“You have to be really careful, in this environment, of what you say and what you do”: A qualitative examination of how organizational culture shapes parole officers' work and well-being

Abstract

Drawing on existing literature on organizational culture in correctional work, in the current article we augment scholarship on community correctional services, specifically parole work, by considering how organizational culture, as narrated by frontline parole officers, impacts parole officers” feelings toward their work and their own health and well-being. Using the insights gained from 150 qualitative interviews with parole officers across Canada, we empirically show how participants described organizational culture as (1) imbued with social networks and hierarchies and (2) inherently reactive. We then provide insight into their perceived relationships with management. Participants explained they largely felt uncomfortable voicing concerns or making suggestions for improvements, in addition to feeling their work did not receive the respect and appreciation it deserved. We draw attention to the implications of perceptions on parole officers' feelings toward their job and sense of self, as well as the potential impact of organizational culture on parole officers' feelings of safety and emotional well-being on the job.