The high rates of mental health conditions experienced by first responders, emergency service workers and volunteers

Submission 7

Burnout
A study to determine if Correctional Officers at
Tasmania’s Risdon Prison Complex are suffering from
Burnout.

By Bruce A Sutton
The high rates of mental health conditions experienced by first responders, emergency service workers and volunteers
Submission 7

Table of contents

Executive Summary page 3

Introduction page 5
The issue of Burnout and why it is a concern page 7
Methods page 15
Results page 17
Correctional Officers have their say page 22
Conclusion page 37
Appendices page 40
References page 43

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Executive Summary
Objective: Burnout has been typically described as a mental health problem that has
three key components – personal accomplishment, emotional exhaustion and
depersonalisation. Burnout has also been described as a stress related illness which
can manifest itself physically with typical stress responses leading to serious health
and safety concerns. High levels of absenteeism can go unrecognised as Burnout, and
be catorgorised as ‘regular’ sick leave. Undiagnosed Burnout cannot be treated in the
correct manner so the problem only continues and can worsen. Burnout not only
affects the sufferer but also has financial impacts on the employer. The work load for
sufferer’s colleagues is increased both by extra shifts and picking up the slack during
everyday tasks. This report was designed to identify if such a problem exists in the
Tasmania Prison Service with Burnout given the high levels of absenteeism
highlighted by an unpublished paper written by the author in 2009 on the health
effects of working in a prison. From these findings recommendations will be made in
an attempt reduce the incidence of these stressors in the workplace.

Methods: 19 Correctional Officers working within the Risdon Prison Complex

completed and returned the surveys. The survey contained an information sheet, a
questionnaire that was to gain general information about the respondents and two
Maslach Burnout Inventory surveys. It should be noted that this is a relatively small
sample group.

Results: As a group a large proportion of respondents scored ‘high’ in the

Depersonalisation, Cynicism and Personal Accomplishment subscales. Professional
Efficacy, Exhaustion and Emotional Exhaustion subscales returned scores that were
evenly spread across the categories of low moderate and high. There were 4 of
respondents who would be diagnosed with Burnout this equates to 21% and 7
respondents subjects or 37% who are almost at the point where Burnout would be
diagnosed. Individual results also indicated the majority of respondents are beginning
to indicate signs of suffering Burnout with high scores in Depersonalisation, Personal
Accomplishment and Emotional Exhaustion and the other subscales from the general
survey. High levels of alcohol use above recommended guidelines were reported but

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there was no self reported illicit drug use. A number of respondents indicated using
prescribed anti-depressants.

Conclusions: Because of the relatively small sample group this study should be
viewed as exploratory. High levels of burnout exist amongst this group of
Correctional Officers. In addition it was found that a large percentage of the sample
group are at high risk of burnout. Within this sample group, it is common for alcohol
to be consumed at levels above National Health and Medical Research Council
Guidelines. Through a comparison of scores between these Correctional Officers and
the demographic norm measured with the Maslach Burnout Inventory, this study has
identified a worrying contrast with risk scores for the sample group consistently
higher than the identified norm.

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Introduction
The purpose of the intended research is to measure burnout in Correctional Officers,
and to disclose any findings to the Tasmania Prison Service in a report, and the
University of Tasmania for assessment and publication. If it is identified that burnout
is high amongst the test group, the recommendations made should assist in reducing
this level of burnout in Correctional Officers.

Burnout can be described as a process that occurs over a period of time that involves
the implementation of specific self coping strategies. These strategies actually
perpetuate the negative effects of the Burnout syndrome.

Burnout usually involves the adoption of a set of negative attitudes and behaviours
causing the Correctional Officer to treat prisoners with detachment and in a
mechanical manner. These negative attitudes and behaviours involve a
depersonalisation component which is considered to be a defensive coping
mechanism. This means the Correctional Officer will create a psychological distance
in an attempt to protect themselves against the stressful social environment at work.
This psychological distance has a flow on affect in the personal lives of staff.

Previous work I have completed highlights Burnout is likely to play a significant role
in staff absenteeism. This in turn impacts on the departmental budget as with
minimum staffing levels set, to cover absent staff replacement - staff must be called in
and paid overtime rates that are double the normal hourly wage. An interview with a
Correctional Manager from Risdon Prison Complex, for an unpublished paper,
highlighted problems in a correctional officer’s personal life are a significant factor in
absenteeism. Absenteeism has been identified in many jurisdictions as a problem in a
corrections setting specifically with Correctional Officers. The following is from
previous work on Burnout (unpublished).

An international study on job stress and burnout identified that absenteeism is very
high amongst Correctional Officers. For example, in New York the absenteeism rate
for Correctional Officers is 300 percent higher than the average rate of all other

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employed residents of that state. In the Netherlands, the rate is almost double that of
the countries national average. The Dutch Ministry of Justice has identified half of
the Correctional Officers on disablement pensions are due to stress related mental
health problems. This absenteeism figure is 25 percent higher than the average the rest
of Holland country.

