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.

vii

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-

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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

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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

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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

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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

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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.

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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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