i
Recommendations for retention strategies in correctional agencies in order to decrease staff
vacancies with a specific focus on younger generations of candidates.
Approved: Dr. Susan Hilal Date: November 19, 2020
ii
Recommendations for retention strategies in correctional agencies in order to decrease staff
vacancies with a specific focus on younger generations of candidates.
Seminar Research Paper
Presented to
The Graduate Faculty
University of Wisconsin-Platteville
In partial fulfillment of the requirement for the degree
Master of Science In Criminal Justice
December 1st, 2020
By Jon Petersen
iii
Acknowledgements
It is with a great sense of pride and accomplishment that I submit this research paper in
partial fulfilment of the requirements for the degree of Master of Science in Criminal Justice at
the University of Wisconsin-Platteville. There have been people throughout the process of this
master’s program who have stood beside and behind me, pushing or pulling me to achieve and
pursue this degree with the utmost dedication and perseverance required for such a feat. My
wonderful and beautiful wife, Bobbi Jo, who always allowed me time to tackle assignments, tests,
papers, and research. She quietly assured me that this was a huge step in the right direction even
when there were times I wanted to throw in the towel. To my energetic, always happy, always
curious, and sometimes impatient but understanding and extremely amazing daughter Sloan.
There were many late nights and early mornings over the past two years. There were many times
that you wanted to play, draw, read, and spend time with me but I was busy working on
homework or researching articles. I know you don’t understand the importance of my hard work
now, but someday I hope you will, and I hope you will also pursue the difficult roads in order to
make your future better. To my mom, who would listen to me vent and also reassure me that this
once unachievable hurdle was always in fact well within reach. I just needed the right push in
the right direction at the right time to decide what was right for me and to do it.
To my co-workers who without fail or question always covered me if I had to do
schoolwork and needed to come in late or leave early. I give you my thanks. To my classmates.
Thank you for your support, your assistance, your arguments, your group work, and your
different points of perspective. All of those helped me to achieve great success. I couldn’t have
done it without any or all of you. Even though there is a high probability we will never meet in
the real world, the virtual world we have been a part of for these last two years was certainly an
iv
experience which I will look fondly on as we move through this new and uncharted criminal
justice world. We are the future, and we are the leaders who will steer this law enforcement
vessel in a new direction. Buckle up, it’s going to be a challenge. Lastly, but certainly not least,
thank you to the instructors, faculty, staff, and supports over the last two years. From
coursework to final papers, from financial questions to reminders to register, from accepting me
into this difficult but amazing program to advising me on what I should be doing and why, you
all have been an extreme integral part of my success. Finally, Dr. Susan Hilal, thank you for
assisting me throughout my time at UW-Platteville, especially this last year. Your commitment to
success is unmatched. I appreciate you and the time you have taken to help pull me through.
Cheers to all, we finally made it to the summit.
v
Abstract
Recommendations for retention strategies in correctional agencies in order to decrease
staff vacancies with a specific focus on younger generations of candidates.
By Jon R. Petersen
Under the Supervision of Dr. Susan Hilal
Purpose
The corrections field, most notably working as an officer in a jail or prison setting, is
facing massive staff vacancies. Recruiting qualified candidates and retaining those candidates
has proven challenging. Increases in annual budgets, increases in overtime costs, and increases in
attrition rates of officers are significant problems which requires significant changes in retention
efforts. This paper will address ways to have effective retention programs for correctional
departments in the hope to alleviate the extreme amount of vacancies in the correctional field.
Research Methodology
Literature reviews from secondary research will be the primary source of information
used in this paper. Research into generational groups and the retention and recruitment efforts
conducted by corrections agencies will encompass research articles, news reports, and internet-
based sources. An intensive focus on behavioral, organizational, and motivational theories that
pertain to employment and reasons people act or don’t act on prospective job opportunities will
also be included.
vi
Key findings
This paper details reasons people leave correctional agencies. Those reasons are
inadequate leadership, job dissatisfaction, inadequate promotional opportunities, lack of safety
and support, and poor pay and benefits. Corrections organizations need to implement effective
leadership strategies, effective ways to promote job satisfaction, better safety and support
initiatives, and competitive pay and benefits programs in order to increase staff longevity.
Without progressive plans or proposals, state agencies like the Wisconsin Department of
Corrections will not be equipped and will be unable to adept to the changing needs of younger
generational correctional officers.
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Table of Contents
ACKNOWLEDGEMENTS ............................................................................................................ III
ABSTRACT ..................................................................................................................................... V
PURPOSE ....................................................................................................................................... V
RESEARCH METHODOLOGY ..................................................................................................... V
KEY FINDINGS ............................................................................................................................. VI
SECTION I: INTRODUCTION .......................................................................................................1
STATEMENT OF THE PROBLEM ..........................................................................................................2 PURPOSE OF THE RESEARCH .............................................................................................................3 SIGNIFICANCE OF THE STUDY ............................................................................................................3 METHODS USED ................................................................................................................................4 LIMITATIONS ....................................................................................................................................4
SECTION II: LITERATURE REVIEW ...........................................................................................5
OVERVIEW OF THE WORK OF A CORRECTIONAL OFFICER ..................................................................5 REASONS FOR CORRECTIONAL VACANCIES ........................................................................................6 LEGISLATION CHANGES CREATE VACANCIES .....................................................................................7 VACANCIES IN OTHER CAREER FIELDS...............................................................................................8 LAW ENFORCEMENT .........................................................................................................................8 HEALTH CARE CAREERS ........................................................................................................................... 11 BUSINESS CAREERS .................................................................................................................................... 11 STEM FIELDS ............................................................................................................................................. 14 COMPARISON OF CAREER FIELDS .................................................................................................... 15 LEADERSHIP .................................................................................................................................... 16 JOB SATISFACTION .......................................................................................................................... 17 AGE AND EDUCATION ...................................................................................................................... 17 PROMOTIONAL OPPORTUNITIES ...................................................................................................... 18 SAFETY AND SUPPORT ..................................................................................................................... 19 PAY AND BENEFITS .......................................................................................................................... 19 OLDER MILLENNIALS (BORN BETWEEN 1980- MID 1990’S APPROXIMATELY) ...................................... 20 YOUNGER MILLENNIALS AND GENERATION Z (BORN IN THE MID 1990’S-PRESENT DAY) ................... 21 GENERATION X (BORN IN 1965-1980 APPROXIMATELY) ........................................................................ 22 CONCLUSION ................................................................................................................................... 24
SECTION III. THEORY ................................................................................................................ 24
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THEORY X AND Y ....................................................................................................................................... 24 THEORY Z .................................................................................................................................................. 26 TWO-FACTOR THEORY ............................................................................................................................. 26 APPLICATION OF THEORIES ............................................................................................................. 27 THEORY X AND THEORY Y, AND THEORY Z IMPLEMENTATION ........................................................... 27 TWO-FACTOR THEORY IMPLEMENTATION ............................................................................................. 29
SECTION IV: RECOMMENDATIONS AND SUMMARY ........................................................... 30
LEADERSHIP .................................................................................................................................... 31 JOB SATISFACTION .......................................................................................................................... 32 PROMOTIONAL OPPORTUNITIES ...................................................................................................... 33 SAFETY AND SUPPORT ..................................................................................................................... 33 PAY AND BENEFITS .......................................................................................................................... 34 ADDED INCENTIVES ......................................................................................................................... 36 GENERATIONAL NEEDS .................................................................................................................... 36 CONCLUSION ................................................................................................................................... 37
REFERENCES ............................................................................................................................... 38
1
Section I: Introduction
The corrections field is in the United States is facing many challenges. The prison and jail
populations have seen a 700% increase since the 1970’s to present day (American Civil Liberties
Union [ACLU], 2020). Over two million people are currently incarcerated in the United States
(ACLU, 2020). This growth can be attributed to such things as the passing of get tough on crime
legislation across the majority of the United States. For example, California passed the three
strikes legislation in the early 1990’s for third time violent offenders (California Courts, 2020).