It has been identified in America that the rate of psychosomatic disease is higher
among Correctional Officers than other comparable professions such as Police
Officers. Psychosomatic describes a physical illness that is caused by mental factors
such as stress, or the effects related to such illnesses (Schaufeli &Peeters).

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The issue of Burnout and why it is a concern

Burnout is a psychosomatic condition that usually manifests in people who work in
human service type roles. It has been recognised and tested in health care workers and
educators extensively. (Maslach, Jackson & Leiter 1996) A widely accepted definition
of burnout is “a three dimensional syndrome of emotional exhaustion,
depersonalisation and reduced personal accomplishment that occurs among
individuals who work with people in some helping capacity. (Maslach, 1982, p. 3.)”
(Goddard, O’Brien 2004:1) As a side note I came to be interested in the topic of
Burnout, and its effects, through researching what affects working in prisons has on
staff.

MBI – Maslach Burnout Inventory

MBI-GS - Maslach Burnout Inventory General Survey
MBI-HSS - Maslach Burnout Inventory Human Services Survey
NHMRC – National Health and Medical Research Council
SE – Standard Error
SD – Standard Deviation

Burnout
The following paragraph and quotation is from previous work completed on Burnout
(unpublished). Burnout is a term that is often used to describe a process which occurs
over a period of time involving the implementation of specific self coping strategies.
These strategies actually perpetuate the negative effects of this syndrome. Burnout
usually involves the adaption of a set of negative attitudes and behaviours causing the
Correctional Officer to treat prisoners with detachment and in a mechanical manner.
They also involve a depersonalisation component and this is considered to be a
defensive coping mechanism – this means that the Correctional Officer will create a
psychological distance in an attempt to protect themselves against the stressful social
environment at work. Stress is actually increased by this process because it lessens the
relationship experience with inmates and aggravates any interpersonal problems.
Burnout has been typically described as having four stages; enthusiasm, stagnation,
frustration and apathy. It is described as matching the typical career path in

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corrections and is stated below in this poignant quote that describes new correctional
officers and their transition to employment. (Schaufeli and Peeters 2000)

“Watching their entrance into the prison can be quite an experience. The hope on
their faces, the positive anxiety of their motivated gait – at first, its all there. Then
slowly and almost methodically, the smiles wane, the expectations atrophy, and the
desires to perform in a positive fashion succumb to escapist fantasy and verbally
acknowledged scepticism (Wicks, 1980, p.1).” (Schaufeli and Peeters 2000:22)

Workplace stress has been the subject of many studies because of its harmful effects
on mental and physical health. Specifically, workers suffering from workplace stress
have reported having behavioural and emotional problems. These problems manifest
into conditions such as depression, anxiety, burnout and even alcohol and drug abuse
in some cases. As an addendum, employees who suffer from stress can contribute to
certain organisational problems such as dissatisfaction, staff turn over, high
absenteeism, increase in work place accidents and a decrease in work performance.
Studies conducted within prison environments have identified that work stress has
significant links to mental health issues, physical health issues like heart disease,
hypertension, ulcers, asthma and bronchitis. (Senol-Durak, Durak and Gencoz 2006)

“The impact of burnout on service providers’ mood and their social behaviour
has direct implications for their capacity to maintain the therapeutic
relationship which provides the basis of much human service work. Lowenstein
(1991) found that among teachers burnout was related to feelings of
hopelessness, irritability, and impatience, as well as alcohol and drug abuse.
Behavioural problems include absenteeism, increased turnover, overreliance on
rules, decreased job performance, and increased use of alcohol and drugs.
Service providers may withdraw from service recipients, and even enact verbal
or physical abuse towards them (Kahill, 1988).”(Maslach, Jackson & Leiter
1996:38)

Maslach identifies that a large number of human service professions have high
potential for Burnout including, but not limited to Police Officers, Nurses, Social
Workers and Mental Health Workers. “Understanding the process and consequences

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of burnout extends our understanding of people” (Maslach, Jackson & Leiter 1996:41)
and what can be done to minimise damage to people working in these fields.

Alcohol Use

“For healthy men and women, drinking no more than two standard drinks on any
day reduces the lifetime risk of harm from alcohol-related disease or injury.”
(NHMRC 2009)

Alcohol is the most consumed drug in Australia. Nine out of ten adults have tried it,
six out of ten use it once per week, and one in ten of these people drink alcohol daily
and Australia was ranked 17th in the world in terms of alcohol consumption in 1991.
(Roach Anleu 2006) The 2007 National Drug Strategy Household Survey (AIHW
2008) indicated the majority of Australian adults have tried alcohol, and many
continue to drink throughout life.

 About 8 per cent drink daily

 About 41 percent drink weekly

This survey also examined alcohol consumption patterns among the Australian
workforce which indicated 44 per cent drank above the NHMRC 2001 guideline
levels at least occasionally (Berry et al 2007). This level of consumption was more
prevalent among particular occupational groups. These groups included Young
workers, workers in blue-collar occupations, and workers employed in the hospitality,
agriculture, manufacturing, construction, and retail industries.

Correctional Officers fit in this group as blue-collar workers and prior to starting work
as Prison Officers many have previous life experience in the above mentioned
occupational groups. This trend is seen locally, nationally and internationally.

