The missing link between job satisfaction and correctional staff behavior: The issue of organizational commitment

Lambert, Eric G.; Barton, Shannon M.; Hogan, Nancy L.

doi:10.1007/bf02887620

Cited by 67 publications

(51 citation statements)

References 77 publications

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“…Organizational commitment is generally defined as having the core elements of loyalty to the organization, identification with the organization (i.e., pride in the organization and internalization of organizational goals), and involvement in the organization (i.e., personal effort made for the sake of the organization) (Mowday, Porter, & Steers, 1982). Organizational commitment is more than a bond to a job or a part of the organization; it is the bond to the overall organization (Lambert, Barton, & Hogan, 1999). A major focus of correctional agencies has been the rehabilitation of offenders (Rothman, 1971(Rothman, , 1980.…”

Section: Research Focusmentioning

confidence: 98%

The impact of job stress, job involvement, job satisfaction, and organizational commitment on correctional staff support for rehabilitation and punishment

Lambert

Hogan

Barton

et al. 2009

Criminal Justice Studies

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Section: Research Focusmentioning

confidence: 98%

The impact of job stress, job involvement, job satisfaction, and organizational commitment on correctional staff support for rehabilitation and punishment

Lambert

Hogan

Barton

et al. 2009

Criminal Justice Studies

Self Cite

View full text Add to dashboard Cite

“…More recent research defines organizational commitment as an affective bond to the employing organization which includes loyalty, identification with the organization (e.g., pride in the organization) and its goals (e.g., internalization of the goals of the organization), and a cognitive willingness to put forth substantial effort on behalf of the organization and its goals (Mowday et al 1979). It is a much broader concept than job satisfaction and is a bond with the entire organization and not some part of the organization or the job (Lambert et al 1999).…”

Section: Literature Reviewmentioning

confidence: 98%

The Impact of Job Characteristics on Private Prison Staff: Why Management Should Care

et al. 2009

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The number of private prisons run by corporate security businesses has increased rapidly throughout the past two decades. There has been a parallel increase in literature, both pro and con, comparing the efficiency and effectiveness of private and public prisons; however, private prison staff has been largely ignored. OLS regression analysis of a survey of 160 employees at a Midwestern private prison facility showed that the job characteristics of job stress, supervision, and job variety were far more important than personal characteristics of race/ethnicity, gender, age, tenure, education and position in influencing staff job satisfaction and organizational commitment. Specifically, job stress had the largest impact on job satisfaction, while quality of supervision had the greatest impact on organizational commitment.

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“…It is a bond with the entire employing organization and not with the job itself or a particular part of the organization (Lambert, Barton, & Hogan, 1999). The two major views of how organizational commitment is formed are continuance commitment and affective commitment (Mowday, Porter, & Steers, 1982).…”

Section: Literature Reviewmentioning

confidence: 99%

Creating a Positive Workplace Experience: The Issue of Support from Supervisors and Management in Shaping the Job Stress, Job Satisfaction, and Organizational Commitment of Private Correctional Staff

Lambert

Hogan

2009

Journal of Applied Security Research

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The number of private correctional facilities operated by corporate security businesses has increased rapidly over the past 30 years. There has been a parallel increase in literature, both pro and con, comparing the efficiency and effectiveness of private and public prisons; however, employees of private correctional facilities have been largely ignored. This is a serious oversight in light of the fact that employees are the backbone of these facilities. Organizational support is an aspect of the work environment that may have significant effects on employees. Supervisory support and management support are the two dimensions of organizational support. Multivariate analysis found that both forms of organizational support are important. Specifically, supervisory support and management support were found to have negative effects on job stress and positive effects on job satisfaction and organizational commitment among employees at a private correctional facility.

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The missing link between job satisfaction and correctional staff behavior: The issue of organizational commitment

Cited by 67 publications

References 77 publications

The impact of job stress, job involvement, job satisfaction, and organizational commitment on correctional staff support for rehabilitation and punishment

The impact of job stress, job involvement, job satisfaction, and organizational commitment on correctional staff support for rehabilitation and punishment

The Impact of Job Characteristics on Private Prison Staff: Why Management Should Care

Creating a Positive Workplace Experience: The Issue of Support from Supervisors and Management in Shaping the Job Stress, Job Satisfaction, and Organizational Commitment of Private Correctional Staff

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