an assessment of job satisfaction among south carolina
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AN ASSESSMENT OF JOB SATISFACTION AMONG SOUTH CAROLINA CORRECTIONAL - PowerPoint PPT Presentation

AN ASSESSMENT OF JOB SATISFACTION AMONG SOUTH CAROLINA CORRECTIONAL OFFICERS A P R E S E N T A T I O N P R E P A R E D F O R T H E S O U T H C A R O L I N A D E P A R T M E N T O F CO R R E CT I O N S B Y : F R A N K V . F E R D I K


  1. AN ASSESSMENT OF JOB SATISFACTION AMONG SOUTH CAROLINA CORRECTIONAL OFFICERS A P R E S E N T A T I O N P R E P A R E D F O R T H E S O U T H C A R O L I N A D E P A R T M E N T O F CO R R E CT I O N S B Y : F R A N K V . F E R D I K H A Y D E N P . S M I T H , P H . D . Included in March 20, 2019 letter from SCDC to LOC

  2. Correction Officer Turnover Rates  Between 2000-2008, MTC (2011) reported a nationwide CO turnover rate of 16.2 percent. This is highly varied, however.  Many systems face 30% turnover:  Patenuade (2001) found that from 1998-2001, 35 percent of Arkansas officers resigned annually.  35 percent of Vermont officers resigned in 2004.  35 and 34 percent of SCDC officers resigned in 2008 and 2009. Included in March 20, 2019 letter from SCDC to LOC

  3. Factors Contributing to Turnover  Low pay and benefits  Low managerial and supervisory support  Job dangerousness  High disease and injury threat  Low job commitment  Other more appealing job possibilities Included in March 20, 2019 letter from SCDC to LOC

  4. Purpose of this Report  Understand how many officers desire to resign  Identify factors leading to their turnover intentions  Inform policies designed to retain these employees Included in March 20, 2019 letter from SCDC to LOC

  5. Methods  The present researchers, along with SCDC officials, collaborated during two meetings to: a)-Request permission to conduct the current study; b)-Amend and finalize the survey instrument and c)-Schedule a time to administer the survey.  On April 16 th , 2013, the researchers provided each warden a box of surveys, which were then distributed to their respective CO’s.  The following month the researchers collected these surveys and began entering the data into the statistical software package (SPSS 21.0). Included in March 20, 2019 letter from SCDC to LOC

  6. RESULTS T H E F O L L O W I N G A R E F I N D I N G S F R O M O U R S T U D Y Included in March 20, 2019 letter from SCDC to LOC

  7. Included in March 20, 2019 letter from SCDC to LOC

  8. Included in March 20, 2019 letter from SCDC to LOC

  9. Included in March 20, 2019 letter from SCDC to LOC

  10. Included in March 20, 2019 letter from SCDC to LOC

  11. Included in March 20, 2019 letter from SCDC to LOC

  12. Popular Rival Jobs Identified  Law enforcement of any kind  Correctional officer within other institutions  Probation/ Parole Included in March 20, 2019 letter from SCDC to LOC

  13. Rival Jobs identified Jobs Listed Count of How Many Tim es Job was Identified Police/ Law Enforcement b 143 Detention Centers/ Jails/ Other Prisons 55 Probation/ Parole 20 Federal Prison Systems 18 School Resource Officer 7 Paralegal 3 Administrative Assistant 2 Military 2 Dispatcher 2 Mental Health Arena 1 Other a 5 Included in March 20, 2019 letter from SCDC to LOC

  14. Variables of Interest Contributing To Turnover Contributing To Turnover Protecting From Turnover Protecting From Turnover  Job Desirability  Vacation/ Overtime compensation  Psychological Problems  Overcrowded  Benefits/ Compensation  Co-Worker Relations  Job Dangerousness  Supervisor-Management Relations Included in March 20, 2019 letter from SCDC to LOC

  15. Key Recom m endations  Develop multi-level compensation packages that include not just pay issues, but consideration of retirement and healthcare benefits. Also some senior employees feel the neglected when the focus is centered on hiring new employees.  Develop a reward and recognition program for all correctional officials. This may as simple as utilizing the email system more effectively.  It is important to address work environment issues, and especially those concerning officer safety. Training may be needed to reinforce workplace safety and health risk concerns.  Provide emotional outlets for officers. Also of stress appears to stem from the suppression of emotions while at work. Programs that target CO stress should include issues of emotional dissonance. Included in March 20, 2019 letter from SCDC to LOC

  16. Questions or Com m ents H A Y D E N S M I T H , P H D A S S O CI A T E P R O F E S S O R D E P T . O F CR I M I N O L O G Y & CR I M I N A L J U S T I C E U N I V E R S I T Y O F S O U T H C A R O L I N A S M I T H H P @ M A I L B O X . S C. E D U 8 0 3 . 7 7 7 . 6 5 3 8 Included in March 20, 2019 letter from SCDC to LOC

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