“Other than those with previous experience of working in prisons, those joining
the Prison Service as officers come from a variety of backgrounds and
occupations that are too numerous to list here (see Arnold 2006): from bus driver
to graphic designer; sales manager to builder; estate agent to tailor; financial

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services adviser to milkman; student to secretary; professional footballer to

butcher; Royal Navy to landscape gardener; and shop keeper to
engineer.”(Arnold et al in Jewkes 2007:472)

“People use alcohol for a wide range of reasons and in different social and cultural
contexts. They may drink for sociability, cultural participation, and religious
observance or as a result of peer influence. They may also drink for pleasure,
relaxation, mood alteration, and boredom, habit, to overcome inhibitions, to escape
or forget or to ‘drown sorrows’”. (NHMRC 2009)

Anleu Roach says that in 2001 82.5% of Australians had drunk alcohol in the past 12
months. Of these people fewer than 8.5% had drunk alcohol at levels above the
NHMRC guidelines which are:

NHMRC guidelines one and two are probably most relevant to Correctional Officers.
It is stated in guideline one that “For healthy men and women, drinking no more than
two standard drinks on any day reduces the risk of the lifetime risk of harm from
alcohol related disease or injury”. The second guideline states for the same affect on
healthy men and women no more than four standard (alcoholic) drinks should be
consumed in one session. This is said to reduce the risk of alcohol related injury from
that occasion. This guideline goes on to say each ‘drinking occasion’ adds to the
lifetime risk from alcohol related harm. Therefore, binge drinking increases the risk of
physical injury and the more alcohol consumed the greater the risk. This occurs in
addition to the long term health complications alcohol consumption causes. In
addition to the previously mentioned guidelines, two alcohol free days per week are
also recommended.

The NHMRC lists the following diseases as the common cumulative effects of
alcohol. These diseases may cause death or adverse effects that reduce the quality of
life.

 Cardiovascular Disease – Raised blood pressure is common as is an

increased risk of arrhythmias, shortness of breath, some types of
cardiac failure, haemorrhagic stroke and other circulatory problems.

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 Diabetes – Alcohol can adversely affect the management and control

of diabetes.

 Excess weight and Obesity – Alcohol adds kilojoules in excess of the

normal diet. In addition to this alcohol can increase appetite and alter
the metabolism of fat and carbohydrate. The amount and how often
alcohol is consumed in combination with genetic factors all work
together to possibly cause an individual to gain weight.

 Cancers – Some studies have shown alcohol may increase the risk of
some cancers such as cancers of the larynx, the oral cavity, the
pharynx, oesophagus, liver, colorectum and female breast.

 Liver Diseases – Cirrhosis is most commonly caused by excess alcohol

consumption.

 Mental Health Conditions – Growing evidence exists to point towards

excess alcohol consumption increasing the risk of conditions such as
depression and anxiety. In patients already diagnosed and undergoing
medicinal treatment for these conditions, alcohol may lessen the
efficacy of these medications.

Stress

Definition of stress

“The non specific response of the body to any demand made upon it.” (Hans
Selve in Maglione-Garves unknown)

“Any event in which environmental demands, internal demands, or both tax or

exceed the adaptive resources of an individual, social system, or tissue system.”
(Richard Lazarus Maglione-Garves unknown)

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Cortisol is a chemical substance produced by the adrenal glands on top of the kidneys.
Some cortisol in the blood stream is essential to life. Cortisol is involved in essential
processes such as normal brain, immune, muscle and blood sugar function and blood
circulation.

Although stress is not the only reason cortisol is released into the blood stream, it
could be described as the ‘stress hormone’. It is secreted at higher levels during the
body’s ‘flight or fight’ response to stress and is responsible for several stress related
changes in the body. This flight or fight response causes certain changes in the body
to prepare us for the stressful event we are anticipating. Some of these effects
include:

 A quick burst of energy for survival reasons

 Heightened memory functions
 A burst of increased immunity
 Lower sensitivity to pain
 Help maintain homeostasis (stability of internal systems) in the body

After the stressful situation has passed, cortisol levels drop back down and cortisol
performs the essential functions as previously mentioned. In situations of high
continual stress the body maintains this stress response rather than switching off the
excess production of cortisol. High cortisol can cause increased fatigue, decreased
energy, irritability, impaired memory, depressed mood, decreased libido, insomnia,
anxiety, impaired concentration, crying, restlessness, social withdrawal, and feelings
of hopelessness.

If a person is constantly under stress their cortisol level can remain elevated for too
long. Over a period of months or years for example, the individual may begin to feel
the effects of this stress and associated elevated cortisol level because of the negative
impact on their overall health. This is referred to as chronic stress. In this situation
excessive cortisol can be damaging as it can cause:

 High blood sugar levels – Type 2 Diabetes

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 Muscle wasting
 Decreased bone density
 Impaired cognitive performance
 Lowered immunity and inflammatory responses in the body such as slowed
wound healing
 Thin wrinkled skin
 Fluid retention
 Hypertension
 Suppressed thyroid function
 Increased abdominal fat - which is associated with a greater range of health
problems than fat deposited in other areas of the body. Some of the health
problems associated with increased stomach fat are heart attacks, strokes, high
‘bad’ cholesterol levels (LDL) and lower ‘good’ cholesterol levels (HDL),
which can lead to other health problems.

