Creating a Positive Workplace Experience: The Issue of Support from Supervisors and Management in Shaping the Job Stress, Job Satisfaction, and Organizational Commitment of Private Correctional Staff

Abstract

The number of private correctional facilities operated by corporate security businesses has increased rapidly over the past 30 years. There has been a parallel increase in literature, both pro and con, comparing the efficiency and effectiveness of private and public prisons; however, employees of private correctional facilities have been largely ignored. This is a serious oversight in light of the fact that employees are the backbone of these facilities. Organizational support is an aspect of the work environment that may have significant effects on employees. Supervisory support and management support are the two dimensions of organizational support. Multivariate analysis found that both forms of organizational support are important. Specifically, supervisory support and management support were found to have negative effects on job stress and positive effects on job satisfaction and organizational commitment among employees at a private correctional facility.

The Impact of Job Attitudes on Private Correctional Staff's Continuance and Affective Organizational Commitment

“…It is simply the level of bond formed by the person with the employing organization (Lambert & Hogan, 2009;Meyer, Allen, & Smith, 1993). There is difference in the literature on the type of bond formed to the organization, with continuance and affective commitment representing different types of bonds (Allen & Meyer, 1990;Seyal & Afzaal, 2013).…”

“…Not only can personnel have significant effects on the private security organization or unit, but workplace factors can have a significant effect on personnel (Lim & Nalla, 2014). Research has focused on job stress and job satisfaction of personnel, and more recently there has been a more keen interest in how organizational commitment is affected by workplace variables (Lambert & Hogan, 2009). Organizational commitment, which is the bond between a worker and the employing organization, is important to organizations (Allen & Meyer, 1990;Lambert & Hogan, 2009).…”

“…Research has focused on job stress and job satisfaction of personnel, and more recently there has been a more keen interest in how organizational commitment is affected by workplace variables (Lambert & Hogan, 2009). Organizational commitment, which is the bond between a worker and the employing organization, is important to organizations (Allen & Meyer, 1990;Lambert & Hogan, 2009). Lincoln and Kalleberg (1990) noted that "the committed employee's involvement in the organization takes on moral overtones, and his or her stake extends beyond the satisfaction of a merely personal interest in employment, income, and intrinsically rewarding work" (p. 22).…”

“…In light of the significance of organizational commitment, the variables linked to it have been the focus of researchers (Lambert & Hogan, 2009). One of the limitations of this past research is failure to break organizational commitment into its two major forms-affective commitment (i.e., a psychological attachment to the organization; Allen & Meyer, 1990) and continuance commitment (i.e., a bond that forms because of investments with the organization).…”

“…Personnel are responsible for a myriad of tasks, duties, and responsibilities in order for a private security organization or unit to accomplish its objectives (Lambert & Hogan, 2009). Not only can personnel have significant effects on the private security organization or unit, but workplace factors can have a significant effect on personnel (Lim & Nalla, 2014).…”