Corrections Management and Employee Satisfaction Essay

Centervale Corrections Facility: Correcting Corrections

Problem Statement

Employees have been drawn to Centervale Corrections Facility because of its reputation for employee satisfaction and harmonious officer-inmate relations. However, recent turnover rates have skyrocketed. A preliminary survey of corrections officers at Centervale cite the following grievances: burnout, communications problems with senior officers, lack of motivation, low pay, role ambiguity/lack of clarity, and lack of inter-agency cooperation. It is hypothesized that stagnant institutional policies and processes need to be revised, with corresponding changes in organizational culture. However, improving inter-agency cooperation will also require the Human Relations and Training Officer to review protocols for interacting with other agencies and strategic partners.

Management Plan

Preventing Burnout

Centervale is not alone; “job dissatisfaction seems to be the norm” in corrections, with the most frequently cited reasons being related to issues like work schedule and mandatory overtime (Marshia, LaPlante, Allen, et al, 2005, p. iv). Burnout has adverse implications both for the employees who are discontent, as well as senior officers and inmates (Lambert, Barton-Bellessa & Hogan, 2015). Therefore, preventing burnout is one of the most important parts of the management plan. The means by which employees can prevent burnout include self-awareness strategies, coupled with more supportive policies that mitigate burnout.

Self-awareness strategies are critical for employees to recognize the signs and symptoms of stress before burnout occurs. Employees need to be trained in mindfulness techniques and receive training in emotional intelligence. However, no amount of self-awareness will help reduce burnout unless employees are not supported in their endeavor to manage stress and improve job satisfaction. Wittman (2018) therefore recommends a burnout prevention strategy that works by empowering employees. Based on research that shows that stress can be directly caused by lack of control, a managerial strategy that empowers employees will be instrumental in creating the desired changes to Centervale’s organizational culture. The burnout prevention strategy should be formally framed as a comprehensive policy that includes cooperation between junior and senior staff. Junior staff agrees to show respect for the team, while senior staff agrees to listen to employee feedback and resolve conflicts rapidly.

Improving Communication

Improving communication between junior and senior officers will be critical for reducing the human resources problems at Centervale and improving job satisfaction among all corrections officers. The hierarchical organizational structure does not preclude harmonious interactions and mutual respect. Wood (2014) suggests that senior officers practice three C’s: clarity, being concise, and being correct. Clarity is one of the main issues indicated in the survey of Centervale officers, and therefore critical to employee retention. Employees need not just role clarity but also clear communication that is direct and unambiguous. Clarity also connotes respect, which is the cornerstone of good communications in any sector. When senior officers demonstrate respect for junior staff, the respect will also flow in the opposite direction. Second, senior officers need to be concise when communicating any issue. Clarity goes hand in hand with brevity; a communication that includes too much extraneous or tangential information is likely to be ignored, misunderstood, or unclear. Lack of clarity and lack of brevity can also lead to errors. Finally, senior officers should aim for correct and honest communications. The information should be evidence-based or accurately…