To maintain healthy controlled cortisol levels, the body’s relaxation response should
be activated after the flight or fight reaction occurs. If this relaxation response does
not occur the body moves into this chronic stress state. Steps can be taken to avoid
this state:

 Eat at regular intervals throughout the day

 Sleep at least 8 hours every night
 Avoid alcohol and stimulants such as caffeine or energy drinks
 Stimulants also disrupt sleeping patterns
 Utilise stress reduction techniques at peak cortisol times
 Take frequent breaks from work
 Exercise
 Avoid chronic noise stress

“Under normal circumstances the body produces more cortisol in the morning than in
the evening. This gives the body the energy needed to begin the day. In the evening
cortisol levels should drop by approximately 90%” (Maglione-Garves unknown). A
saliva test is available and is commonly used in medicine and research to examine the

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cortisol levels of people experiencing stress. These levels are usually monitored four
times daily to give an overall picture of the cortisol fluctuation for the day. Chronic
stress can cause constant levels in more severe cases or alter cortisol patterns. A
change in pattern might result in cortisol levels not decreasing at night time making
sleep difficult or levels increase sharply too early in the morning causing the person
affected to wake early also disturbing sleep. A constantly high level of cortisol also
complicates sleep. An incorrect diagnosis of this sleep disturbance may result in the
individual being prescribed sleeping tablets to assist with sleep rather than attempting
to fix or manage the causative issue leading to the sleep problem.

Cortisol directly affects fat storage and weight gain in stressed individuals. Higher
levels of particular enzymes in deep fat cells surrounding the abdomen may lead to
obesity due to greater amounts of cortisol being produced in this tissue. (Maglione-
Garves et al unknown) It has also been suggested that cortisol directly influences
food consumption by binding to receptors in the brain. This can stimulate an
individual to eat food that is high in fat and/or sugar. Cortisol also indirectly
influences appetite by regulating other chemicals that are released during stress.

Chronic stress can contribute to several harmful physiological events. When

body tissues are exposed to high levels of cortisol for extended periods of time,
some cellular and tissue alterations may occur. High levels of cortisol can cause
fat stores and excess circulating fat to be relocated and deposited deep in the
abdomen, if unchecked, can develop into obesity. “Individuals with a high waist-
to-hip ratio are at greater risk of developing cardiovascular disease, type II
diabetes and cerebrovascular disease. (Maglione-Garves et al unknown)

Many types of aerobic and anaerobic exercise have been shown to be affective in
reducing or managing stress. An effective regular exercise and stress management
program may be a key to reducing or preventing stress-induced obesity and the
associated diseases.

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Methods

Participants
Participants were Correctional Officers employed by the Department of Corrections
working at the Risdon Prison Complex. Correctional Officers were emailed a letter
describing the research project to be undertaken and asked to reply if they wished to
participate. When surveyed, 24 Correctional Officers responded to this initial request
and they were sent a survey package containing a consent form, a questionnaire, an
information sheet, and a MBI-GS and MBI-HSS. Nineteen completed packages were
returned and used for analysis. Therefore a respondent rate of 79% was recorded.

Instruments
Burnout was measured using both the MBI-GS and the MBI-HSS. These surveys are
very widely used in the field of Burnout study and are well recognised tools for the
assessment of Burnout. The MBI-General Survey is a 16 point report and the MBI-
Human Services Survey has 22 points to complete. The MBI-Human Services Survey
consists of three subscales: Emotional Exhaustion (EE sample point: “I feel
emotionally drained from my work”) Depersonalisation (DP sample point: “I treat
some recipients as if they were impersonal objects”) Personal Accomplishment (PA
sample point: “I have accomplished many worthwhile things in this job”). The MBI-
General Survey also consists of three subscales: Exhaustion (EX sample point:
“Working all day is a real strain for me”) Cynicism (CY sample point: “I have
become less enthusiastic about my work”) Professional Efficacy (PE sample point:
“In my opinion, I am good at my job”). Participants respond using a 7 level
frequency scale ranging from never (0) to every day (6). High number scores on the
EE, DP, EX, PE and CY scales and low number scores on the PA scales are signs of
Burnout.

In addition to the above surveys, participants were also asked about their gender,
years of service, physical health level, exercise frequency, alcohol use, illicit
substance use, anti-depressant use, sleep medication use, relationship breakdowns,
sick leave and knowledge of Burnout.

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Procedure
A Tasmanian Social Science Human Research Ethics Committee Minimal Risk
Application Form was submitted to the Human Research Ethics Committee
(Tasmania) Network and approved as the preparatory phase of this project. Approval
was also sought and given from the Director of Prisons Mr Graeme Barber.

