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The career stage theory postulates that employees go through different career stages, and each career stage has different effects on various outcomes, such as job satisfaction. There has been empirical support for the career stage theory from other disciplines, but there has been limited research relating to this theory to corrections. To expand the literature, the current study examined whether different career stages were significant predictors of job satisfactions, while including the personal characteristics and the workplace place variables among Texas correctional officers. The results supported the career state theory: job satisfaction was highest during the entry stage (0–2 years), but was lowest during the second career stage (2–5 years). In career stages three (5–15 years) and four (16+ years), job satisfaction rose. Possible interventions that correctional administrators can undertake to encourage job satisfaction from their staff during the second career stage are discussed. [ABSTRACT FROM PUBLISHER]

Despite the recent burgeoning of the private prison industry, little research has focused on private prison personnel. This study attempts to help fill this research gap by examining the relationship between two distinct forms of organizational commitment, continuance and affective, and the withdrawal outcomes of absenteeism and turnover intent for personnel at a Midwestern U.S. private prison. Results of an ordinary least squares (OLS) multivariate regression analysis supported our prediction of an inverse relationship between affective organizational commitment and the withdrawal outcomes of absenteeism and turnover intent; however, contrary to our hypotheses, the analysis indicated no statistically significant relationship between continuance organizational commitment and these withdrawal outcomes, after controlling for custody position, gender, age, tenure, education, race, and supervisory status. Our results suggest that enhancing employees’ affective organizational bonds should be a priority for private correctional facilities because it has positive effects for both employees and the organization. [ABSTRACT FROM PUBLISHER]

In the United States, institutional corrections is a major undertaking that requires substantial financial resources. Correctional staff are the essential element to ensuring the safety and security of these institutions, which house approximately 2.2 million adults. Thus, it is invaluable to explore work environment variables that contribute to their success. One area that has received scant attention is staff views of inmate medical care and their effect on job involvement and organizational commitment. This study focused on the effects of views concerning the proper handling of inmate infectious diseases, the quality of medical care provided to inmates, the timeliness of the responses to inmate medical needs, turnover of medical staff, and inmate medical privacy rights. Results indicate that proper handling of inmate infectious diseases and quality of medical care positively increase job involvement and organizational commitment.