Purpose, Power, Justice and Marginality

This exploratory study endeavored to examine the relationshipamong several important organizational forces and their impact ondiversity at the Texas Department of Criminal Justice (TDCJ). Itwas posited that clarity of correctional purpose, power preference,and organizational justice would affect marginalization of some,leading to increased attrition ideation and finally to diversity.Path analysis of data from a survey of 127 correctional officersdid not support the model. A new model was constructed using theconcepts in the model, as well as the thinking that led to thecreation of the original model. The model derived from the dataindicated the possibility that different forms of organizationaljustice influence anger and marginalization separately, ultimatelyinfluencing attrition ideation, perceptions of procedural justice,and finally perceptions of functional difference. Suggestions forcorrectional executives implied by the findings include payingclose attention to perceptions of marginalization or unfairnessamong line staff, changing promotion and selection procedures inorder to be more transparent, and dismantling wardensovereignty.

Klappentext
This exploratory study endeavored to examine the relationship among several important organizational forces and their impact on diversity at the Texas Department of Criminal Justice (TDCJ). It was posited that clarity of correctional purpose, power preference, and organizational justice would affect marginalization of some, leading to increased attrition ideation and finally to diversity. Path analysis of data from a survey of 127 correctional officers did not support the model. A new model was constructed using the concepts in the model, as well as the thinking that led to the creation of the original model. The model derived from the data indicated the possibility that different forms of organizational justice influence anger and marginalization separately, ultimately influencing attrition ideation, perceptions of procedural justice, and finally perceptions of functional difference. Suggestions for correctional executives implied by the findings include paying close attention to perceptions of marginalization or unfairness among line staff, changing promotion and selection procedures in order to be more transparent, and dismantling warden sovereignty.