Initially, a sample of 130 officers were contacted by email and asked to participate in
this research project. Of this number, only 24 officers replied stating they wished to
participate. As a result of this recruitment exercise the survey package, including all
material for data collection, was distributed to the subjects through the internal mail
system. The survey package, for the participant to complete in their own time,
contained a questionnaire on demographic information, the two surveys and consent
forms along with a return envelope. The subjects were contacted via email during the
preparatory phase of the research project to inform them of its progress and what was
required from them.

All participants were assured the information provided would remain anonymous to
all with exception of the researcher. This confidential agreement has remained intact
and covers both the burnout Maslach surveys and the questionnaire that accompanied
the MBI surveys in the subject packs. The subjects were given the option for an
alternative drop off and collection method should concerns exist in relation to
confidentiality through using the prison service internal mail system. All participants
were given instructions on how to fill out the forms and it was impressed upon them
the importance of answering the questions honestly.

The two Maslach Burnout Inventory tests (MBI-GS and MBI-HSS) was analysed
using a score card which divides scores into three subscales. Each score was recorded
in addition to being rated as high, moderate or low.

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Results
Questionnaire
The questionnaire results enabled the participants to be divided into two groups.
Those Correctional Officers employed for less than 6 years and those employed for
longer than or equal to 6 years. This revealed 64% of participants were from the
greater than 6 years group and 36% were employed for this lesser amount of time. Of
the 19 respondents, 2 were female contributing to 11% of the total number of subjects
surveyed. This number is appropriate for the purposes of this study as only 8.4% of
Correctional Officers working at the Risdon Prison Complex are female. Relationship
breakdown during time of employment as a Correctional Officer was reported by 42%
of subjects, however only 25% of these participants related this breakdown to work
related issues. The results obtained from the questionnaire show 89% drink alcohol
with 37% of all respondents surveyed consuming alcohol at above the recommended
National Guidelines. When asked if exercise was a regular part of their routine 63%
answered positively and 68% described their physical health as good. In answering
the question related to the use of illicit substances in the past 12 months, all subjects
answered negatively and as a result no individual substances were listed. Sixteen
percent of the participants revealed they are currently using anti-depressant
medication, 6% stated they use anxiolytic medication and 12% take medication to
help them sleep, with one subject revealing they take their partner’s sleeping tablets.
Interestingly two respondents chose not to answer one or two of these medication
questions but all respondents answered the question relating to anti-depressants use.
All respondents offered opinions as to what is contributing to the high levels of sick
leave and all had suggestions as to how this may be reduced. All respondents
completing the questionnaire recognised the condition of burnout but none were able
to accurately define burnout.

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TABLE 1: Mean Burnout Scores and Time of Employment within the Prison System,
Risdon Prison, 2009

Mean Burnout Scores Burnout classification

Sample n Mean Range SD SE High Moderate Low
Professional Efficacy
Total Officers 19 26.83 14 to 33 5.36 1.23 37% 42% 21%
<6 years service 7 25 14 to 32 5.7 2.16 43% 14% 43%
>6 years service 12 26.83 15 TO 33 5.03 1.45 42% 50% 8%
Exhaustion
Total Officers 19 13.5 4 to 25 6.24 1.43 26% 58% 16%
<6 years service 7 12 4 to 23 5.89 2.23 14% 57% 29%
>6 years service 12 18.33 4 to 25 6.3 1.82 25% 50% 25%
Cynicism
Total Officers 19 29 3 to 29 8.51 1.95 53% 26% 21%
<6 years service 7 12 3 to 27 7.7 2.91 57% 14% 29%
>6 years service 12 16.16 4 TO 28 8.5 2.45 58% 34% 8%
Personal Accomplishment
Total Officers 19 27.78 13 to 34 5.66 1.29 74% 16% 10%
<6 years service 7 21 13 to 29 5.05 1.91 86% 0% 14%
>6 years service 12 26.83 11 TO 34 6.41 1.85 67% 25% 8%
Emotional Exhaustion
Total Officers 19 19.42 2 to 47 11.09 2.54 21% 53% 26%
<6 years service 7 10 2 to 35 10.68 4.05 14% 29% 57%
>6 years service 12 22.25 9 TO 47 10.31 2.97 25% 50% 25%
Depersonalisation
Total Officers 19 16.74 4 to 28 5.78 1.32 74% 21% 5%
<6 years service 7 17 13 to 28 4.29 1.62 100% 0% 0%
> 6 years service 12 15.75 4 TO 28 6.36 1.83 58% 33% 9%

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Maslach Burnout Inventory

(See Table 1)
To assess the results of the MBI surveys completed by Correctional Officers of
Risdon Prison Complex, individual’s scores for each of the MBI subscales were
compared to the available demographic normative values outlined in the MBI test
manual. Each MBI survey does not produce a single score for burnout. Instead it
gives three separate scores, one for each element of Burnout – Emotional Exhaustion
(where a high score indicates high Burnout), Depersonalisation (where a high score
indicates high Burnout) and Personal Accomplishment (where a low score indicates
high Burnout). For the second survey, the MBI- GS, the three elements are also used
in a similar way – Exhaustion, Cynicism and Professional Efficacy (where a high
score indicates high levels Burnout)..

