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Two major forms of organizational trust are supervisor trust and management trust. Guided by the job demand-resources model, this exploratory study examined how the job demand variables of role conflict, role ambiguity, role overload, and fear of being victimized at work and the job resource variables of instrumental communication, job autonomy, job variety, and quality training were linked to both forms of organizational trust among staff at a private U.S. prison. Results showed that workplace variables predicted both types of trust and were generally stronger predictors than personal attributes. Moreover, resources played a greater role than job demands in shaping both supervisor and management trust. Among the demands, only role conflict was a significant negative predictor of supervisor trust and management trust. Instrumental communication, job autonomy, and job variety were significant positive predictors of supervisor trust. Job autonomy and job variety both had significant positive associations with management trust. [ABSTRACT FROM AUTHOR]

Private prison staff are a valuable resource, and they can be affected by various workplace variables. The effects of organizational justice on counterproductive staff behaviors in a sample of correctional staff at a private prison were examined using organizational-justice theory. Specifically, the association of distributive and procedural justice with turnover intent, sick-leave views, and absenteeism were tested while controlling for demographic characteristics (position, gender, age, tenure, and race/ethnicity). OLS regression models show that procedural justice was the strongest predictor and was negatively associated with all three measures of counterproductive behaviors; distributive justice was only predictive of turnover intent. [ABSTRACT FROM AUTHOR]

Correctional staff are sometimes in fear of being injured on the job. Concerns about issues relating to inmate medical care could be related to feeling at risk on the job for staff. The current study explored how perceived inmate medical care issues were related to fear of being at risk on the job among staff at a large Southern US jail. The provided survey asked about staff about their concerns of being at risk and medical views dealing with if infectious diseases are handled correctly, if quality medical care was provided to inmates, if staff responded in a timely manner, if there was a high turnover of medical staff, and if inmate privacy rates put staff at risk. In a multivariate regression analysis, a view that inmate infectious diseases are handled correctly and quality medical care is provided were significantly related to lower levels fear of being in danger from the job, while the view that inmate medical privacy rights placed staff at risk had a positive effect. Views that staff respond quickly to inmate medical needs and that there is a high level of medical staff turnover both had nonsignificant effects on fear of being at risk at work. [ABSTRACT FROM AUTHOR]

Organizational trust is an important workplace factor for organizations and their employees. There are different types of organizational trust, with coworker, supervisor and management trust being major ones. Yet, limited research has examined how organizational trust is associated with the work attitudes of correctional officers, such as job involvement, job satisfaction and organizational commitment. The current study explored how coworker, supervisor and management trust were related to the job involvement, job satisfaction and affective organizational commitment of Chinese correctional officers at two prisons in southeast China. Management trust had significant positive associations with involvement, satisfaction and commitment. The current results indicate the need to enhance management trust among the studied Chinese correctional officers to raise the three work attitudes. [ABSTRACT FROM AUTHOR]

This study employed organizational justice theory to examine the influence of employee perceptions of distributive, procedural, and interactional justice on whether employees trust their supervisors and management. Analysis of survey results from 322 employees of a state prison located in the Southern United States indicate that procedural and interactional justice—but not distributive justice—predict employee trust in both supervisors and management. These findings present important policy implications that suggest that the employing organization would benefit from having mechanisms in place to ensure that decisions follow consistent rules and strategies. Considering the relevance of employee trust to the organization, transparency in the use of pre-determined standards to allocate resources and rewards fairly needs to become a priority in institutions of corrections. [ABSTRACT FROM AUTHOR]

A growing body of research on organizational justice views indicates that distributive (i.e. perceived fairness of outcomes) and procedural justice (i.e. perceived fairness of procedures to reach outcomes) are linked to salient correctional staff outcomes, such as job stress, job involvement, job satisfaction, organizational commitment, and life satisfaction; however, limited research investigates the relationships between workplace factors and the organizational justice views among prison staff. The current study investigated the relationships between organizational structure variables of instrumental communication, formalization, integration, and input into organizational decision-making with the procedural and distributive views of staff at a state-run U.S. prison. Data was from 257 staff who worked at a prison holding medium- and high-security convicted male offenders. Ordinary Least Squares (OLS) regression analysis indicated formalization, integration, and input were significantly positively correlated with procedural justice. Instrumental communication, however, was not significantly correlated with procedural justice. Input was a significant positive predictor of distributive justice, while instrumental communication, formalization, and integration were not significant predictors. Considerably more variance was explained in procedural justice compared to distributive justice views. The findings suggest that correctional administrators should be aware that input into decision-making is associated with prison staff’s views of both distributive and procedural justice. [ABSTRACT FROM AUTHOR]