This increased their prison population 150% from the late 1970’s through present day (Vera
Institute, n.d.). California’s current incarcerated population resides at 204,287 people (Vera
Institute, n.d.). Wisconsin passed truth in sentencing in the late 1990’s and saw their prison
population increase from 15,000 inmates in 1997, to 24,000 inmates in 2019 (Office of the
Secretary, 2016; Prison Policy Initiative, 2019). Comparatively, the state of Wisconsin’s civilian
population was at 5.2 million in 1997 and has increased slightly to 5.7 million in 2018
(Wisconsin Department of Health, 2019).
Along with increases in population, corrections organizations face the challenge of the
current pandemic, COVID-19. This recent virus has brought new attention to overpopulated
prisons across the country with many officials looking toward releasing inmates sooner than
anticipated if necessary (Prison Policy, 2020).
While prison populations have seen an upward trend in the number of people
incarcerated, so too has there been an increase in staff vacancies. Long hours, violent incidents,
and poor management practices are reasons officers leave facilities. In Wisconsin, ACT 10 was
passed in 2011 and stripped bargaining rights from public employees, and decertified unions in
order to balance the state of Wisconsin’s budget (Jones, 2015). Madland (2017) notes that
2
decreases in compensation benefits as the ones outlined in ACT 10 are associated with high
employee turnover, less experienced staff, and lower quality candidates. This piece of legislation
initially affected senior staff members, particularly generation x employees. As younger
generations enter state service, millennials and generation z, this piece of legislation will affect
those populations as well by requiring more be taken out for health insurance, retirement
benefits, and no incremental raises to base salaries. Organizations that suffer high turnover put
unnecessary burdens on remaining employees which can create animosity and also potentially
increase staff vacancies (Jones, 2015; Madland, 2017).
Statement of the Problem
The corrections field, most notably working as an officer in a jail or prison setting, is
facing massive staff vacancies. Recruiting qualified candidates and retaining those candidates
has proven challenging. Corrections is a tough environment where candidates with minimal
qualifications are subjected to difficult and increasing offender populations. Over the course of a
nine-year period from 2011-2019, in the Wisconsin Department of Corrections (DOC), the
turnover rate went from 2.87% in 2011 to 26.1% in 2019 (Chrisman, 2019; Davis, 2019). In
2018, the State of Wisconsin spent over 50 million dollars on overtime inside institutions
(Chrisman, 2019). This was due to extreme staffing shortages across the state. The Wisconsin
DOC has increased their annual budget from 909.3 million dollars in 2013 to 934 million dollars
in 2018 (Chrisman, 2019). This budget increase was also in part due to staff shortages. Increases
in annual budgets, increases in overtime costs, and increases in attrition rates of officers are
significant problems which requires significant changes in retention efforts. Corrections need to
increase retention efforts in order to slow vacancy rates, spend less taxpayer money on
3
continuous training academies for new staff, and ensure new staff are prepared to make
probationary periods. This practice could alleviate staff burn out and increase staff job
satisfaction.
Purpose of the Research
Having a strong correctional workforce is vital to protecting the public from violent
offenders while also maintaining safe institutions. To accomplish this, correctional agencies need
to adopt better retention practices and have more retention options for officers. Retention efforts
in criminal justice organizations are not tailored enough to the needs of a changing workforce
dynamic. Corrections agencies need to use tailored incentives in order to appeal to appropriate
candidates and retain them. High turn-over creates more work for existing employees who
eventually will begin to look for different job offers in the same or similar fields. Correctional
organizations need to be competitive in their efforts to retain highly qualified candidates in order
to prevent massive vacancies. As such, this study will include reasons as to why there are
excessive vacancies in corrections departments, as well as provide recommendations to reduce
these vacancies.
Significance of the Study
The importance of this paper is to reduce turnover, save taxpayer money, provide safer
working and living environments for staff and inmates, which would provide better services for
inmates and other incarcerated persons under the care of corrections.
4
Methods Used
Literature reviews from secondary research will be the primary source of information
used in this paper. Research into generational groups and the retention and recruitment efforts
conducted by corrections agencies will encompass research articles, news reports, and internet-
based sources. An intensive focus on behavioral, organizational, and motivational theories that
pertain to employment and reasons people act or don’t act on prospective job opportunities will
also be included.
Limitations
Limitations to this research paper is that there is not a lot of academic articles relating to
correctional institutions retention efforts. The primary research pertains to law enforcement, and
other professions. As such, recommendations will need to be based off of what works in other
settings outside of corrections.
5
Section II: Literature Review
The following review is broken into four sections. The first section looks at reasons for
correctional vacancies and provides an overview of correctional officer job duties. The second
section looks at vacancies in law enforcement, health care, business, teaching, and STEM fields.
The third section compares reasons for vacancies in other fields and corrections. Finally, the
fourth section will discuss generational differences between Generation X, Millennials, and
Generation Z.
Overview of the work of a correctional officer
The job duties of a correctional officer are very hands-on, and task orientated. Officers
need to manage difficult populations behavioral issues, while counseling inmates on a wide
range of rule infractions. Officers need to conduct pat or personal searches and cell searches,
escort inmates, and transport inmates to other facilities, and potentially put themselves into high
risk situations (State of Wisconsin, 2020). Officers also have to be prepared for violent
situations, emergency situations, and unusual events like escapes.
The process to become a correctional officer is very involved and can be daunting due to
how long it takes. According to the State of Wisconsin (2020), this process entails sending in an
application and a cover letter, a panel interview, a physical fitness test, a drug test, and a medical
screening. Qualified persons need to be 18 years old, no felony convictions, no domestic
violence convictions, pass all required testing processes, must have a high school diploma or
equivalent, must be eligible to handle a firearm, and must be able to work additional hours (State
of Wisconsin, 2020). The process can take months for individuals, which in the interim, people
may look for other job prospects.
6
Reasons for correctional vacancies
Turnover rates are high in corrections. For instance, the state of Wisconsin turnover rate
in the DOC went from 2.87% in 2011 to 26.1% in 2019 (Chrisman, 2019; Davis, 2019). There is
a fair amount of vacancies as the demands of the job at times are more than people bargain for.
Long hours, stressful situations, low pay and more being deducted from people’s checks for
retirement and health care contribute to increases in vacancies in corrections fields (Jones, 2017).
Bush (2018), notes that with any profession, one must weigh the pros versus the cons.
The cons of taking a position within corrections are long hours, in some cases 16 hours-a-day
multiple days in a row. This in itself is a tremendous burden for officers and officers’ families.
The pay and benefits, in some areas of the country, are substandard, and training sessions are
long with some initial onboard trainings being 7 weeks or more. In addition, there is danger
associated with the position. Officers find themselves in difficult unsafe positions frequently,
which could result in harm to themselves or others. Bush (2018) notes that officers work in all
types of conditions and weather, while working different shifts, additional hours, nights holidays
and weekends.
