NCJ Number
143468
Journal
Large Jail Network Bulletin Dated: (Summer 1993) Pages: 3-6
Date Published
1993
Length
4 pages
Annotation
Although large jails represent a considerable portion of budgets allocated at the local level, researchers from the fields of business, psychology, sociology, and criminology have conducted few studies of organizational work issues in correctional settings; jail administrators can benefit from meaningful research to improve management practices.
Abstract
One area of management research that may be useful to administrators of large jails involves the study of organizational change and the stress, anxiety, job satisfaction, absenteeism, job performance, and job turnover experienced as a result of change by those who work in these facilities. The dynamics associated with change can be assessed by surveying both the organizational climate and staff attitudes. Further, the impact of change on organizational work issues in jails is especially important in the context of the transition process as jails continue to change their management style from linear intermittent surveillance (LIS) to podular direct supervision (PDS). PDS has been an accepted method of facility operation for over a decade, but many organizations attempting to transition from an LIS to a PDS facility often encounter strong resistance. Stressors related to organizational change include new role demands, role ambiguity, role conflict, new policy implementation, and inadequate staff preparation and training. Phases associated with implementing a successful change process in the correctional setting are described, and recommendations on assessing the organizational climate are offered. 15 references