The Importance of Job Satisfaction and Organizational Commitment in Shaping Turnover Intent

Abstract

Employee turnover can have devastating effects on correctional facilities. Excessive turnover wastes recruiting and training dollars. In addition, high turnover rates may also directly affect the security of the institution as well as the safety of both staff and inmates. Thus this study surveyed correctional staff at a maximum security private prison to examine the impact of the work environment, personal characteristics, external employment opportunities, job satisfaction, and organizational commitment on turnover intent. The results of the multivariate ordinary least squares regression equations generally supported the proposed path model, and indicated age, job satisfaction, and organizational commitment directly influence turnover intent, whereas gender, job satisfaction, role conflict, role ambiguity, role overload, input into decision making, and organizational fairness indirectly affected employees' decisions to leave the job.

Islamic Values and Principles in the Organization: A Review of Literature

“…Comparatively, the studies on work ethics of the conventional version have been conducted by Koh and Boo (2001) and Lambert and Hogan (2009) for the cases in Singapore and United States respectively, whereby work ethics has been indicated to have the largest impact on work satisfaction. However, Elkins (2007) argues that there is a weak correlation between work ethics and work satisfaction in relation to the Japanese manufacturing company.…”

Organizational Commitment and Job Satisfaction: What Are the Potential Relationships?

“…For the development of this research, four studies on prison systems call our attention due to their similarity of contexts: in prison staffs, Griffin et al (2010) verified that several administrative policies have the potential to influence the issues of satisfaction, stress, and job involvement, and advocate that, by identifying and implementing policies that work toward promoting positive results, administrators can have an influence over negative organizational results such as burnout and turnover; in a private maximum security prison, Lambert and Hogan (2009) show that the results of the analysis carried out with prison officials, by and large, in relation to their age, indicate that job satisfaction and organizational commitment directly influence the intention of leaving; Garland, McCarty and Zhao (2009), in a prison staff, emphasize that the influence of predictive factors on job satisfaction and organizational commitment vary among the groups; Lambert and Paoline (2008) argue that there are three important professional attitudes identified among prison guards: job stress, job satisfaction, and organizational commitment. Such attitudes have significant effects on these prison guards' intentions and behavior.…”

Work-related wellbeing in UK prison officers: a benchmarking approach

“…Research findings indicate that prison officers experience particularly high levels of job-related stressors, which can impair their wellbeing and job performance. A review of the literature highlights a range of working conditions that are considered particularly stressful in this sector which include organisational hazards such as high demands; heavy workload; time pressures; lack of input into decision making, lack of resources and rewards; poor feedback; lack of variety; poor quality training; challenging organisational structure and climate; poor physical working environment, as well as features of work that are more specific to the working environment such as high emotional demands and aggression and threats from prisoners (Bourbonnais et al, 2007;Crawley, 2004;Deguchi et al, 2013;Finney et al, 2013;Hartley et al, 2013;Holmes and MacInnes, 2003;Kunst, 2011;Lambert et al, 2009;Liebling et al, 2011;Mahfood, 2013;Rutter and Fielding, 1988;Schaufeli and Peeters, 2000;Senol-Durak et al, 2006).…”