While there is quite a bit of turnover, there are some things that officers can look
favorably toward in the field of corrections. According to Bush (2018), the benefits of a
correctional career are things like job security, benefits packages are substantially better than
private sectors in some areas, ability to make an impact on others, and promotional opportunities.
These positive attributes may appeal to people who are looking at future careers in law
enforcement and corrections, including probation and parole, and could outweigh the cons of this
profession.
7
Wilson, Scheer, and Grammich (2010) state that it is much more time consuming and
expensive to recruit correctional officers than it is to retain them. In any process, whether
corrections or police, officers must meet standards or exceed standards in order to proceed
throughout the pre-hiring events. With all of the effort put into finding qualified candidates,
retaining those qualified candidates needs to be a priority. Ultimately, corrections, which is
facing massive shortages, will need to balance what officers want out of their personal and
professional life with the reality of the job itself.
Legislation changes create vacancies
In addition to retirements, military activations, long hiring processes, and dangerous
working conditions, there is another component that increases state correctional officer
vacancies. That is legislation changes. Legislation changes and challenges have left state
organizations, like corrections in Wisconsin, less of a long-term career and more of short-term
job prospect. Decreases to employee benefits packages may also be a factor which has
contributed to staff vacancies (Madland, 2017). ACT 10 was passed in 2011 and stripped
bargaining rights from public employees, and decertified unions in order to balance the state of
Wisconsin budget (Jones, 2015). Madland (2017) notes that decreases in compensation benefits
as the ones outlined in ACT 10 are associated with high employee turnover, less experienced
staff, and lower quality candidates. This piece of legislation initially affected senior staff
members, particularly Generation X employees. As younger generations enter state service,
Millennials and Generation Z, this piece of legislation will affect those populations as well by
requiring more be taken out for health insurance, retirement benefits, and no incremental raises
to base salaries.
8
Organizations that suffer high turnover put unnecessary burdens on remaining employees
which can create animosity and also potentially increase staff vacancies (Jones, 2015; Madland,
2017). Better retention practices should alleviate staff burn out and increase staff job satisfaction,
not only in corrections but other careers with high turnover problems. In order to understand the
commonalities that these careers have with corrections, it is important to discuss these career
paths.
Vacancies in other career fields
Corrections is not the only profession that has retention problems. There are some
common themes that transcend several different careers including law enforcement, health care,
business, teaching, and STEM fields.
Law enforcement
Law enforcement shortages are a major problem in many areas around the country.
Wilson et. al (2010), use a bucket metaphor to explain the many factors that affect law
enforcement efforts to retain personnel as denoted below in figure 1.1 and figure 1.2
9
The bucket metaphor (Wilson et al., 2010).
The current reasons for overwhelming attrition in law enforcement are much vaster than
in previous generational periods. While generational differences will be discussed briefly at the
end of the literature review, it is important to note that the largest generation, baby boomers, has
created position vacancies that are not being filled by the upcoming generations. For illustration
purposes, the baby boom generation started in law enforcement agencies 40 years or more ago.
This caused a large hiring event and created posts and jobs that were needed to offset an
expanding workforce. The generations to follow the large baby boom generation have not been
as able to fill the vacancies left by the retirements from their predecessors (Wilson et al., 2010).
When more organizational responsibilities are placed onto less available officers this
causes a rift and creates incomplete institutional goals (Wilson et al., 2010). In addition to
changing organizational needs and massive retirements, the younger officers involved with
military units are also being called into military services more frequently. This causes more
vacancy problems in organizations (Wilson et al., 2010). When officers in law enforcement and
10
corrections agencies are activated for military service, the officer’s position becomes a perpetual
overtime vacancy. This vacancy needs to be filled by existing staff. The bucket metaphor
represents the extreme amount of responsibility placed on officers and what factors contribute to
attrition. These changes create vacancies but are not the only reasons that vacancies occur.
Vacancies in careers like law enforcement are not just confined to the above-mentioned
characteristics but can include facets of emotional intelligence in individual officers (Brunetto,
Teo, Shacklock, & Farr-Wharton, 2012). The researchers noted a relationship between emotional
intelligence and retention. An officer who had higher emotional intelligence demonstrated a
more willingness to stay with a law enforcement career than officers who were less emotionally
inclined (Brunetto et al., 2012). Less emotionally intelligent officers suffered higher turnover
rates than their well-adjusted peers.
Emotional intelligence in law enforcement was linked to well-being, job satisfaction,
organizational commitment, and the officer’s own perceptions on their choice of employment.
Understanding emotional intelligence in a law enforcement career such as policing or
corrections, and how to harness and influence officers’ emotional intelligence is another way to
reduce vacancies. Officers that are well-rounded and well-adjusted to their own emotional needs
appear to have a more fulfilling approach to longevity in their agency (Brunetto et al. 2012).
Emotional intelligence and its effect on career happiness in law enforcement and
corrections needs to be considered as a reason officers leave agencies. Organizational
management hierarchies must do a better job of acknowledging officers’ emotional intelligence
or lack of emotional intelligence on officers’ abilities to perform their duties in order for
agencies to lower turnover rates.
11
Health care careers
Health care, a complex and fast paced career, also suffers from the same retention
problems that correction agencies undergo. Steinmetz, De Vries, and Tijdens (2014) note that
factors which contribute to a person’s decision to leave health care can be age and education, job
satisfaction, and other work-related qualities. In regard to age and education, Steinmetz et al.
(2014) state younger and more educated health care professionals are more likely to leave their
organization for other organizations that offer more promotional career opportunities.
Job satisfaction has many different facets in nursing as well as other careers. Steinmetz et
al. (2014), categorizes job satisfaction as organizational factors, demographic factors, and
alternative job prospects which influence decisions to stay or go. Steinmetz et al. (2014) also
depict work related characteristics as organizational climate, job insecurity, lack of promotional
opportunities, and quality co-workers are all factors that contribute to vacancies.
Due to the demands of the job, health care organizations require irregular hours, overtime
hours, weekend hours, and nights (Steinmetz et al., 2014). These schedules are challenging and
contribute to job dissatisfaction which contributes to turnover. Operating a 24/7 facility takes a
toll on staffing patterns, which is especially apparent due to the current COVID-19 pandemic
that is sweeping the nation and the world. As hospitals continue to admit positive persons and are
nearing patient capacity, the shortage of heath care workers will only continue.
Business careers
Business related careers are not immune from high turnover rates, similar to what is
happening in health-related professions. Al Mamun and Hasan (2017) state age, educational
levels, and experience in the organization are all factors that increase turnover. Younger
12
professionals in business are more likely to be dissatisfied with their position and seek other
areas to fulfil promotional needs. Professionals that have higher educational achievements who
aspire to more job opportunities inside business organizations may become frustrated by the lack
of development they feel they need in order to move throughout the organization. Finally,
experience and years in service inside of businesses contribute to retention if the professional
feels appreciated for their time in service to that organization. However, if the professional has
put in a significant amount of time and does not receive validation for that time then the
professional could seek other employment in other organizations in order to receive the
validation necessary.
Chadi and Hetschko (2018) reinforce the above-mentioned reasons people leave business
careers. They state that occupational mobility in younger workers encompass things such as
fulfillment, personal growth, promotion opportunities, pay and benefits, managerial qualities,
and organizational structure. These reasons are the most influential for people who decide to
leave their employment.
