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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]

Much of the research on correctional staff over the past two decades has focused on how the job environment and demographic variables influence job stress and job satisfaction. The issue of job involvement has largely been ignored. As correctional employees are such an important part of corrections, understanding how job stressors affect job involvement is essential. An analysis of survey data from a private correctional facility in the US Midwest examined the effects of the relationship between the job stressors of role conflict, role ambiguity, role overload, and perceived dangerous of the job with job involvement. Multivariate analysis with ordinary least squares ( OLS) regression indicated that role conflict and dangerousness of the job had significant effects on job involvement, but role ambiguity and role overload did not. It is hoped that this study will spark further research in the area. [ABSTRACT FROM AUTHOR]

In any nation, correctional staff are the greatest asset of any correctional facility. In an era where rising costs, shrinking budgets, and personnel shortages are common, it is increasingly important to provide a positive work environment to ensure worker stability. The research indicates that job burnout is a negative response that is influenced by the work environment. This study examined the effects of organisational structure on emotional burnout among correctional staff at a state-run prison. Promotional opportunity, integration, formalisation, instrumental communication, and input into decision making are the major forms of organisational structure. In addition to the above forms of organisational structure, the amount of daily contact and the personal characteristics of tenure, position, educational level, race, age, gender, and supervisory status were included as independent variables. In a multivariate analysis, supervisory status, degree of inmate contact, promotional opportunity, formalisation, instrumental communication, and input into decision making all had statistically significant associations with emotional burnout. The results support the postulation that organisational structure influences the emotional burnout of correctional staff. [ABSTRACT FROM AUTHOR]