Drawing from organizational justice theory, this study examined the mediating effects of organizational trust on the association between organizational justice (i.e. in the forms of distributive and procedural justice) and the job attitudes of job satisfaction and organizational commitment in a sample of 220 correctional staff employed full-time at a high-security prison in the U.S. Midwest. Ordinary least squares regression results indicated that participant perceptions of organizational trust fully mediated the association between procedural justice and job satisfaction, but only partially mediated the association between distributive justice and job satisfaction. Further, organizational trust fully mediated the association between both distributive and procedural organizational justice and staff commitment toward the organization. [ABSTRACT FROM AUTHOR]

Burnout is a phenomenon commonly found in the workplace. When burnout is job-related, it is considered job burnout. Historically, job burnout has been most common among those who work in human services fields and who deal with stressful situations on a regular basis. Job burnout consists of three components: emotional exhaustion, depersonalization, and feelings of work ineffectiveness. While job burnout may be common, not all workers in stressful fields experience it, which indicates that there must be organizational or individual factors that limit the likelihood of job burnout for some workers. This study examined the impact of four job-related factors (job stress, job involvement, job satisfaction, and organizational commitment) on the three components of job burnout for correctional workers in a large, maximum-security prison in the Southern United States. The findings indicated that the four job-related factors were related strongly and in the predicted direction to two or three of the measures of job burnout. [ABSTRACT FROM AUTHOR]

This study examined the influence of job demands (role ambiguity, role conflict, role overload and dangerousness) and job resources (job variety, supervisor structure and training views) on employee perceptions of procedural justice, general perceptions of distributive justice, and specific perceptions of distributive justice. Using a sample of 160 employees at a high‐security prison, the regression analyses found that only demands of role conflict was inversely correlated with procedural justice and both distributive justice measures. Role ambiguity was inversely related to procedural but was not related to either dimension of distributive justice. Furthermore, dangerousness was inversely associated with distributive justice (both general and specific), but it was not correlated with procedural justice. Among the job resources, job variety was positively associated with procedural and both distributive justice measures. Supervisor structure was predictive of procedural but not distributive justice. Role overload, and training views had non‐significant relationships with all the justice measures. [ABSTRACT FROM AUTHOR]

The current research study examined the effects of organizational justice on burnout among U.S. social workers in the northwestern part of the U.S. state of Ohio. Specifically, the effects of perceptions of distributive and procedural justice on the burnout sub-domains of emotional exhaustion and depersonalization were explored (the third dimension of feeling ineffective at work was not measured). Low levels of distributive and/or procedural justice should lead to psychological strain for social workers, which can result in job burnout. Of the 450 distributed surveys, 255 usable ones were returned. Both distributive and procedural justice adversely affected the two burnout sub-domains of emotional exhaustion and depersonalization. Distributive justice had larger sized effects on emotional exhaustion compared to procedural justice. Distributive justice represents outcomes such as pay, benefit, and promotions, which tend to have a significant impact on social workers, who are often paid less than other professional occupations, resulting in psychological strain and emotional burnout. Both distributive and procedural justice had similar sized effects on depersonalization burnout. The current results underscore the need for organizational interventions by improving perceptions of distributive and procedural justice in order to reduce burnout. [ABSTRACT FROM AUTHOR]

Many correctional officers who work in close proximity with inmates are at a heightened risk of experiencing feelings of psychological distress. We analyzed 501 surveys collected from correctional officers within the Texas Department of Criminal Justice to identify characteristics of officers who are likely to exhibit signs of depression. Our findings reveal that female officers, as well as officers who work in higher custody levels, are more likely than other officers to report higher levels of depressive symptomatology. We also found that officers who experienced high levels of self-reported job-related stress were more likely to suffer from depression. Officers with attitudes favorable to the mistreatment of inmates also reported higher levels of depression. Officers who perceived their coworkers were engaging in boundary violations were no more or less likely to exhibit signs of depression. Given these findings, we conclude that organizational and supervisory support, coupled with positive incentives and employee assistance programs, may help mitigate the risks of depression for correctional officers, thereby making these salient staff more efficient and effective in the prison workplace. [ABSTRACT FROM AUTHOR]

In this study, data were used from 322 employees at a large medium- and maximum-security prison in the Southern United States to examine the influence of job demands (dangerousness of the job, role overload, role ambiguity) and job resources (employee input into decision-making, instrumental communication, job variety) on employee job involvement. We also controlled for demographic characteristics (gender, age, position, tenure, and educational attainment). Drawing on the job demands–job resources model, four separate equations were estimated to assess the influence of job demands and job resources both separately and jointly. Overall, job resources (specifically, employee input into decision-making and job variety) have a stronger influence on job involvement than do job demands. The findings indicate that to boost employee job involvement in correctional settings, employers must implement policies and practices that facilitate the sharing of job resources in the work environment. Implications for policy and future research are also discussed. [ABSTRACT FROM AUTHOR]