Teaching careers
Teaching is another high turnover career, like health care and business-related careers.
Zhang and Zeller (2016), researched turnover rates in teachers across the United States. Teachers
are leaving higher risk or at-risk schools and going to more stable areas. For instance, teachers in
at risk schools in Texas who have amassed a small amount of years in service with that school
are leaving the border towns and other at-risk towns to get to more established and better
equipped schools in more urban areas. When these teachers leave, a vacuum is created and needs
to be filled by less experienced teachers. With constant turnover in some areas of the U.S.,
inexperienced teachers continually and consistently teach students.
13
Bonhomme, Jolivet, and Lewen (2016), researched teacher turnover in Dutch primary
schools. Their findings mimic the findings in the United States. Reasons for teacher turnover in
Dutch primary schools are due to wages, job satisfaction, and average or below average student
performance. Bonhomme et al., (2016), also noted in poorer neighborhoods teacher turnover is
higher due to teachers constantly leaving those areas for private schools or more suburban and
metro school districts. While the process to become a teacher may differ from the U.S. the
reasons for leaving are almost identical.
Essentially, in at-risk and high-risk school systems, inexperienced professionals who may
not hold all of the appropriate teaching certifications are allowed to teach youth and once those
teachers meet the licensing requirements, they leave the school for better school districts (Zhang
& Zeller 2016). Reasons teachers stay at some schools instead of others are age and education,
the school administration, to include the principal, community attitudes toward learning,
mentoring or counseling avenues, success of the students, higher pay, and graduate program
availabilities to continue post-secondary education efforts (Bonhomme et al., 2016; Zhang &
Zeller 2016).
Zhang and Zeller (2016) note, teachers need to feel as if their ideas and opinions are
being heard and implemented by the principal and administration. Teachers also need
community support in order to achieve student success. Having the ability to be a mentor or
counselor to students was another avenue teacher’s expressed dissatisfaction in which propelled
teachers to leave certain schools. Higher pay and benefits and the opportunity to continue with
their graduate work were factors that attributed to better retention and reasons teachers are
actively leaving school districts across the nation (Zhang & Zeller 2016).
14
STEM fields
The STEM field or Science, Technology, Engineering, and Math professions, has also
seen a dramatic increase in job vacancies in the last couple of decades. This field has seen a
surge in vacancies with women and white males leaving the profession.
Six characteristics, according to Fouad, Chang, Wan, and Singh (2017), were identified
that contribute to job satisfaction in engineering: achievement, comfort, status, altruism, safety,
and autonomy. This was adapted from the Theory of Work Adjustment (TWA) and applied to
persons in STEM. Fouad et al., (2017) researched reasons engineering fields were having high
turnover with their employees, specifically high turnover with women engineers. Using the
TWA, Fouad et al., (2017) found that attrition in female engineers was most likely due to
comfort.
The comfort category encompassed work life balance, compensation, steady
employment, and working conditions. Female engineers noted that work-life balance and
working additional hours, 40 hours or more over a week, were not compatible. Attempting to
raise a family while meeting the demands of the job was a main reason female engineers left the
profession.
Compensation, according to Fouad et al., (2017), similarly determined why women may
leave engineering. The rate of pay was not financially significant to counteract childcare costs in
some areas. Women also noted that there was inequality in pay raises between men and women
in the field.
Finally, safety was another cause of turnover depicted in the engineering study (Fouad et
al., 2017). Safety encompassed policy and procedure sets, lack of female mentors, and violations
15
of HR polices regarding sexual harassment in the workplace as well as other violations of
policies and procedures. Women engineers reported that they felt victimized and harassed from
their male bosses.
While these areas are significant in understanding why women and other minority groups
leave STEM Fields, they are not the only explanations for a void of qualified workers.
Stereotypes about women in science and engineering fields play a large role in reasons that
marginalized groups either leave or do not enter STEM fields (Smith, 2011). Smith (2011) and
Fouad et al., (2017), states traditionally STEM has been a heavily male dominated field, and
while the push to bring women into the field has been productive, there have been setbacks.
Those setbacks are due to extreme stereotyping. Smith (2011) notes, in addition to stereotyping,
another aspect to consider is females or other minority groups go through long educational
processes for STEM and may take a different career path such as teaching STEM instead of
working in STEM. They may prefer to teach in the field due to the unprofessional way they get
treated in the science or engineering workplaces. Harmful stereotypes could be placed into the
safety category depicted by Fouad et al., (2017). Discrimination and stereotypes violate HR
policies and create work environments that are not inclusive toward marginalized groups such as
females (Fouad et al., 2017; Smith, 2011).
Comparison of career fields
By examining the different fields and comparing those fields to corrections, a few themes
are apparent. Those themes are leadership, job satisfaction, age and education, promotional
opportunities, safety and support, and pay and benefits. These characteristics were an important
part of careers with high turnover problems.
16
Leadership
Leadership can be broken into parts: effective supervision, appropriate management
practices, and enforcement of policies and procedures. In all career fields discussed above
leadership was a primary factor people did not stay with their employment (Al Mamun et al.,
2017; Fouad et al., 2017; Monk et al., 2010; Russo, Woods, Drake, & Jackson, 2018; Steinmetz
et al., 2014; Wilson et al., 2010; Zhang & Zeller, 2016). Leadership is an essential aspect and
should be nurtured. Russo et al. (2018) and Wilson et al. (2010) both note that people in law
enforcement careers, like corrections, are willing to overlook other less appealing aspects of their
jobs if they have good leadership. The importance of leadership and its effect on corrections
agencies cannot be undervalued. Unfortunately, as the literature notes, leadership positions are
often given to underqualified candidates (Russo et al., 2018). Wilson et al., (2010) states the silo
type hierarchy and bureaucratic organizational structure may also discourage young people from
promoting in law enforcement fields due to the politics involved in obtaining higher positions.
Leadership can be ethical or abusive. Ethical leaders present themselves in a manner that
demonstrates appropriate expectations on and off duty, and those ethical leaders project their
expectations onto their employees by leading by example. Ethical leadership styles have been
found to decrease staff vacancy rates in some areas (Tao, Jiang, Liu, Zhang, Yang, & Zhang,
2017).
Abusive leadership styles take shortcuts, do not make ethical decisions, do not project
good qualities onto their employees, and generally create more conflict than they resolve (Tao et
al., 2017). Tao et al. (2017) delineation between the two leadership styles in a hospitality setting
can translate to any career with high turnover. Abusive leadership styles disenfranchise their
17
employees and ultimately creates retention problems. Whereas ethical leadership styles promote
work life balance, image, emulation, respect, and safety. Agencies with high turnover need to
focus their efforts on attracting and promoting ethical leaders if those organizations are to create
a better working environment. A better working environment starts with a solid leadership
construct, one that promotes ethical decision making and an inclusive atmosphere.
Job Satisfaction
Job satisfaction, another area in all career fields that people depicted as a reason to leave
their career choice. Job satisfaction is defined as contentment with an employee’s job choice and
can be influenced by work hours, co-workers, autonomy, and working conditions. While there
are several other attributes that contribute to job satisfaction, the careers noted primarily pointed
to those characteristics as reasons people either stay or leave a job. People will stay at a career
for the long term if their work hours are consistent, they enjoy their co-workers, there is a sense
of individuality and can do their jobs without being micromanaged, and if the work environment
is constructive to a positive experience (Al Mamun et al., 2017; Fouad et al., 2017; Monk et al.,
2010; Russo et al., 2018; Steinmetz et al., 2014; Wilson et al., 2010; Zhang & Zeller, 2016).
