A qualitative application of the Job Demand-Control-Support (JDCS) to contextualize the occupational stress correctional workers experience

ABSTRACT

Correctional workers are at increased risk for a variety of mental disorders relative to the general population. The increased risk appears associated with frequent exposures to a variety of potentially psychologically traumatic events; however, the Job Demand-Control model and the Job Demand-Control-Support model posit operational (job content) and organizational (job context) stressors as increasing risks for mental health challenges. In the current study, we explore the potential impact of operational and organizational stress on correctional worker mental health, identifying specific stressors that might be modifiable. Data were drawn from the reports provided by 158 participants completing a large survey that elected to respond to either of two open text boxes inviting feedback related to their mental health. Qualitatively mapping our results onto the Job Demand-Control-Support model indicates participants perceive themselves as experiencing iso-strain as a function of being in a high demand, low control, and low social support work environment complicated by under-recognized caregiving. Participant reports suggest increased consultation by management and increased training may help to mitigate the perceived negative impact of the current workplace on their mental health.

KEYWORDS:

• Correctional services
• correctional work
• public safety personnel
• mental health
• qualitative
• well-being

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

1. In England, using the General Health Questionnaire to examine staff mental health in two prisons, researchers found that 57% (Harvey 2014) screened positive for a mental health problem at a level that recommended intervention.

2. The model also has a learning dimension; that having control in the form of decision latitude over occupational responsibilities/duties will decrease employee stress while increasing learning, but high psychological demands increase both learning and stress (Van Der Doef and Maes 1999).

Additional information

Funding

This work was supported by the Canadian Institute of Health Research, Institute of Neurosciences, Mental Health and Addiction, Grant Number: 16234.

Notes on contributors

Rosemary Ricciardelli

Dr. Rosemary Ricciardelli is Professor of Sociology, the Coordinator for Criminology, and Co-Coordinator for Police Studies at Memorial University. Elected to the Royal Society of Canada, her research is centered on evolving understandings of gender, vulnerabilities, risk, and experiences and issues within different facets of the criminal justice system.

R. Nicholas Carleton

Dr. R. Nicholas Carleton, Professor of Psychology, is Scientific Director for the Canadian Institute for Public Safety Research and Treatment. He is well-published with several prestigious awards and substantial research funding. Carleton is principal investigator on the Royal Canadian Mounted Police Longitudinal PTSD Study and focuses on applied research to support public safety well-being.