate linear regressions and mediation analysis. Findings: Specific relationships were found between various HRM practices with employee well-being in having a full effect or in having a partial effect. This empirical study showed that select HRM practices positively influence employee well-being through the mediating effect of trust in the organization. Managerial implications: Based on the results of the survey, employee well-being at work in Lithuania can best be improved by the strengthening of trust in the organization through following these HRM practices: “recruitment and selection” (RS), “involvement” (I), “work conditions” (WC) and “competence-based performance appraisal” (CBPA).

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“…Staff also attributed chronic health issues, such as obesity, headaches, diabetes, alcoholism, and weak immune systems, to the work environment. Overall, regional and (inter)national correctional work environments have been associated with work-related stress and employee absenteeism, perceived or actual instances of victimization, burnout 2 , and mental disorders or compromised health ( Lambert et al, 2009 ; Lambert and Paoline, 2010 ; Boyd, 2011 ; Boudoukha et al, 2013 ; Doucette, 2014 ; Carleton et al, 2018a ; Harizanova and Stoyanova, 2019 ; Ricciardelli et al, 2019 ; Useche et al, 2019 ; Haynes et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Understanding Needs, Breaking Down Barriers: Examining Mental Health Challenges and Well-Being of Correctional Staff in Ontario, Canada

et al. 2020

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Mental health challenges appear to be extremely prolific and challenging for correctional service employees, affecting persons working in community, institutional, and administrative correctional services. Focusing specifically on correctional workers employed by the Ontario Ministry of the Solicitor General, we shed light on their interpretations of the complexities of their occupational work and of how their work affects staff. Using a qualitative thematic approach to data analyses, we show that participants ( n = 67) encounter barriers to treatment seeking, which they describe as tremendous, starting with benefits, wages, and shift work. We let the voices of staff elucidate what is needed to create a healthier correctional workforce. Recommendations include more training opportunities and programs; quarterly, semiannual, or annual appointments with a mental health professional who can assess changes in the mental health status of employees; offsite assessments to ensure confidentiality; and team building opportunities to reduce interpersonal conflict at work and increase moral by improving the work environment.

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The association between different forms of organizational trust and correctional staff job stress

Cited by 25 publications

References 64 publications

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Trust in organization effect on the relationship between HRM practices and employee well-being

Understanding Needs, Breaking Down Barriers: Examining Mental Health Challenges and Well-Being of Correctional Staff in Ontario, Canada

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