The Ties That Bind

• Author: Eric G. Lambert,Thomas Kelley,Nancy L. Hogan,Marie L. Griffin
• DOI: 10.1177/0032885514563293
• Published date: 01 March 2015
• Date: 01 March 2015
• Subject Matter: Articles

The Prison Journal

2015, Vol. 95(1) 135 –156

© 2014 SAGE Publications

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DOI: 10.1177/0032885514563293

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Article

The Ties That Bind:

Organizational

Commitment and Its

Effect on Correctional

Orientation,

Absenteeism, and

Turnover Intent

Eric G. Lambert1, Marie L. Griffin2,

Nancy L. Hogan3, and Thomas Kelley4

Abstract

Recent literature has found that organizational commitment of correctional

staff is highly influenced by the workplace and can either result in positive or

negative behaviors. Most research, though, has examined predictors of only

one type of commitment. This study looked at three types of commitment

(continuance, moral, and affective) and their influence on the outcomes of

correctional orientation, views of absenteeism, and turnover intent. The

results indicate that the three dimensions of commitment varied in their

impact on the organization outcomes and provide insight into the complex

nature of the bonds that tie employees to this unique organization.

1The University of Mississippi, University, USA

2Arizona State University, Phoenix, USA

3Ferris State University, Big Rapids, MI, USA

4Wayne State University, Detroit, MI, USA

Corresponding Author:

Eric G. Lambert, Department of Legal Studies, The University of Mississippi, Odom Hall,

University, MS 38677, USA.

Email: eglamber@olemiss.edu

563293TPJXXX10.1177/0032885514563293The Prison JournalLambert et al.

research-article2014

136 The Prison Journal 95(1)

Keywords

correctional staff, organizational commitment; support for treatment;

support for punishment, turnover intent

In the past several decades, those working within correctional institutions

have been the focus of increased attention by scholars. There is good reason

for this increase in empirical research. Correctional staff is the heart and soul

of most correctional facilities. These employees are responsible for the oper-

ation of highly complex institutions and must maintain safe, secure, and

humane facilities. Although correctional employees have significant effects

on the operations of correctional institutions, workplace factors also affect

these individuals. The duties and the environment associated with work in

prisons are unlike those found in most other organizations, making this line

of work fairly unique. Few organizations, especially those outside the crimi-

nal justice system, face the daunting challenge of housing and managing

uncooperative and often violent individuals. Due to the uniqueness of cor-

rectional work and staff’s vital role in the proper functioning of a correctional

facility, considerable research in the past several decades has focused on the

workplace forces that influence staff members.

Much of the early research examined possible predictors and conse-

quences of job stress and job satisfaction among correctional staff. More

recently, there has been a growing interest in staff organizational commit-

ment. Organizational commitment refers to the bond between the employee

and the employing organization (Morrow & McElroy, 1986). Developing a

better understanding of organizational commitment “has implications for

employees, organizations, and society as a whole” (Mathieu & Zajac, 1990,

p. 171). For example, increased levels of organizational commitment among

correctional staff have been linked to various significant outcomes, such as

increased organizational citizenship behavior (i.e., going beyond what is

expected at work), decreased turnover intent and turnover, and lower levels

of absenteeism (Lambert, Edwards, Camp, & Saylor, 2005; Lambert &

Hogan, 2009; Lambert, Hogan, & Griffin, 2008). Griffin and Hepburn (2005)

contended that “understanding and promoting commitment to the organiza-

tion is essential to the efficiency and effectiveness of the organization” (p.

612). The research to date, although providing valuable insights into the pre-

dictors and outcomes of organizational commitment among correctional

staff, is far from complete. Such studies have focused primarily on such

salient issues as the differences in how commitment has been defined and

measured, and/or predictors rather than the possible outcomes of commit-

ment among correctional staff. Much more is needed to understand the role