Corrections Management and Employee Satisfaction

Centervale Corrections Facility: Correcting Corrections
Problem Statement
Employees have been drawn to Centervale Corrections Facility because of its reputation for employee satisfaction and harmonious officer-inmate relations. However, recent turnover rates have skyrocketed. A preliminary survey of corrections officers at Centervale cite the following grievances: burnout, communications problems with senior officers, lack of motivation, low pay, role ambiguity/lack of clarity, and lack of inter-agency cooperation. It is hypothesized that stagnant institutional policies and processes need to be revised, with corresponding changes in organizational culture. However, improving inter-agency cooperation will also require the Human Relations and Training Officer to review protocols for interacting with other agencies and strategic partners.
Management Plan
Preventing Burnout
Centervale is not alone; “job dissatisfaction seems to be the norm” in corrections, with the most frequently cited reasons being related to issues like work schedule and mandatory overtime (Marshia, LaPlante, Allen, et al, 2005, p. iv). Burnout has adverse implications both for the employees who are discontent, as well as senior officers and inmates (Lambert, Barton-Bellessa & Hogan, 2015). Therefore, preventing burnout is one of the most important parts of the management plan. The means by which employees can prevent burnout include self-awareness strategies, coupled with more supportive policies that mitigate burnout.
Self-awareness strategies are critical for employees to recognize the signs and symptoms of stress before burnout occurs. Employees need to be trained in mindfulness techniques and receive training in emotional intelligence. However, no amount of self-awareness will help reduce burnout unless employees are not supported in their endeavor to manage stress and improve job satisfaction. Wittman (2018) therefore recommends a burnout prevention strategy that works by empowering employees. Based on research that shows that stress can be directly caused by lack of control, a managerial strategy that empowers employees will be instrumental in creating the desired changes to Centervale’s organizational culture. The burnout prevention strategy should be formally framed as a comprehensive policy that includes cooperation between junior and senior staff. Junior staff agrees to show respect for the team, while senior staff agrees to listen to employee feedback and resolve conflicts rapidly.
Improving Communication
Improving communication between junior and senior officers will be critical for reducing the human resources problems at Centervale and improving job satisfaction among all corrections officers. The hierarchical organizational structure does not preclude harmonious interactions and mutual respect. Wood (2014) suggests that senior officers practice three C’s: clarity, being concise, and being correct. Clarity is one of the main issues indicated in the survey of Centervale officers, and therefore critical to employee retention. Employees need not just role clarity but also clear communication that is direct and unambiguous. Clarity also connotes respect, which is the cornerstone of good communications in any sector. When senior officers demonstrate respect for junior staff, the respect will also flow in the opposite direction. Second, senior officers need to be concise when communicating any issue. Clarity goes hand in hand with brevity; a communication that includes too much extraneous or tangential information is likely to be ignored, misunderstood, or unclear. Lack of clarity and lack of brevity can also lead to errors. Finally, senior officers should aim for correct and honest communications. The information should be evidence-based or accurately address the issue at hand (Wood, 2014).
Increasing Motivation
Corrections officers may remain with their jobs for entirely different reasons than what drew them in the first place. To improve motivation in Centervale, it would be helpful to learn about what motivates Centervale employees and then work hard to create incentives that develop intrinsic motivation to remain with the institution. Prior surveys of corrections officers revealed that employees were motivated by what they perceived to be a healthy organizational culture, one that was committed to humane treatment of and interaction with inmates. If this is something that has deteriorated, then senior corrections officers need to re-establish the norms of communication and behavior that does promote those humane ideals. Likewise, if employees were motivated initially by harmonious communications between junior and senior staff, then management needs to redevelop trust and create methods of engendering a more team-based environment. This can be achieved in many ways, starting with team building activities. Team building activities can take place off campus, such as picnics, softball games, or other social activities. Employees need to be motivated to participate and be part of a collaborative work environment in which they are empowered, and where their work is also recognized (Marshia, LaPlante, Allen, et al, 2005).
Raising Pay
While this may not be an issue that a Human Relations and Training Officer can address directly, it is something that can be raised with senior management. Low pay is likely to reduce motivation and reinforce the message that employees are not appreciated.
Improving Evaluation and Performance Measures
Cited as a main grievance by Centervale corrections officers, lack of role clarity is linked to communication. The Human Resources department can help improve role clarity by rewording the job description or helping the daily tasks better reflect the job analysis. The MTC Institute (2010) identifies “poor fit” as being a human resources issue in corrections (p. 5). Therefore, a systematic appraisal of all correctional officer positions may be necessary. Employees also need clear and consistent performance appraisal methods, which may have become arbitrary over the past few years. Junior officers should have input into what performance measures should be included, based on the actual tasks they perform. Peer reviews and positive reinforcement should also be considered part of the method of improving evaluation and performance measures.
Improving Inter-Agency Cooperation
Corrections officers at Centervale noted that inter-agency communications and support was lacking. The lack of inter-agency cooperation is a source of frustration and stress, leading to burnout, job dissatisfaction, and turnover. Inter-agency cooperation is a part of organizational culture and structure and needs to be remedied at that level. In criminal justice, inter-agency cooperation typically entails relationships with law enforcement and the judiciary. However, it could also include inter-agency cooperation between the correctional institution and mental health facilities, professional development and educational support providers, and social workers. Centervale needs to make a comprehensive list of all strategic community alliances first, and then work with senior and junior officers alike to identify the areas of greatest concern. Those will be the priority targets for inter-agency cooperation improvements. The first step will be to contact appropriate leaders at those other organizations and initiate dialogue. Meetings will reveal possible ways a new communications contract or protocol can be developed, enhancing mutual support, and helping create mutually beneficial solutions.






References

Lambert, E.G., Barton-Bellessa, S.M. & Hogan, M.L. (2015). The consequences of emotional burnout among correctional staff. SAGE Open 5(2):https://doi.org/10.1177/2158244015590444
Marshia, K., LaPlante, M., Allen, D., et al (2005). Report prepared for VT Department of Corrections. http://www.doc.state.vt.us/about/reports/attrition/view
MTC Institute (2010). Correctional Officers: Strategies to improve retention. 2nd Edition. http://www.mtctrains.com/wp-content/uploads/2017/06/Correctional-Officers-Strategies-to-Improve-Retention.pdf
Wittman, A.D. (2018). To reduce burnout on your team, give people a sense of control. Harvard Business Review, https://hbr.org/2018/03/to-reduce-burnout-on-your-team-give-people-a-sense-of-control
Wood, P. (2014). 3 basic concepts to improve corrections communication. Corrections One. Sept 18, 2014. https://www.correctionsone.com/communications/articles/7575933-3-basic-concepts-to-improve-corrections-communication/