了解英国皇家监狱与缓刑犯监管局(HMPPS)中监狱官员的留任因素

Tamara Hoefer, Laura Polley
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引用次数: 0

摘要

目的 可避免的自愿离职会对一个组织的员工队伍产生负面影响,并降低其可持续性和生产率。英国皇家监狱与缓刑犯监管局(HMPPS)的离职率是公共部门中最高的。因此,本研究的目的是支持英国皇家监狱与缓刑犯监管局提高第三级狱警(POs)的留任率,并制定有效的员工留任战略。通过在线定性调查收集主要数据,调查对象是在英格兰西北部一所公共部门监狱工作、工作年限少于五年的主要官员。研究结果研究结果突出了职业发展和培训与发展的影响,因为这两项因素对主要官员非常重要,而主要官员对 HMPPS 在这两项因素上的表现并不满意。此外,大多数人对留任因素的期望只得到了部分满足,这说明有必要改革现有的招聘程序,并将期望转化为现实角色。实践意义提高主要官员留任率的建议包括:改善职业规划管理,根据管理能力增加管理人员的选拔,增加培训机会并使员工获得平等的培训机会,以及评估薪酬提升的效果。据作者所知,本研究论文是首篇使用定性数据来了解英格兰和威尔士监狱部门留任情况的同类论文。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Understanding the retention factors of prison officers within His Majesty’s Prison and Probation Service (HMPPS)
Purpose Avoidable voluntary turnover negatively impacts an organisation’s workforce and decreases its sustainability and productivity. His Majesty’s Prison and Probation Service’s (HMPPS) leaving rates are among the highest in the public sector. The purpose of this study is, thus, to support HMPPS in improving Band 3 prison officers’ (POs) retention and in developing an effective employee retention strategy. Design/methodology/approach Grounded in retention literature, the present study uses a mixed-methods, cross-sectional, phenomenological research design. Primary data was gathered using an online qualitative survey, which was sent to POs working at a public sector prison in the Northwest of England with less than five years of work experience. Findings The results highlight the impact of career development and training and development due to their importance to POs in comparison to the POs’ dissatisfaction with HMPPS’ performance in both factors. Furthermore, most expectations of retention factors were only partially met, illustrating the need to reform the existing recruitment process and the translation of expectations into the reality of the role. In conclusion, HMPPS should focus attention on performance-improvement, especially in relation to career development and training and development, as well as investigating and reforming the current recruitment processes. Practical implications Recommendations to improve the retention of POs include the improved management of career plans, an increased selection of managers based on their management abilities, increasing training opportunities and equating staff's access to them, and evaluating the effect of payment boosts. Originality/value The role of POs and their professional environment has not previously been combined with contemporary retention literature. To the best of the authors’ knowledge, this research paper is the first of its kind using qualitative data to understand retention in the English and Welsh prison service.
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