The Impact of Job Demands and Organizational Culture on Work Performance, Burnout, and Job Satisfaction in Healthy Family and Multicultural Family Support Centers during the Covid-19 Pandemic

This study examined the impact of job demand and organizational culture on new task difficulties, burnout, and job satisfaction using a survey data of 145 family specialists in Healthy Family and Multicultural Family Support during the COVID-19 pandemic. We used the job demand-resources model and the competing values model to categorize the four dimensions of organizational culture as a conceptual framework for this study. We found that the mean of work overload was higher than the means of job conflict and job ambiguity. Our latent profile analysis proposed four profiles of organizational culture: cultural absence type, authoritative culture type, middle cultural balance type, and high cultural balance type. The results of multiple regression analyses showed that work overload was positively associated with difficulties in new task performance and burnout, job ambiguity was positively related to burnout, and job conflict and ambiguity were negatively related to job satisfaction. These findings imply that the higher the job demands reported by family specialists, the higher the level of burnout and the lower the job satisfaction. In addition, organizational culture was a unique predictor of burnout and lower level of job satisfaction. Family specialists in the groups with a high cultural balance were Family specialists in the groups with a high cultural balance were more likely to have lower levels of burnout than those in the culture absence and in the middle culture balance, and higher job satisfaction than the other groups. The results suggest that management strategies to build a creative workplace culture can prevent burnout and improve job satisfaction.

Attitudes toward Rehabilitation and Punishment Orientations among Juvenile Detention and Probation Officers

The purpose of this paper was to explore the individual factors, job perceptions, and organizational characteristics that predict rehabilitation and punishment orientations among juvenile detention and probation staff members. Our results indicated juvenile officers who reported more education, less job ambiguity, and more adequate safety training were more likely to indicate preference for a rehabilitation orientation. However, those who reported less education, worked in detention rather than probation, and had higher job ambiguity were more likely to hold a punishment orientation. Finally, individual characteristics had a greater impact on both rehabilitation and punishment than either job perceptions or organizational factors. These results provide useful information for agencies about staff perceptions, which may in turn impact their interactions with and decision-making related to juvenile offenders under their supervision. Keywords: juvenile detention officers, juvenile probation officers, community corrections, punishment orientation, rehabilitation orientation, professional orientation.