This study examined predictors of alcohol use (i.e., drinking quantity and frequency) in a sample of correctional officers (COs). More specifically, based on the idea of drinking to cope, we predicted an indirect effect of emotional demands at work on COs' drinking through employee burnout (i.e., exhaustion and disengagement). We further proposed that this indirect effect would be moderated by recovery experiences outside of work (i.e., psychological detachment and mastery). Participants were 1,039 COs from 14 state correctional facilities. Results indicate that emotional demands were positively associated with burnout, burnout was positively associated with COs' drinking, and emotional demands had a significant indirect effect on COs' drinking through burnout. In addition, detachment moderated the indirect effect of emotional demands on drinking quantity through exhaustion (but not disengagement), whereas mastery moderated the indirect effect of emotional demands on drinking frequency through disengagement (but not exhaustion). Specifically, the strength of the indirect effects were strongest at the lowest levels of recovery experiences, suggesting that low levels of recovery from work may represent a significant risk factor for drinking to cope in COs. Therefore, COs should be encouraged to participate in activities outside of work that facilitate recovery from work demands. (PsycINFO Database Record

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Although employee surveys have been around for decades with well-established frameworks and best practices, there has been a recent influx of experimentation. Given advances in technology and the need for business leaders to make rapid, evidence-based decisions, organizations are rethinking their traditional survey approach. However, very little has been published describing the prevalence of these new survey practices. The purpose of this study was to understand current and future/planned states of employee surveys within organizations from the perspective of employee survey practitioners. This chapter is based on responses from 57 large, typically multinational organizations with established employee survey programs. The results focus on how and whom organizations survey today and other program design elements including the type of surveys being administered, survey cadence, reporting options, and data privacy. The chapter concludes with program owner attitudes toward the effectiveness of various survey program elements.

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