Emotional Exhaustion
(See Table 1)
The demographic norm for emotional exhaustion is listed as 19.86 for males and
20.99 for females. The average score for the whole sample surveyed in this report
was 19.42 with a SD of 11.09. These results may lead to a conclusion of little or low
burnout. However, interestingly there appears to be a great difference in results on
this scale for respondents employed by the service for over 6 years. The average for
this group is 22.25 placing these respondents at a much higher level of emotional
exhaustion than those Correctional Officers employed for less than 6 years where the
average was much lower at 10. High scores for emotional exhaustion are considered
to be scores 27 and above. 21% of the total sample surveyed had high levels of
emotional exhaustion.

Depersonalisation
(See Table 1)
Ninety five percent of respondents have scores above the demographic norm of 7.43.
This exceedingly high level of depersonalisation was strongly represented among the
respondents with less than 6 years experience in corrections with 100% of these
respondents falling into the high score level, while 58% of officers with greater than 6
years correctional history fell into this high category. (The standard error of this
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result was 1.32 placing it below the suggested 1.96 for 95% accuracy for this sample)
Overall 77% of subjects reported a high level of depersonalisation which is of strong
significance for Burnout.

Personal Accomplishment
(See Table 1)
Remembering low scores on personal accomplishment reflect increased levels of
burnout. The scale for the MBI surveys in relation to Personal Accomplishment is
interpreted in the opposite direction from Emotional Exhaustion and
Depersonalisation so a low numeric score equals a high risk. In this study, 31% of
new staff and 42% of older staff scored in the high risk category for burnout. The
demographic norm for this scale is 36.29. The average score for participants in this
project was 27.78 and this number falls in the high risk category for burnout of 31 and
below. This 27.78 score is a lower number than the demographic norm and suggests
these Correctional Officers are at higher risk of burnout than the majority of the
population. Overall, 90% of the sample group had high to moderate results in the
personal accomplishment scale, indicating high burnout risk.

Exhaustion
(See Table 1)
The MBI-GS uses different questions to explore the same issues as Emotional
Exhaustion in the MBI-HSS. The results for these subgroups are comparable with
14% of officers with less than 6 years service and 25% of officers with greater than 6
years service falling into the high risk category of Burnout for both Emotional
Exhaustion and Exhaustion.

Professional Efficacy
(See Table 1)
The average Professional Efficacy score for this sample group was 26.83 putting the
majority of subjects into the moderate group for risk of Burnout. There was no
significant difference in scores between those employed for longer versus those
employed for less than 6 years.

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Submission 7

Cynicism
(See Table 1)
The participants reported an average cynicism score of 29 placing the majority (53%)
of respondents in the high risk category for burnout. There was no significant
difference in this result for those employed for less than 6 years or over 6 years.

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Submission 7

Correctional officers have their say

It is important for the individuals who took the time to participate in this research
project to be heard, it is also important to avoid a feeling that this report has been
sanitised and therefore a little bland (Travers 2005). This section of the report is given
to the Correctional Officers – their descriptions of the issues they believe lead to high
absenteeism and what they believe could improve things in their workplace. The
study is completely anonymous; individuals will be able to identify their own words
but not others. The integrity of confidentiality will remain because of this, these are
their opinions:

Q. What do you think are the contributing to the high levels of sick leave of
correctional officers?

A. “Poor rosters, lack of respect for work mates, team based units, 12 hour shifts,
lack of support by senior non uniformed officers.”

A. “The Tasmania Prison Service sick leave policy, also the fact that managers are
not managing staff that misuse sick leave.”

A. “The amount of in fighting between officers – officers, officers – management,

management – unions, it is hardly ever between officers – inmates, however it
sometimes is”

A. “Working an unfair roster, no respect for management, lack of support from

management. Sick of constantly being fucked over by management”

A. “Culture, stress from inmate contact.”

A. “Rosters and abuse of sick leave entitlements.”

A. “The random nature of rosters”

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A. “Poor roster design, non family friendly work practices, need for ‘mental health
days’. An uncompromising and aggressive management style.”

A. “Poor rosters, poor communication between management and staff, friction

between work units, inadequate resourcing of case management, ongoing security
issues.”

A. “Staff unhappy at work due to low morale, stressed, not wanting to come to work.”

A. “Poor morale, bad rostering – officers not having quality time at home, or being
able to engage socially. Genuine sickness caused by contracting illness from the
environment e.g. inmates. Officer safety - I don’t think the prison is as safe to work in
as it was.”

A. “Opening of the new prison – roster would be a high cause of sick leave. No
variety in work, five ten hour shifts to many in a row.”

A. “Poor rotation in workplace rosters. Abuse of sick leave by 20% of staff, creating
more pressure on others to do overtime. Others want to collect pay but not perform
the role.”

A. “Poor work environment, lack of leadership. Mundane, menial tasks, not

challenging tasks.”

A. “Better work life environment with the help of a good roster – less division
between staff and management”

A. “Mixture of factors – shift work – nightshift messes your body up. Too many days
on etc. stressful interactions with inmates.”