Having the ability to do one’s job well without constant supervision is a major reason
correctional officers stay with their professions (Russo et al., 2018; Wilson et al., 2010).
Age and education
The career fields studied all mentioned age and education as a factor for retention (Al
Mamun et al., 2017; Fouad et al., 2017; Monk et al., 2010; Russo et al., 2018; Steinmetz et al.,
2014; Wilson et al., 2010; Zhang & Zeller, 2016). People that are young (young Millennials and
Generation Z) who have attained post high school education degrees are more likely to leave
18
organizations for other careers or other organizations that recognize their academic
achievements. This is important as more and more younger generation persons enter the job
market and believe their education will provide them with better job prospects. Instead of
retaining these high-quality candidates, corrections agencies lose them to other areas that provide
those employees with opportunity to utilize their college degrees.
Promotional opportunities
The literature noted that people expect to have an abundance of promotional
opportunities in their career choice (Al Mamun et al., 2017; Fouad et al., 2017; Monk et al.,
2010; Russo et al., 2018; Steinmetz et al., 2014; Wilson et al., 2010; Zhang & Zeller, 2016).
Being able to move up the corporate ladder, so to speak, is a huge accomplishment. People that
are motivated to have more responsibility, take on more tasks, and make decisions that affect the
overall operations of their organization want the opportunity to prove they are able to handle the
additional challenges of promotions.
Correctional officers want to demonstrate they have the ability to be effective leaders and
can handle the rigorous regiments of maintaining and operating a 24-hour seven day a week
facility. Wisconsin Jobs (2020), the state of Wisconsin job website, has multiple promotional
postings available for viewing on their site. Promotional opportunities as a retention aspect is
vital in hiring qualified candidates into corrections agencies. Due to ACT 10 in Wisconsin,
correctional officers do not receive incremental pay raises (Jones, 2015; Madland, 2017). This
causes people to promote hastily and those people may not be prepared to be in a supervisor role
which can cause stress and dissention among line officers.
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Safety and support
The careers mentioned all stated that reasons people leave their careers is due to a lack of
safety and a lack of support (Al Mamun et al., 2017; Fouad et al., 2017; Monk et al., 2010; Russo
et al., 2018; Steinmetz et al., 2014; Wilson et al., 2010; Zhang & Zeller, 2016). In health care
careers this translated into appropriate PPE. In business and STEM, it was more of an ability to
feel protected by or from management. Law enforcement’s idea of safety and support translated
into the belief and practice of the agency protecting and defending officer’s decision-making
abilities (Wilson et al., 2010). Officers wanted to ensure they had autonomy, discretion, and that
their ability to make split second life changing decisions would be supported by their
administrations. In corrections, safety and support translates to holding inmates accountable to
the rules and policies and procedures set forth by the department, that management and
supervisors will support officers decisions, that appropriate PPE and other precautions are
accessible when dealing with inmates who have infectious diseases, that disciplinary procedures
are fair for officers, and that all facets of the department will hold itself and inmates accountable
(Russo et al., 2018; Wilson et al., 2010). These characteristics are essential to correctional
agencies. Without a sense of safety and security, officers will not stay with correctional agencies.
Pay and benefits
Pay and benefits was another important aspect directly related to retention (Al Mamun et
al., 2017; Fouad et al., 2017; Monk et al., 2010; Russo et al., 2018; Steinmetz et al., 2014;
Wilson et al., 2010; Zhang & Zeller, 2016). As noted, correctional officers in Wisconsin do not
receive incremental pay raises due to ACT 10 (Jones, 2015; Madland, 2017). The benefits
packages for Wisconsin correctional officers are not adequate or competitive enough to
20
effectively retain qualified candidates. Other states corrections departments, such as Maryland
(Department of Public Safety and Correctional Services n.d.), have much more lucrative benefits
packages which is more appealing to candidates that are willing to move out of state. Retention
programs in other states will be discussed in Section IV. By not being more competitive with
their pay and benefits packages, Wisconsin’s Department of Corrections will continue to see an
increase in staff vacancies.
Younger generations, specifically Generation Z and younger millennials are looking for
more out of an employer than a steady paycheck. Overall best business practices could elevate
job turnover and reduce staff vacancies which would create an environment that is more
inclusive for the younger generations.
Generational differences
Generational differences in the workforce is important for correctional agencies to
understand because what the three generations are looking toward with employment
opportunities are all different and can influence retention.
Older Millennials (born between 1980- mid 1990’s approximately)
Older millennials grew up similarly to Generation X with technology and the internet.
Dimock (2019) notes, while Generation X persons had to learn the ins and outs of technological
advancements later in their life cycle, older millennials were able to navigate the internet and
technology with a much smoother transition. Older millennials left high school and were into
college while there were two wars occurring in different parts of the world (Dimock, 2019). This
prompted many older millennials to join the military and fight the war on terror. Millennials born
21
between 1981-1996 approximately, were teenagers and young adults when 9/11 happened. It
dramatically shaped their world view and thusly how they interacted within it.
Another aspect that affected the millennial generation, according to Dimock (2019), was
that older Millennials were graduating college and trying to start a life when the recession in
2008 took hold. This event made it harder to find good paying job prospects. This economic
hardship forced older Millennials to take jobs, including areas like corrections in order to get into
the labor market.
Traditionally, the ability to promote, and have incremental pay increases, as well as
retirement contributions were common reasons people got into and stayed with law enforcement
(Hilal et al., 2017). The same could be said of corrections as well. Older generations of officers
were more likely to stay employed in law enforcement and corrections than their younger
counterparts due to adequate retention programs (Wilson et al. 2010). Older millennials found
their way into fields like corrections due to adequate benefits packages, decent retirement
options, and an opportunity to promote throughout the field without post high school educational
requirements.
Younger Millennials and Generation Z (born in the mid 1990’s-present day)
Generation Z, classified as being born 1997-present day, didn’t grow up like their
Millennial counterparts. Whereas Millennials voted in favor of the U.S first African American
president, most Generation Z persons have only known or lived through the election of 2016
(Dimock, 2019). This shapes how they perceive their world and what they expect from an
employer. Their expectations for the labor market are different than previous generational
periods.
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Younger generations, later millennials and Generation Z, expect different things than
older Millennials and even Generation X persons. According to Iorgulescu (2016), Generation Z
persons value growth, promotional opportunities, and new experiences inside the workplace. As
law enforcement has morphed from a crime detecting and case solving model toward a broader
world view with anti-terrorism dominating many functions of both corrections and police, the
need to retain more officers is apparent. The need for management to be able to provide
employees with opportunities for growth and advancement as well as good benefits packages
will also be a deciding factor when more younger Generation Z and Millennial persons enter the
labor market (Iorgulescu, 2016).
Generation X (born in 1965-1980 approximately)
While most of the research focused on millennials and Generation Z persons and their
expectations out of their employers, Generation X or people born from 1965-1980 approximately
(Iorgulescu, 2016; Lyons & Kuron, 2014; The, 2019) have been left out of the discussion.
Generation X persons make up 51% of all leadership positions in organizations worldwide (The,
2019). This generation makes up a large part of the current workforce and has different
expectations than their younger colleagues.
