Correctional staff are a necessary and valuable resource for correctional institutions, in both Western and Nonwestern nations; however, studies of correctional staff in Nonwestern nations, particularly those in Africa, are lacking. Improving the job satisfaction and organizational commitment of these staff are imperative, as both of these job attitudes have been linked to many salient beneficial outcomes. Most of the existing empirical research on correctional staff organizational justice explores only the effects of procedural and distributive justice and ignores interpersonal justice. Additionally, there has been little research on how procedural, distributive, and interpersonal justice affect correctional staff in Nonwestern correctional organizations. The current study explored the effects of all three forms of organizational justice on the job satisfaction and organizational commitment of staff at a medium security prison in southeast Nigeria. Based on Ordinary Least Squares (OLS) regression, all three forms of justice had significant positive effects on commitment. Procedural and interpersonal justice had positive effects on job satisfaction, while distributive justice had nonsignificant effects. Correctional administrators need to be aware the importance of procedural, distributive, and interpersonal justice and attempt to improve perceptions of these organizational justice variables.

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Job stress is the psychological tension, distress, and anxiety caused by stressors at work, and job stress is linked to numerous negative outcomes. While the nature of working with inmates can cause stress, work environment variables also contribute to the job stress of prison staff. The current study used the job demands‐resource model as a theoretical guide to explore the effects of job demand variables (that is, perceived dangerousness of the job, and role overload) and job resource variables (that is, supervision, job variety, instrumental communication, and job autonomy) on the job stress of staff at a medium‐security prison in Southeast Nigeria. Perceived dangerousness of the job and role overload increased stress from the job while supervision reduced job stress. Job variety, instrumental communication, and job autonomy did not have significant positive effects on job stress. The results partially supported the job demands‐resources model; however, specific work environment variables varied in terms of their statistical significance. Prison administrators need to be aware of the contribution that work environment variables have on job stress and need to make changes to reduce job stress among prison staff.

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