The New Age Worker: Morale and Strain Among Staff During a Correctional Staffing Crisis

• Published date: 01 November 2024
• DOI: http://doi.org/10.1177/10439862241272310
• Author: Konstadina Spanoudakis,Beth M. Huebner,Janet Garcia-Hallett,Victoria Inzana,Ashley Givens,Kelli E. Canada
• Date: 01 November 2024

https://doi.org/10.1177/10439862241272310

Journal of Contemporary Criminal Justice

2024, Vol. 40(4) 662 –679

© The Author(s) 2024

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DOI: 10.1177/10439862241272310

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Original Article

The New Age Worker:

Morale and Strain Among

Staff During a Correctional

Staffing Crisis

Konstadina Spanoudakis1, Beth M. Huebner2,

Janet Garcia-Hallett3, Victoria Inzana1,

Ashley Givens4, and Kelli E. Canada4

Abstract

Correctional institutions have historically faced challenges in hiring and maintaining

a workforce, which only increased during the COVID-19 pandemic. Considerable

turnover in staff in recent years has led some states to lower the age of hiring

eligibility, which in turn increases the number of new and younger officers on the

job. This study explores the challenges and opportunities that the unprecedented

change in the workforce in one Midwestern prison has had on workplace morale and

strain. This study uses data from semi-structured interviews with a diverse group

of correctional employees. We find a considerable disconnect between “new” and

“old” correctional officers and offer policy solutions for future staffing practices.

Keywords

prison, correctional officer, hiring, COVID-19, retention

Introduction

In recent years, correctional agencies have suffered tremendous personnel losses due

to staff burnout and stress, much of which was amplified by the COVID-19 pandemic

1University of Missouri-St. Louis, USA

2Arizona State University, Tempe, USA

3University of New Haven, CT, USA

4University of Missouri, Columbia, USA

Corresponding Author:

Konstadina Spanoudakis, Criminology and Criminal Justice, University of Missouri-St. Louis, St. Louis,

MO 63121-4400, USA.

Email: konstadinaspanoudakis@umsl.edu

1272310CCJXXX10.1177/10439862241272310Journal of Contemporary Criminal JusticeSpanoudakis et al.

research-article2024

Spanoudakis et al. 663

(Felix et al., 2023). A recent report from the Colorado Department of Corrections

found that some institutions have a turnover rate of over 100%, meaning that the num-

ber of correctional officers starting and resigning from these positions exceeds the

number of those employed. Similarly, at the height of the pandemic, staff retention

rates and positive COVID staff cases led the state of Ohio to deploy the National

Guard in many of its state-run correctional facilities (Lartey, 2020), while the state of

Florida had to temporarily shut down three facilities due to dangerously low staffing

levels (Florida Department of Corrections, 2021b). Staffing declined for several rea-

sons, including increased use of sick time, stress, burnout, staff quarantines, acceler-

ated retirement rates, and declines in mental health and morale among staff (Felix

et al., 2023).

As a result of the declining staff levels, several agencies have changed hiring prac-

tices to encourage more workers to apply and implemented additional efforts to retain

workers. For example, many departments offered signing bonuses to encourage indi-

viduals to apply for entry-level positions (e.g., Federal Bureau of Prisons, 2022;

Florida Department of Corrections, 2021a). Prisons in Colorado have started to enlist

correctional teachers and case managers to work as correctional officers in an attempt

to alleviate some of the burdens caused by the staffing crisis (Thrush, 2023). Many

states have also passed legislation reducing the age requirement of correctional offi-

cers, often to age 18 years (see CS/HB 7057; S.B. 1092). It is unclear how reducing

the minimum age of hire affects the culture and climate of the correctional workplace

post-COVID.

The purpose of this study is to explore the challenges that the unprecedented change

in the age and experience of the correctional workforce has had on workplace morale

and strain. This work adds to the existing literature on correctional culture by explor-

ing the dynamic nature of staffing and the consequences of change on the environ-

ment, particularly interactions among staff and between employees and incarcerated

residents. Data for this study were collected from semi-structured interviews with cor-

rectional staff in one Midwest prison. The results suggest that there is often friction

between the new and more experienced staff. Some participants attributed the strain to

perceived generational differences and changes in hiring policies, including reducing

the minimum age of hire. Policy suggestions focused on continued training and

onboarding are presented.

Correctional Turnover and Effects on Safety

Although staffing levels in correctional facilities were at near-historic lows during and

immediately after the COVID-19 pandemic in 2020 and 2021, respectively, staff

recruitment and retention have been of great concern for the past two decades (Gondles

et al., 2023). Facility administrators experience many barriers to correctional staff

retention. One of the main concerns is the dangerous nature of the job and the stress

involved. Correctional workers are regularly exposed to violence, threats, and work-

place injury (Britton, 2003; James et al., 2017). Compared to more senior officers,

these effects are magnified for younger, less experienced officers, as they appear more