Examining the Effect of Emotional Dissonance on Work Stress and Satisfaction With Supervisors Among Correctional Staff

• DOI: 10.1177/0887403405282961
• Published date: 01 September 2006
• Author: Richard Tewksbury,George E. Higgins
• Date: 01 September 2006
• Subject Matter: Articles

10.1177/0887403405282961Criminal Justice Policy ReviewTewksbury, Higgins / Effect of Emotional Dissonance

Examining the Effect of

Emotional Dissonance on Work

Stress and Satisfaction With

Supervisors Among Correctional Staff

Richard Tewksbury

George E. Higgins

University of Louisville

Studies of job satisfaction of correctional staff members have shownrelatively low levels

of job satisfaction. Important in these studies is the link between work stress and job satis-

faction. However,to date, researchers have neglected consideration of the role that emo-

tional dissonance may play in the job satisfaction of correctional staffmembers. Drawing

on data from 211 staff members in two Kentucky prisons, the present research examines

the role of emotional dissonance and perceived work stress on correctional staff mem-

bers’ job satisfaction. Structural equation modeling showsthat emotional dissonance is

an antecedent of work stress, which in turn affects satisfaction with supervisors. Impli-

cations for policy and future research are discussed.

Keywords: emotional dissonance; correctional staff; work stress

The administration of justice in a prison requires substantial labor from the cor-

rectional staff. As the largest budgetary expenditure for corrections (Beilen &

Krasnow, 1996; Peterson & Pierce, 1999; Stephan, 1999), the correctional staff is in

charge of implementing the myriad policies, procedures, services, and responsibilities

that are essential for a correctional institution to function.1Therefore, for an institution

to achieve its goals and objectives, the performance of the staff is essential.

Few will argue against the assertion that the correctional staff provides numerous

services in a prison. Whether they are administration, security, classification,or treat-

ment (i.e., medical, mental health, or social support) services, correctional staff pro-

vide services directly to inmates and indirectly to society,including the government or

nongovernmental organizations that employ them. In the context of providing direct

services, correctional staff members typically have face-to-face interactions with

inmates. In these exchanges, inmates’perceptions of the quality and suitability of ser-

vice deliverymay depend on the emotion (or lack of emotion) expressed by the correc-

tional staff (Abraham, 1998, 1999a, 2000). That is, the expression of emotion toward

an inmate may mean the difference between a hostile situation and a calm situation.

Therefore, to ensure calm intervention with inmates, correctional staff members may

290

Criminal Justice

Policy Review

Volume 17 Number 3

September 2006 290-301

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