Staff turnover poses challenges for many correctional organizations. Though a growing body of research exists on turnover intention in adult corrections, few studies have examined the topic in juvenile corrections, and none have measured organizational commitment-a variable known to predict turnover intent in adult corrections. Using survey data, this study examines the utility of personal characteristics, work environment variables, and job attitudes in predicting intentions of staff in juvenile correctional facilities to quit their jobs within 12 months following survey administration. Job satisfaction and organizational commitment were the best predictors. In turn, considerable variability in these two job attitudes was explained by work environment variables. Implications are discussed for future research and for improving the work environment to better control turnover.

Although there is minimal research on job turnover among staff working in juvenile correctional facilities, turnover continues to be a costly problem with far reaching ramifications. This study examined 12-month turnover (operationalized in terms of resignations) among 13 successive cohorts of 475 staff who completed a basic training academy over a 3-year period. Turnover approached one quarter and was most probable during the first 6 months following academy completion. Seven demographic and nine work-related predictors were analyzed, including measures of job satisfaction and organizational commitment. Only one variable predicted turnover. Turnover was significantly less likely among staff displaying satisfaction with coworkers. The findings imply that turnover among newer employees might be curtailed through programs such as staff mentoring implemented during the first 6 to 9 months of a new employee's tenure to foster positive coworker relations.

There have been relatively few studies of job stress among staff of juvenile correctional facilities. The Job Stress subscale of the Prison Social Climate Survey, which has been used extensively in studies of adult facility staff, was completed by 443 staff (72.1% of those surveyed) working in residential placement facilities and group homes operated by the Kentucky Department of Juvenile Justice. Job stress scores were regressed on a wide range of potential predictors. The significant predictor variables were all related to the work environment; background variables had no predictive utility. Lower staff stress was predicted by organizational satisfaction and commitment, job satisfaction, and sense of personal efficacy. Staff who perceived less danger in the work environment and those who did not supervise other staff reported lower stress. Implications of the findings for policy and practice are discussed.

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Research conducted to date has not shown juvenile shock incarceration (boot camp) programs to favorably affect recidivism. The authors extend the literature by comparing the recidivism of juveniles who completed a shock incarceration program that included a systematic aftercare phase with recidivism among a matched control group of juveniles released from more traditional residential placements. Findings were mixed as regards recidivism at 4-, 8-, and 12-month follow-ups. There were no differences in reconvictions at 8-or 12-month follow-ups and no differences in reoffense seriousness across time frames. However, a significantly lower proportion of the boot camp group recidivated during the initial 4-month aftercare phase, and at 12 months, a lower proportion had been recommitted to residential placements. Older juveniles had significantly higher recidivism scores than did younger ones. The findings demonstrate the importance of combining shock incarceration with quality aftercare.

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