Human resource discourses are noticeable by staff commitment as there places HR development as ideal for Bangladesh and Japan applications study as supported by CSC data and information from the year 2007 up to 2010. Correctional Service of Canada (CSC), agency within Public Safety
Portfolio as there brings together key federal agencies dedicated to public safety, including the Royal Canadian Mounted Police, the National Parole Board, the Canada Border Services Agency, the Canadian Security Intelligence Service, and review bodies, including the Office of the Correctional Investigator. CSC has presence from coast to coast to coast from large urban centres with their increasingly diverse populations, to remote Inuit communities across the North. CSC manages penitentiaries, mental health treatment centres, Aboriginal healing lodges, community correctional centres and parole offices.
In addition, CSC has five regional headquarters that provide management and administrative support and serve as the delivery arm of CSC’s programs and services. CSC employs approximately 15,200 staff5 across the country and strives to maintain a workforce that reflects Canadian society. Slightly more than 5% are from visible minority groups, approximately 4 percent are persons with disabilities, and approximately 7 percent are Aboriginal. These rates are at or above the labor market availability of workers in these operational groups for the types of employment offered by CSC. The need to examine how the factors influencing commitment might vary by occupational groups. Because correctional officers and case management officers are found to differ on commitment, looking at what "commitment factors" are important for the groups. For both correctional officers and case management officers, positive attitudes towards the field of corrections were the most important factor, to look for results separately.
Correctional Officers - After positive attitudes towards corrections, the next most important factor for correctional officers, was positive attitudes towards rehabilitation. The third most important "commitment factor for correctional officers concerned complaints about management. Case Management Officers - For case management officers, positive attitudes towards corrections was also the most important "commitment factor however, the next most important factor was career development orientation. This suggests that case management officers who have high degree of interest in developing their careers are more committed to the Service. The third most important factor for this group was the perception of the Service as open and flexible.
The research literature on organizational commitment provides additional clues which may be of assistance in formulating plans for increasing commitment among CSC staff. Most researchers (DeCootiis and Summers, 1987), agree that there are two main avenues of influence on organizational commitment: personal characteristics of staff and work characteristics. Personal characteristics include many of the factors we have studied including beliefs, personality attributes, and career ambitions, attitudes toward work, demographic factors, and length of service. Work situation include attributes such as organizational climate, perceptions about work roles, and processes used for decision-making in organizations. Work situation variables measured in the current study include perceptions about the level of openness of the organization to receiving new ideas, experience of work stress, and perceptions about the roles of management and supervisors.
In developing methods for enhancing commitment, focus on the influence of personal characteristics may be particularly relevant to the recruitment process, the strategy would involve attracting the appropriate types of individuals who will have the characteristics necessary to become committed to correctional work settings. For example, the results of the study suggest that individuals possessing positive attitudes toward the field of corrections, pro-rehabilitation attitudes, and strong career development orientations, make committed employees in organization. Studies have demonstrated that employees who occupy positions with high job scope, including such autonomy, challenge, and feedback, show high levels of commitment. In addition, supervision practices which are not overly close are associated with greater commitment. With respect to cohesiveness, several studies have demonstrated that staffs become more committed as the level of social involvement and the formation of group attitudes and norms increase.
For example, studies have shown that when staff is involved in designing their own incentive programs, for example, managers are more likely to reap the benefits of the program. Indeed, the notion that positive outcomes result from "involving" staff in matters that affect them has a great deal of intuitive appeal. Most managers realize that they will have greater success in implementing new procedures and policies when such conditions are respected. The research may suggest that commitment is related to the perception that the organization is open and willing to listen to new ideas. Several finding may indicate the desire on the part of staff to gain greater participation in decision-making. Further discussion and planning among various groups of staff in the Correctional Service of Canada will be helpful in generating additional strategies for Bangladesh and Japan to adhere upon.
DeCotiis T and Summers T (1987) A Path Analysis of a Model of the Antecedents and Consequences of Organizational Commitment. Human Relations, Vol. 40, No. 7, 445-470
0 comments:
Post a Comment