Millennials and Generation Z persons expect work life balances, flexibility in scheduling,
abundance of promotional opportunities, and the ability to have a voice in crucial decision-
making processes inside their organizations among other career opportunities and aspirations
(Iorgulescu, 2016; Kane, 2019; Lyons & Kuron, 2014). Whereas generation X persons want
autonomy, independence, self-reliance and the ability to adapt inside their careers which
demonstrates their hard work ethic (The, 2019).
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Generation X persons have a play hard/work hard mentality (The, 2019). This allows
them to be efficient and focused in their careers while enjoying their time off. Generation X
persons have excelled in professions with odd hour shift work, whereas their younger
counterparts want schedules that are more focused on work/life balances which enable them to
have traditional working hours (Lyons & Kuron, 2014). Generation X persons have spent their
working lives providing for families and obtaining mortgages. Younger millennials and
Generation Z persons are not as focused on aspects of the American Dream as older millennials
and Generation X persons are. Generation X persons are extremely grateful for the ability to
have provided for their families and that gratitude is demonstrated in their longevity in their
careers (Lyons & Kuron, 2014).
Generation X persons are not content with just showing up to the jobs and careers they
have held for long terms but want to excel. Generation X persons want to be given projects,
tasks, and have the ability to train others who enter the workforce (The, 2019). This team first
mentality is in contrast to an individual first mentality apparent in younger millennials and
generation Z persons (Lyons & Kuron, 2014).
Lyons and Kuron (2014) note that there are significant generational differences in
categories such as personalities, work values, attitudes, leadership preference, work-life balance,
teamwork ideologies, and career progressions as well as personal and professional experiences.
The three generational periods are not the same and a one size fits all organizational structure
limits growth among generational periods. Agency hierarchies and future decision makers in
corrections will have to be better at navigating the aforementioned discrepancies among the
generations in order to provide an environment that caters to each generational strength. These
three generations make up and will continue to be vital elements in the workforce. The baby-
24
boomers are retiring which due to their large generational size is creating massive vacancies in
many professions. Without an understanding of the generational differences currently in the
workforce, careers like corrections will not be able to adequately supply employees with the
things needed in order to retain those groups appropriately.
Conclusion
This section covered several topics about reasons why people leave professions. It also
covered generational differences in the workplace. Generational differences and retention
problems could be mutually exclusive and work in tandem in some arenas. Taking a case by case
approach and investigating reasons people leave careers while exploring generational
expectations will assist correctional agencies and other high turnover professions in having a
better idea of how to fix the current problems of employee vacancy. These two themes, reasons
for vacancies and generational differences, are closely related. They need to be treated in a
fashion that enhances their relationship to one another.
Section III. Theory
The following section begins with a review of several theories that relate to retention,
Theory X and Theory Y, Theory Z, as well as the Two-Factor Theory. The theories are then
shown how they are applied in various industries.
Theory X and Y
Douglas McGregor, a management professor at MIT in the 1950’s and 60’s developed
two theories relating to employee motivation (Introduction to Business, n.d.). Those theories are
Theory X and Y. Theory X states that management assumes the following things: Work is not
fun to most people and they will avoid work whenever they can, people are not ambitious, do not
want responsibility, and prefer to be given direction, most people are not creative problem
25
solvers, motivation occurs at the lower levels of Maslow’s hierarchy of needs, people are self-
centered and need constant direction in order to achieve organizational goals, people are resistant
to change and people are gullible and not intelligent (Introduction to Business, n.d). Theory X,
therefore, states that in order to motivate employees, organizations need to use control, coercive
tactics, and hard approaches to ensure organizational goals are met. In some cases, Theory X
could facilitate a soft approach or a more harmonious approach and not be so strict with
employees however, if this method fails to motivate employees then the hard approach is the
only option left.
Theory Y is more of an employee/organizational theory, which states that management is
responsible for motivating employees to adhere to organizational goals and that there is a
relationship between employee satisfaction and management style (Stojkovic, Kalinich, &
Klofas, 2015). Theory Y states: work can be as natural as play if the conditions are right, people
can be self-directed and creative to meet objectives if they are committed to the job, people can
be committed to quality and productivity if there are rewards in place which address other areas
of the hierarchy of needs pyramid, creativity can be infectious, people can handle responsibility
because of their natural creative abilities, and people will seek responsibility if given the right
conditions (Introduction to Business, n.d). Theory Y notes that dissatisfied employees who are
not motivated by traditional means are often disenfranchised due to poor management styles.
Wilson et. al (2010) reiterates this aspect by stating that organizational characteristics such as
lack of career growth, inadequate feedback, lack of continual training, unsatisfactory recognition,
and poor, disparaging, ill equipped leadership are all reasons officers may leave organizations.
Theory Y essentially states that management needs to motivate their employees using incentives
26
and initiatives that make people want to stay, while providing those employees with adequate
and perceptive leadership.
Theory Z
Theory Z states that organizations must realize they do not live in a vacuum and there are
other external influences which drives motivations for employees (Stojkovic et al., 2015).
Introduction to Business (n.d.) notes, William Ouchi, a Japanese businessman, developed Theory
Z. Theory Z states: employees have a desire for cooperation, people want to have a work-life
balance, people value a working environment that encompasses family, tradition, culture and
other core values, and organizations need to trust their employees to do what is asked of them
(Stojkovic et al., 2015).
Two-Factor Theory
Herzberg factor theory about workplace satisfaction and dissatisfaction is also relevant.
According to the website expert program management (2018), Fredrick Herzberg, a psychologist
during the same time frame as McGregor, theorized the two-factor theory or motivators and
hygiene theory. The theory looked at what people expected out of their jobs. Those expectations,
or wants also called motivators, were things like achievement, recognition, the actual work,
responsibility, advancement, and growth. The hygiene factor was defined as things that won’t
necessarily encourage employees to work harder but will un-motivate people if these factors are
not present (Stojkovic et, al., 2015). Hygiene factors are things such as policies, supervisory
aspects, interpersonal relationships, work conditions, salary, safety/security, and remuneration or
compensation attributes (Stojkovic et al., 2015).
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Application of theories
Theory X and Theory Y, and Theory Z implementation
Theory X and Theory Y have been linked to various industries to help explain
relationships between supervisors and employees. Those relationships affect job satisfaction
properties of workers to include retention.
A study pertaining to workers in a service industry examined Theory X and Theory Y
and the affect that theory had on the relationships between employees and management (Sahin,
2012). Sahin (2012) noted it was found that managers who used Theory X practices had no
positive relationships which affected the employees’ commitment and longevity. With Theory Y
managers, however, it was noted that there was a positive relationship between managers and
workers, which increased job satisfaction and commitment to their workplace.
Overall, corrections agencies have used a Theory X approach being it is a paramilitary
organization. However, Stojkovic et al., (2015) states that corrections supervisors and
administrators have found that Theory Y management styles have provided individuals in those
organizations with higher levels of job satisfaction, increased levels of commitment to the
facilities, and decreased stress levels. Agencies that are willing to use sign on bonuses or
completion of academy incentives (Miletich 2019; Department of Public Safety and Correctional
Services, n.d.) are able to motivate employees through recruitment, initial hiring and beyond. If
the leadership of the organization is tolerable then employees who have satisfactory incentives
are likely to remain invested in that organization. Theory X and Theory Y are viable theories that
have worked in correctional settings. At times one may be more effective than the other, but both
have demonstrated feasibility and practicality inside institutions.
