Abstract
Previous research suggests that life satisfaction is a stronger predictor of job performance than job satisfaction, and life satisfaction is negatively associated with absenteeism and a desire to retire early. Despite the fact that employees with high life satisfaction are essential for organizations’ optimal efficiency, little empirical research exists to determine the individual and workplace factors that shape and maintain high correctional staff life satisfaction levels. This study investigates the impact of two types of organizational commitment, continuance and affective, on correctional staff life satisfaction at two Midwestern prisons, one private and one public. Continuance commitment was negatively related and affective commitment was positively related with life satisfaction for staff in both prisons. Possible methods to increase affective commitment and life satisfaction for correctional staff are discussed.
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