A. “In part the current roster – but I believe that because there appears to be no
consequence brought to the individuals responsible”

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A. “Being given large amount of hours therefore taking advantage of this. Also being
placed in one area for a large amount of time”

A. “Long shifts – lack of productivity”

Q. What do you think could help reduce sick leave?

A. “Fairer roster- improved moral by management understanding staff working with

us and not against us on every issue we have – rosters, uniform sick leave.”

A. “Better work life environment with the help of a good roster – less division
between staff and management”

A. “Staff discussions / performance reviews. Individual assessment (health) by

departmental doctors. Better staff rotation.”

A. “A family friendly and fair roster. E.g. I have not spent x-mas with my family for
six years. Better morale – Govt. actually funding this prison to enable it to function
properly plus to increase security”

A. “Better rosters, fairness and equity in distribution of work load (re case
management) creation of one work unit, better management/leadership, inquiry into
procurement process/design and management of RPC construction and development
process.”

A. “A roster with a pattern”

A. “Rotation of staff culture shift”

A. “If all parties could talk more and come to a viable agreement before having to go
to the union.”

A. “Eight or ten hour rosters that evenly spread duties, sack those who are openly
abusing sick leave.”
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A. “Manage staff that misuse their sick leave, look at the way sick leave is given and
taken from staff.”

A. “Better rosters and reimbursement of sick leave entitlements”

A. “Family friendly roster, compassionate management”

A. “Lift morale; make it a better place to work.”

A. “Go back to an eight hour roster – shorter rotation roster.”

A. “More respect – make staff accountable.”

A. “Better rosters better rotation of staff – officers have been at RPC for three years
with minimal inmate contact others have had the whole three years in max or
medium.”

Lower numbers than expected replied to a request for volunteers with only 19 out of
the original 130 officers requested to participate completing the required sample kit.
This low result may be linked to the high cynicism levels detected among the test
subjects. As this study investigated a sample group of the Correctional Officers, it
can be assumed similar traits exists for other Correctional Officers employed at the
Risdon Prison Complex not involved in the study. Therefore this high rate of
cynicism can be assumed to affect the wider community of the Correctional Officers
at Risdon Prison Complex as well as those surveyed. If the cynicism reported by test
subjects is uniform for other employees, 53% experience high risk levels of cynicism
and 26% experience moderate risk levels for burnout. These figures could be even
higher as the low numbers surveyed could suggest people are too cynical to
participate.

Another suggestion for the low response rate involves a proportion of Correctional
Officers at this facility currently experiencing burnout. In the condition of Burnout

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all three elements of Depersonalisation, Emotional Exhaustion and Personal

Accomplishment record high levels. This would prevent a subject from even wanting
to participate as they would have developed a lack of motivation due to the adopted
set of negative attitudes and behaviours. The request to participate in a survey may
have been met with responses such as ‘What will this do for me?’ and ‘What is the
point?’ The very nature of the illness would prevent these Correctional Officers from
participating. The volte-face of this could in fact be that Correctional Officers are
happy in their jobs and did not feel that need to be involved because they a content,
which would mean that only the unhappy staff responded.

As neither of the MBI surveys target Correctional Officers specifically, the decision
was made to utilise both available surveys. It could be argued that the MBI General
Survey was suitable for Correctional Officers but their work focus is mainly on
working with prisoners and detainees and the rehabilitation of these people. It is for
this reason they can be clustered with other ‘human service’ workers such as Police
and therefore the MBI-Human Services Survey was also considered to be suitable.
The utilisations of both surveys provided a cross reference for similar answer
subscales to ensure answers were true to form and not biased. The use of both tests
also has the additional benefit of the slightly different subscales contributing more
information overall.

The consolidation of the data from the questionnaire has highlighted the need to
redesign any future questionnaires to focus more accurately on issues and remove any
ambiguities. E.g. ‘how would you describe your drinking (answer) Moderate”. This
answer gives a subjective account of the respondents drinking – but what is moderate?
More accurate feedback would be returned if questions were asked in a different
format. For example;

A standard drink is contains 10 grams of alcohol or ethanol an average can or

‘stubbie’ contains 1.5 standard drinks. How many standard drinks would you have in
one session? (insert number)

How many times per week would you do this? (insert number)

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How many alcohol ‘free’ days do you have a week?(insert number)

Do you ever drink more than four standard drinks in one session? (insert number)

If yes how often?

The questions in relation to exercise present the same opportunity for subjectivity and
would return more data if redesigned for future testing. A question should also be
included on how the subject rates job satisfaction; a scale from zero to six would be
preferable with zero being none and six representing the highest levels of job
satisfaction. This would provide an overall feeling for the subject’s feeling of job
satisfaction, and give a good cross reference to the subscale in the MBI’s that address
a subject’s feelings of professional efficacy and personal accomplishment.