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Theory Z’s feasibility has been established in business. Having empowering leaders who
nurture employee/organization relationships while allowing individuality has proven effective in
terms of commitment and job satisfaction (Kwak & Jackson, 2015). Acknowledging that external
factors influence employee performance in addition to cultivating effective
supervisor/employee/organization relationships are essential to agency growth and employee
retention.
Corrections need to consider multiple external influences which motivate employees to
stay with organizations. Wilson et al., (2010) and Stojkovic et al., (2015) describes these external
influences as work family balance, increase promotional opportunities, job flexibility, stable and
lucrative benefits packages, and competitive wages. Younger officers, specifically, are drawn to
organizations that recognize their abilities and organizations that realize the officer’s potential.
Providing the officer with opportunities that they may not have received in a different
organization could likely keep officers interested in correctional organizations. In addition to
providing more sustainable benefits and using Theory Z as a guideline, correctional
administrators should allow officers on probationary periods opportunities to be on tactical
teams, security threat group committees, or other specialized elements inside of the organization.
This gives incentives to new officers and recognizes the officer’s potential to be a vital asset to
the institution. Generally speaking, new officers are not permitted to be on specialized teams or
committees unless they pass their original probationary periods. Those probationary periods are
approximately one year. Theory Z looks at outside influences which affect an officer’s decision
to pursue careers in law enforcement (Stojkovic et al., 2015). Those external factors are
expansive. They are not limited and do include work life balance (Wilson et, al., 2010). Younger
29
generations of professionals entering the workforce are in tune to their schedule and most are
looking to have hours that are reflective of an active lifestyle.
Two-Factor Theory implementation
In a study focusing on specific areas inside of health care industries Alarwahi, Sellgren,
Altouby, Alwahaibi, and Brommels (2020) found that with an absence of hygiene factors or a
dissatisfaction with workloads, promotional opportunities, salary components, and organizational
procedures employees were not committed to staying with their agency. The motivating factors
for those employees were co-workers, supervisor/subordinate relationships, and professional
developments. Those things were favorable aspects of the agency, but were not enough to get
employees to remain committed (Alarwahi et al., 2020).
Herzberg and colleagues’ Two-factor Theory looks at aspects of job satisfaction and how
those aspects impact whether or not employees stay or leave a profession. The common element
in law enforcement for job dissatisfaction, much more than benefits or pay, was poor supervision
practices by management. This could also be true for correctional agencies. In order for
correctional organizations to retain staff, those organizations need to invest time and effort into
supervisors and make their supervisors better. Supervisors need to be open minded,
approachable, and supportive of officers and their decisions (Monk et al., 2010, Wilson et al.,
2010). With good supervision and adequate leadership, officers may forgo better benefits from
other places to stay with a correctional organization if there are also more job opportunities to
keep those officers satisfied with their career choice. According to Monk-Turner, O’Leary, and
Sumter (2010), in a study conducted on law enforcement officers, the officers they interviewed
and studied were satisfied with the freedom that their positions had, the ability to make their own
30
decisions or autonomy, the problem-solving aspect of the job, and the group of people they
worked with. Those were all satisfactory traits of the profession.
In the Monk et al., (2010) study, hygiene factors from the officers were elements of poor
leadership, inept supervisors, and poor communication from the top to the bottom. These were
all things that were unappealing to their career choice. As Wilson et al., (2010) also noted those
same or similar traits, specifically regarding leadership and the lack of faith officers had for their
superiors. Monk et al., (2010) state that the pay and benefits weren’t nearly as good as officers
hoped, but most didn’t get into the profession to make money. They left their previous
employment for something new, a chance to help and give back to their communities, freedom to
make decisions, autonomy, and to be a part of something bigger than themselves. While pay
wasn’t a factor when officers applied for the position, the study by Monk et al., (2010) noted that
pay increases and better benefits was more appealing to younger officers who had 1-3 years on
the job as opposed to veteran officers who had 8-12 years or 13 and more years with the
department. All groups surveyed noted that promotional opportunities and the ability to be on
specialized teams were important aspects of retention that upper echelon administrators need to
consider (Monk et al., 2010).
Section IV: Recommendations and Summary
The literature and theories pertaining to retention of employees denote people are more
likely to stay with an organization if there are adequate leadership, job satisfaction, promotional
opportunities, safety and support, and good pay and benefits (Monk et al., 2010; Russo et al.,
2018; Wilson et al., 2010). Further, the recognition of different generational cohort needs is
important. The following section will outline recommendations for each category depicted in the
literature review.
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Leadership
Russo et al. (2018) state that leadership positions, such as higher echelon positions like
department heads, are not adequately prepared to take on the challenges presented to them during
their usually short time on the job. Most Department of Corrections administrators are appointed
by government officials and are generally only in those positions for four years. Correctional
agencies are multifaceted and incorporate many different and challenging levels of management.
Administrators and department heads need to be well versed in preparing and maintaining
budgets for large entities, outside agency influences, legislative issues, advocacy groups, and
community groups just to list a few responsibilities for leaders in correctional agencies. In
addition to those challenges, administrators are also responsible for figuring out how to
implement plans to nurture and train future officers as well as future leaders (Russo et al., 2018).
With a condensed timetable, four years or less, these administrators and public officials are
severely underequipped to handle all of the tasks designated to the position.
Russo et al. (2018), noted that upper echelon leaders are not the only ones who are
underequipped. Usually, line supervisors are promoted from line officer positions. Given the
legislative acts in play, such as ACT 10 (Jones, 2015; Madland, 2017), in some states
correctional officers see no incentive to promote or to take on more responsibility by becoming a
supervisor. The ones that do are underqualified for the positions they interview for which causes
problems between veteran line staff and newly promoted young supervisors.
There is a solution for both higher echelon managers and line supervisors. Russo et al.
(2018) states that incorporating best business practices from other entities will give a better
approach to developing and promoting staff throughout the ranks. For upper echelon
administrators, a national leadership development and training program put on by former
32
department heads, department secretaries, and administrators specifically for corrections would
be helpful to implement. There are national leadership programs for other organizations, such as
the International Association of Chiefs of Police (International Association of Chiefs of Police,
n.d.), corrections would need to adopt and adapt a current program to suit their needs for
department leaders.
Promoting line staff to supervisory positions is a delicate, but necessary function of
corrections. Ensuring the right person fits into a supervisory position takes time. Before people
promote, however, corrections agencies need to develop those personnel they believe will make
good supervisors. This development process is vital to corrections. Wilson et al. (2010) notes
that training and development for law enforcement officers is needed to ensure that supervisors
understand their role trainer/mentor. This also allows supervisors to explain complicated
bureaucratic processes and see if the silo type hierarchy will be overwhelming for young
inexperienced potential supervisors. There is no shortage of leadership trainings available for
motivated individuals. Correctional agencies need to be able to give their staff the right resources
to achieve organizational goals.
Job satisfaction
Correctional organizations need to understand emotional intelligence and how it relates to
officer’s overall job satisfaction (Brunetto et al., 2012). In order to understand emotional
intelligence for individual officers, during their onboarding training an emotional intelligence
test should be taken (Emotional Intelligence Test, n.d.). This could give a baseline as to how the
officer perceives their initial feelings toward job satisfaction. The test should be given
periodically throughout the officers’ probationary period and then yearly as a way to gauge job
satisfaction.
