Validating a Measure of Work Stress for Correctional Staff

Abstract

The purpose of this study is to examine the structure of a measure of work stress. More specifically, the research investigated whether six items properly identified a latent measure of work stress for correctional staff. Using data from a nonrandom sample of correctional staff, the results of the structural equation model analysis supported the view that the six items form one latent construct. The implications of these results are presented as well.

Testing the Job Demands‐Resources Model for Nigerian Prison Staff Job Stress

“…; Lambert and Hogan ). Fear of being hurt is a demand that wears on a staff member over time (Higgins, Tewksbury and Denney ). Some staff may fear victimisation by some inmates (Crawley ).…”

“…Perceived dangerousness of the job refers to perceptions of feeling at risk of injury from the job (Cullen et al 1985;. Fear of being hurt is a demand that wears on a staff member over time (Higgins, Tewksbury and Denney 2013). Some staff may fear victimisation by some inmates (Crawley 2004).…”

“…There is a growing body of studies which have examined both the possible causes and consequences of job stress among prison staff. Higgins, Tewksbury and Denney () found more than 80 articles since 1985 dealing with job stress among correctional staff. This research supports the postulation that work environment variables play an important role in either raising or reducing the job stress of staff (Armstrong and Griffin ; Dowden and Tellier ; Griffin ; Lambert and Hogan ; Lambert and Paoline ; Triplett, Mullings and Scarborough ; Wells et al .…”

Exploring the Correlates of Perceived Job Dangerousness Among Correctional Staff at a Maximum Security Prison

“…Researchers have devoted much attention to correctional job stress. Higgins, Tewksbury, and Denney (2012) found more than 80 articles since 1985 dealing with job stress among correctional staff. Harmful for both correctional staff and agencies, job stress can lead to health problems for staff, such as hypertension, heart disease, and depression (Cheek & Miller, 1983; Finn, 1998).…”

“…Taken in total, the research indicates officers who feel less safe report higher levels of job stress (Armstrong & Griffin, 2004; Blevins, Cullen, Frank, Sundt, & Holmes, 2006; Dowden & Tellier, 2004; Hartley, Davila, Marquart, & Mullings, 2013; Huckabee, 1992; Wells, Minor, Angel, Matz, & Amato, 2009). The perceived threat of violence wears on staff (Higgins et al, 2012). Besides increased job stress, perceived job danger or risk of victimization has been linked to lower levels of job satisfaction, perceived organizational, and organizational commitment (Cullen et al, 1985; Dowden & Tellier, 2004; Griffin, 2006; Lambert & Hogan, 2010; Taxman & Gordon, 2009).…”