Turning off jail turnover: do generational differences matter?

Abstract

Reducing turnover in America’s jails is a significant fiscal concern and a serious organizational challenge. When determining how to improve retention, the private sector has been influenced by the literature on generational relevance. To explore whether similar cohort-driven motivators might be productively directed toward reducing jail turnover, the application of generational relevance theory to jails was empirically tested. To assess the impact of retention-related variables on various age cohorts working in America’s jails, a national survey was administered to jail staff throughout the country. Results indicate that less than half of the variables included in the analysis reached levels of statistical significance when analyzed by generational cohorts, and even among significant variables, over one-third were age-driven by nature. Although the findings do little to advance the cause of generational relevance theory, they are not without merit for jail administrators seeking to reduce turnover, pointing toward the universal appeal such intrinsic factors as treating people fairly, creating a positive work climate, and assuring that employees are listened to, have input, and are recognized, respected, and appreciated. Essentially, results indicate that reducing jail turnover is more likely to be a product of initiatives that are generically requisite than generationally relevant.