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Job satisfaction is a complex and involved series of circumstances that influence officers’
decisions to stay or leave correctional organizations. Consistent work hours, good co-workers,
fun and inclusive atmosphere have all been documented as reasons people remain with an agency
(Russo et al., 2018; Wilson et al., 2010). A big part of job satisfaction is feedback from
supervisors and department administrators (Wilson et al., 2010). Officers need consistent
substantial feedback about their progression or regression in some cases. Sit down sessions with
superiors that allow officers to see their progression or regression and discuss critical
constructive reasons with an emphasis on how to fix those areas are crucial to maintaining
quality personnel. Monthly counseling sessions, or personal professional development (PPD)
sessions should be considered for all staff instead of yearly sessions.
Promotional opportunities
As noted, younger generations of officers want an abundance of promotional
opportunities and growth options inside their career choices. In a correctional setting, specifically
Wisconsin, there is plenty of chances to move up for young motivated professionals (WISCJOBS
2020). The problem is not access to the opportunity, in most cases, the problem becomes a lack
of qualified candidates. As both Russo et al., (2018) and Wilson et al., (2010) note, training and
development of officers before they become supervisors will keep those officers motivated and
engaged to their organizations if the onboarding to become a supervisor is built into their
personal professional development plan (PPD).
Safety and support
As noted throughout the literature, people want to feel safe and supported inside their
careers (Al Mamun et al., 2017; Fouad et al., 2017; Monk et al., 2010; Russo et al., 2018;
34
Steinmetz et al., 2014; Wilson et al., 2010; Zhang & Zeller, 2016). Corrections is no different.
While the definitions for safety and support may vary from profession to profession, employee
needs are a vital part to keeping personnel.
Wilson et al (2010) state that officers in law enforcement want policies and procedures
that are fair and enforced unilaterally across the board. Correction agencies need to follow with
this recommendation and enforce all policies unilaterally. This will demonstrate to employees
that their concerns are important and will be looked into. It also provides employees with a sense
that management and supervisors treat employees fairly, and that they are also treated with
dignity and respect. By having and enforcing policies and procedures fairly, correctional
managers show a willingness to listen to concerns brought up by subordinates without
judgement.
Pay and benefits
While pay and benefits was not as big of a reason people left their jobs, it was an
extremely important thing that employees considered when deciding their investment into an
organization (Al Mamun et al., 2017; Fouad et al., 2017; Monk et al., 2010; Russo et al., 2018;
Steinmetz et al., 2014; Wilson et al., 2010; Zhang & Zeller, 2016). Correctional agencies should
look at attractive retention benefits to entice qualified candidates to apply and in order to get
hired by correction departments. The process to obtain employment should be challenging in
order to create an environment that fosters competition in individuals. The programs available to
retain employees should be beneficial in order for employees to want to stay with the agency.
Increasing employee benefit packages could provide corrections agencies with extremely
qualified candidates who want to perform well. The more competitive the retention efforts of the
organization, the more likely candidates will be invested into their place of employment.
35
Some agencies in law enforcement use sign on bonuses to attract candidates and keep
them vested with their careers. The Seattle, Washington Police Department, for instance, has a
15,000-dollar bonus program for qualified officers (Miletich 2019). Another option could be a
tuition reimbursement program for continuing education. Maryland has a program that gives
correctional officers 2,000 dollars upon completion of academy training, and another 3,000
dollars upon successful completion of probationary periods as well as student loan repayment or
forgiveness programs. In addition to those incentives, Maryland also offers a 20 year and retire
program (Department of Public Safety and Correctional Services n.d.). Alaska offers 20 hours of
leave to any officer who recruits another officer into the Alaska DOC, with an additional 20
hours granted to the recruiting officer upon completion of probation by the recruited officer
(Brooks, 2017).
In addition to those great incentives, options for retention could also include Deferred
Retirement Options Programs (DROP). This program allows employers to put lump sums into
accounts with varying interest rates every year the person defers retirement once they reach
retirement age (Reed, 2019). Some states have a 25 year and retire program. Florida uses such an
incentive to keep qualified law enforcement candidates. Employees who have 25 years of
service, plus a percentage of their high years earned, can retire at 55 (Police Officers Retirement
Plan, 2016). The above-mentioned practices to retain employees could be implemented in
departments like corrections to provide potential and current employees reasons to remain in a
very difficult field.
Without some sort of progressive initiative, states like Wisconsin will continue to see a
constant turn-over rate of state corrections personnel. Candidates that are offered diverse and
specific benefits packages may be more likely to stay with the agency rather than continually
36
change jobs which results in increased vacancies. Russo et al., (2018), note that retirement
benefits were a factor a lot of people considered when entering a correctional field, however,
since 2008 most states have increased employee contributions into retirement benefits which
decreased take home pay, and states have also increased minimum age requirements in order to
be eligible for retirement. Both of those factors have contributed negatively to the retention of
younger generations in correctional fields.
Added incentives
To promote good health and longer life expectancy, correctional agencies should
implement a physical fitness plan. A physical test in corrections is needed in order to obtain
employment, however once the officers are into their probationary periods, corrections
departments do not necessarily continue with physical standards (WISCJOBS, 2020).
Implementing a physical fitness program and incentives to maintain a physical fitness standard
for officers will also contribute to retention efforts. All officers should be required to take a
yearly physical fitness test. Elements could, include but would not be limited to: x amount of
pushups in 2 minutes, x amount of situps in 2 minutes, a 1.5 mile run under 20 minutes, be able
to drag a 170 pound dummy 25 yards, as well as bench press and squat half the officers body
weight, plus a firearms qualification course (Go law enforcement, 2020; Powers, 2019). Officers
that maintain physical fitness standards could be eligible for lump sum payment a year
remibursment from health insurance companies (Vrotos, 2015).
Generational needs
As younger generations of officers continue to enter correctional fields, management
needs to recognize the generational needs between Generation Z and older millennials or even
Generation X persons. Wilson et al. (2010) note that younger officers want to feel as if they have
37
a voice in their organizations and that their input matters. This was also noted in several career
fields pertaining to reasons why people leave their careers (Al Mamun et al., 2017; Fouad et al.,
2017; Monk et al., 2010; Russo et al., 2018; Steinmetz et al., 2014; Wilson et al., 2010; Zhang &
Zeller, 2016). Taking officer feedback into consideration for decisions that affect their particular
area or areas will give them a sense of contribution.
Younger persons are more educated than their Generation X and older millennial
counterparts and those more educated generations want their time spent in universities to count
for something. By giving them a voice in decisions that affect their positions, essentially
correctional administrators and supervisors validate the years spent in colleges and universities.
Conclusion
Qualified and open-minded leadership, inviting and engaging elements of job
satisfaction, recognizing officers’ abilities, ample promotional opportunities, a sense of safety,
being supported in decisions, and incentives to join and remain with a correctional profession are
all factors that can contribute to a decrease in staff vacancy rates. Agencies like Wisconsin’s
Department of Corrections could benefit from implementing some of these efforts into their
institution practices. Finding unique and researched methods to retain staff has to be a priority
moving forward. Retention of staff will also be reflected positively by the taxpayers of
Wisconsin as more staff that fill vacancies means less staff that have to go through the long
hiring and training processes.
These elements when managed properly could decrease significant turnover in
corrections organizations. Simply finding the correct balance of those factors and implementing
purposeful and impactful retention practices will be more appealing to younger generations of
officers in correctional fields.
38
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