The Issue of Trust in Shaping the Job Involvement, Job Satisfaction, and Organizational Commitment of Southern Correctional Staff

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

doi:10.1177/0887403420903370

Cited by 28 publications

(43 citation statements)

References 75 publications

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“…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%

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: 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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“…Administration trust is the belief that the administrators (i.e., management) will act with integrity and make decisions that benefit (or reduce harm to) employees (Khany & Tazik, 2016; Lambert et al, 2020a). Research has demonstrated that supervisor and administration trust have important outcomes for both staff and prison administrators (Kane et al, 1983; Lambert & Hogan, 2009; Lambert et al, 2008a; Lambert et al, 2008b; Lambert et al, 2020a; Liou, 1995). Less is known, however, about the factors that predict these forms of organizational trust.…”

mentioning

confidence: 99%

Testing the Job Demands-Resources Model with Organizational Trust among Prison Staff

Keena

Lambert

Haynes

et al. 2022

Criminal Justice Review

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Trust is an essential component of effective organizations and may be especially important in corrections because of the unique challenges this work environment presents. In corrections, trust in both supervisors and the administration is critical to ensuring the safety and security of staff, inmates, and the community. Previous research has revealed important implications of organizational trust, but less is known about the workplace factors that shape organizational trust. Scholars have divided these workplace factors into job demands and job resources. Using data from 322 correctional staff (both custodial and non-custodial staff) working at a large prison in the Southern United States, this study tested the job demands-resources model on two types of organizational trust – supervisor trust and administration trust. Specifically, we examined three job demands – role ambiguity, fear of being victimized at work, and role overload – and three job resources – job variety, quality training, and autonomy. Ordinary Least Squares regression results showed that workplace variables predicted both types of organizational trust and were generally stronger predictors than were personal attributes. Moreover, job resources played a greater role than job demands in shaping both supervisor and administration trust.

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“…These task-and organizational-related stress factors are associated with high levels of job dissatisfaction and burnout (Salyers, Hood, Schwartz, Alexander, & Aalsma, 2015;White, Aalsma, Holloway, Adams, & Salyers, 2015;Wirkus, 2015). A lack of supervision and trust in supervisors can lead to mistrusting the organization, which can further increase job dissatisfaction and turnover (Lambert, Jiang, & Hogan, 2008). Burnout and job stress have also been seen to have adverse effects on POs' physical health (e.g.…”

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confidence: 99%

The professional experiences and training needs of probation officers in Turkey

Erdem

Tuncer

Safi

et al. 2018

Journal of Social Work

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Summary The current study uses a series of focus groups and participatory methodology to investigate the work experiences and needs of Turkish probation officers and their directors. All participants were employed at an office of Parole and Probation in Istanbul, Turkey. During the concurrent focus groups, officers ( n = 57) discussed their daily work experiences and needs (Phase I). A follow-up focus group was conducted ( n = 25) to discuss potential interpretations of the themes and generate solutions (Phase II), followed by a mini-focus group with the directors ( n = 5) to explore their experiences with the probation system and officer training (Phase III). Findings Officers identified needs for training, improvements of the work environment, professional support, and more thorough risk assessment tools. The follow-up focus group revealed that officers were highly motivated to improve their rehabilitative skills but felt constrained in supervising offenders in the punitive justice system. Several solutions generated through focus groups included mentoring programs to support novice officers, training programs to acquire interviewing skills, and team building activities and events to increase morale. Application The current study bridges the gap between officers and directors in the probation system and generates solutions to the occupational needs of officers. Researchers communicated those needs to the directors, and the study initiated action toward implementing rehabilitative training programs for officers with a particular focus on risk assessment and basic clinical skills. The study has direct implications for the improvement of probation practice and supervision in Turkey.

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The Issue of Trust in Shaping the Job Involvement, Job Satisfaction, and Organizational Commitment of Southern Correctional Staff

Cited by 28 publications

References 75 publications

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Linking Organizational Justice to Organizational Commitment Among Nigerian Police Officers

Testing the Job Demands-Resources Model with Organizational Trust among Prison Staff

The professional experiences and training needs of probation officers in Turkey

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