Predictors of Early Job Turnover Among Juvenile Correctional Facility Staff

Abstract

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.

Increasing Morale

“…In addition, most human beings are social creatures, and positive interactions with coworkers can result in positive feelings about the work climate (Paoline, Lambert, & Hogan, 2006). Conversely, poor perceptions of coworkers can be a frustrating and straining experience for staff, wearing them down over time to a point that they view the workplace in negative light (Marston, 1993) and possibly leave their jobs (Minor et al, 2011). Positive perceptions of coworkers was hypothesized to have a positive relationship with correctional staff morale (Hypothesis 6).…”

Exploring the Association between Different Types of Social Support with Role Stress, Work–family Conflict, and Turnover Intent among Private Prison Staff

“…The direct costs include reduced performance, recruitment costs, training of new hires, and overtime to cover vacated posts (Lambert & Hogan, 2009b). Minor, Wells, Angel, and Matz (2011) reported the typical replacement costs of a prison staff member was about $30,000. The indirect costs include loss of social networks, loss of expertise, personnel shortages, reduced services, overworked remaining staff, and decreased morale (Lambert & Hogan, 2009b;Mitchell, MacKenzie, Styve, & Gover, 2000).…”

Theorizing Safety Informed Settings: Supporting Staff at Youth Residential Facilities

“…However, YRF staff are also uniquely burdened, tasked with the contradictory aims of deterring and rehabilitating youth, punishing while aspiring to promote health. The divergent nature of these goals, in addition to exposure to vicarious trauma, unsafe work conditions, and other problematic workplace dynamics, contribute to high rates of burnout, dissatisfaction, and turnover (Lambert, Hogan, Griffin, & Kelley, ; Minor, Wells, Angel, & Matz, ).…”