How can administrators of correction agencies reduce staff turnover and create a satisfied dedicated long-term workforce?
The organization that I will discuss in my paper will be the Georgia Department of Corrections. Georgia has 115 facilities placed throughout rural Georgia. The Department of Corrections is the fifth largest prison system in the United States and is responsible for supervising over 57,000 inmates in custody and 140,000 probationers under supervision. It is the largest law enforcement agency in the state with nearly 15,000 employees. The turnover rate of staff in the corrections system is one of the major problems management faces today. At the end of 2006 there were more than 500 vacancies. I have worked for the Department of Corrections for six years and the class I entered with had 22 new hires, and today only three are currently still employed. Some of the factors that have contributed to the high turn over rates are dissatisfaction with management, stressful conditions and misconduct, and employees moving on the jobs with higher salary. With the increasing number of inmates entering the system each year it’s becoming almost to keep enough manpower to operate shifts without working twelve-hour shifts.
The department has experienced significant correctional officer and medical staff turnover that has increased its training and medical costs. At the end of Fiscal Year 2005-06, the department had approximately 500 (5%) correctional officer vacancies, and it had more than 200 vacant nurse, physician, and dentist career service positions at times during the year. The department attributes this turnover to the dissatisfaction with management, stressful working conditions, and salary competition. The Legislature has increased correctional officer salaries, but many counties continue to offer higher salaries to their correction staff. When officers leave shortly after they are trained, the...