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Human Relations and Training Officer for A Facility Essay

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The situation at the Centervale Correctional Facility has deteriorated over the
past several years. Once a model correctional facility, the current situation is
marked by a plethora of problems including low job satisfaction, employee
burnout and significant employee retention problems. As Human Relations and
Training Officer for the facility, I will attempt to identify the root causes for this
trend and to offer a plan to reverse it and bring the facility back to its former
position as a top correctional facility for both inmates and employees.
How will you prevent burnout among the employees?
Employees agree that they clearly understand the goals of the correctional facility
(Marshia 2005). The mitigating factors tied to the great degree of dissatisfaction
are a result of the operational aspects of the job and how those are implemented
to achieve those goals.
Burnout is a general term derived from multiple issues that impact job
satisfaction. (Stinchcomb 2009). Key factors contributing to burnout include;
demanding hours, mandatory overtime, the shift-like atmosphere of the job and
the low recognition factor for job performance, low pay scales and lack of respect
by supervisory personnel and the resulting diminishing communications between
employees and supervisors.
The combination of these factors translates into stress and the stress leads to jo
dissatisfaction and burnout. Burnout in a job usually leads to low job retention.
Statistic show that job retention in Centervale are low among first year recruits,
somewhat better between years two and three and very high among longer term
employees. (Marshia 2005). One reason for this is that new employees
experience immediate dissatisfaction with the job, if they do not immediately, then
they will put up with the problems for a year or two. Longer term employees can
remember when things were good and hold on to their jobs hoping that changes
will be made to return to better times.
A review of positive reinforcing activities that are key to retaining a satisfied
workforce include; pay scale and benefits, increased communication with
supervisors, a forum for free exchange of ideas and issues and recognition for
quality job performance. (Marshia 2005). Centervale should capitalize on this
information gathered from the actual workforce.
To mitigate the burnout in Centervale I suggest retaining a communications and
job performance consulting group to institute one on one meetings with
supervisory personnel and employees. The free exchange of ideas without a
retaliatory possibility will be encouraged. After the one on one meetings, the
consultants would prepare a report delineating any problem supervisors and
employees with recommendations for remedial actions. A compilation of the most
serious issues would be provided, along with an action plan to institute a free
forum, on a regular basis, to allow interaction between supervisors, employees

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and the consultants. A new direction, in conjunction with the input from all
concerned would be agreed upon and instituted. Continued opportunity for access
to the consultants would provide the free forum to assess, evaluate and hone the
approach to regain a facility wide increase in job satisfaction and job retention.
How you will improve communication between senior and junior officers?
A monthly forum, supplemented by a weekly open-door policy would be instituted
by supervisors to allow junior officers to communicate directly with heir bosses.
Hopefully this would develop into a positive experience across the board and be
viewed by senior officers to insure a smoother less stressful facility environment,
thus making their jobs easier. Junior officers would find an outlet for any
dissatisfaction to be directly communicated to senior officers and dealt with prior
to it becoming an issue worthy of burnout and the loss of an employee. The
consulting group would remain available, for a specified time, to mitigate any
failures of that system and offer an independent option for all employees to turn to
if they felt that their needs were not being met. Communication, especially the
lack thereof, between senior and junior officers is the number issue that causes
the waterfall effect leading to job dissatisfaction and failure to retain employees.
This system is the first line of defense for the facility and must be embraced by all
personnel to be effective.
What are the ways in which you will increase motivation and job performance?
The first issue to creating a path to increased motivation and job performance is
to correctly assess potential employees through the initial screening process to
find suitable candidates. (Stinchcomb 2009). To fill the already low staffing levels,
often due to poor employee retention, and to fill the growing need for more
employees as the prison population continues to increase, there may be a
relaxation of requirement for a potential employee. If we continue to hire
unqualified employees, without the proper education, psychological profile and
training, failure of the system will result.
Centervale must redesign its entry requirements to consider the current and
future of corrections. Upcoming senior posts to be filled must move away from
former strict division of senior, junior and inmate positions to a more education
based social impact and psychologically trained supervisory requirement. Junior
officers must also have a redefined educational background considering the
increasing number of inmates with medical and mental health issues.
The current and future employees should be given a path to recognition for their
good activities contributing to a better work environment, a clear pathway to
career development opportunities within corrections and a strategy to move away
from a shift-like work environment which results in boredom, to one that promotes
respect and allows employees to feel that they are doing meaningful work. In
addition, employees should be offered skills training directly related to giving

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The situation at the Centervale Correctional Facility has deteriorated over the past several years. Once a model correctional facility, the current situation is marked by a plethora of problems including low job satisfaction, employee burnout and significant employee retention problems. As Human Relations and Training Officer for the facility, I will attempt to identify the root causes for this trend and to offer a plan to reverse it and bring the facility back to its former position as a top correctional facility for both inmates and employees. • How will you prevent burnout among the employees? Employees agree that they clearly understand the goals of the correctional facility (Marshia 2005). The mitigating factors tied to the great degree of dissat isfaction are a result of the operational aspects of the job and how those are implemented to achieve those goals. Burnout is a general term derived from multiple issues that impact job satisfaction. (Stinchcomb 2009). Key factors contributing to burnout i nclude; demanding hours, mandatory overtime, the shift-like atmosphere of the job and the low recognition factor for job performance, low pay scales and lack of respect by supervisory personnel and the resulting diminishing communications between employees and supervisors. The combination of these factors translates into stress and the stress leads to jo dissatisfaction and burnout. Burnout in a job usually leads to low job retention. Statistic show that job retention in Ce ...
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