At the initial stages of this project subjects were advised the study was to be on
burnout. According to Maslach et al ‘Avoidance of sensitisation to Burnout it is
important to minimise the possibility of people altering results due to their personal
beliefs and expectations. It is recommended discussions in relation to Burnout should
occur after testing is complete (Maslach, Jackson & Leiter 1996). In contrast to this,
the information sheet given to respondents before the survey, contained information
about the survey, Burnout and its effects in a correctional environment in order to
encourage participation. This was felt important as this particular group of
participants being Correctional Officers, are notoriously suspicious especially of
researchers, academics and even co-workers. This suspicious nature could jeopardise
this research project if not managed correctly. Even with this information being given
to participants prior to sampling it is unclear if it was read. This was evident in the
answering of the Burnout section of the questionnaire. None of the test subjects were
able to provide an accurate answer to the clinical definition of Burnout, even though
this information was included on the information sheet found in the sample kit given
to all participants. As a result, providing participants with this information is not
thought to have altered the results obtained.

There is no requirement for special qualifications for the examiner who delivers the
MBI, however it is recommended that it is not a person who is considered to be a
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superior, supervisor or with authority over the participants. It is also recommended

that if the examiner is known to the participants they should be a trusted person.
(Maslach, Jackson & Leiter 1996) The Authors role in the Security and Operational
Support Unit at the prison should make them a trusted person to the participants.
However, this role may also have caused inaccuracies in some of the answers for the
questionnaire because of the investigative role this unit has within the Tasmania
Prison Service. Although confidentiality was guaranteed, some Correctional Officers
may have felt answering the question in relation to illicit drug use may have resulted
in some type of disciplinary action and therefore did not respond truthfully.

Alcohol
In contrast to the NHMRC Guidelines, the results of this survey show a slightly
increased level of alcohol consumption to be common amongst Correctional Officers.
From the questionnaire designed in this research project, respondents were asked if
they consumed alcohol. If the answer to this question was positive they were then
asked to describe their drinking. All respondents answered this questioned, however
two answered by saying they ‘consume alcohol’ with no description of the patterns
involved. And two more said they did not drink alcohol. Self descriptions to the
question ‘How would you describe your drinking’ were varied. Some extracts from
the questionnaires follow, because of confidentiality names will be excluded.

“Alcohol use: Yes Self Description: Four to Five standard drinks daily”

“Alcohol use: Yes Self Description: Depending on situation 1-4 (cans) after
work – or if I am having a session 6-24 plus (cans)”

“Alcohol use: Yes Self Description: three or four once or twice a month”

“Alcohol use: Yes Self Description: A few drinks during the night two or
three times a week.”

“Alcohol use: Yes Self Description: binge drinker”

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“Alcohol use: Yes Self Description: Casual – 1-2 stubbies most nights
(average 4 nights per week), occasionally 3-4 drinks at a social
gathering.”

“Alcohol use: Yes Self Description: Casual use, only drink during social
activities and when in company with others.”

“Alcohol use: Yes Self Description: 1 – 2 glass wine per day”

“Alcohol use: Yes Self Description: Once per week approx 10 Beers”

Of the 17 respondents that responded positively to consuming alcohol, eight described

drinking patterns that are not compliant with the safe guidelines for consuming
alcohol as described by the NRMCH guidelines. These results show 89% of
respondents drink alcohol and 47% of these respondents are consuming alcohol at
levels above the recommended guidelines. As outlined earlier, the percentage for the
general population who consumed alcohol over the past 12 months outside the
recommended guidelines is 8.5 percent. The questionnaire identified that 37% of the
total number of respondents surveyed are at risk from the over consumption of
alcohol. This high level of alcohol consumption may be attributed to a need to escape
and therefore insufficient coping skills and possible self medicating. Using alcohol to
‘drown sorrows’ is not uncommon when people are under stress. Alcohol use and
mental health conditions such as depression do have a link, although the nature of the
link has not been clearly defined. The NHMRC quotes a number of studies, Kushner
et al 2000; Carrigan & Randall 2003; Thomas et al, which have concluded that there
is considerable evidence to suggest that recurring use of alcohol to dull stress may
increase anxiety levels and lead to alcohol dependence. It was also suggested by these
researchers that people who drink to deal with their mental health conditions are at
higher risk of becoming dependant. (NHMRC 2009)

Relationships
The symptoms of Burnout are often carried over from professional life to personal life
even if the sufferer is unaware this is occurring. Depersonalisation, cynicism and
emotional shut down are symptomatic of the Burnout syndrome and will affect a
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sufferer’s personal life. Respondents were asked if they had had a relationship break
down since being employed as a correctional officer. Forty two percent of officers
stated that they had been involved in a relationship breakdown. Twenty five percent
of these officers said they attributed the breakdown to work related issues. It could be
argued this percentage of relationship breakdowns attributed to work related factors
would be higher, as 74 % of respondents scored in the high category of the
depersonalisation subscale in the MBI-HSS and 63 % scored in the high area of the
Cynicism subscale of the MBI-GS. It would be expected these traits would continue
into the Correctional Officer’s personal lives, and therefore relationships. These
negative personality traits causing detrimental effects on these relationships also
contribute to absenteeism rates, as previously mentioned in this study.

Illicit drugs
No subject stated illicit drug use within the last twelve months on the survey; this
could be for a number of reasons. It could just reflect that no Correctional Officers in
the sample group use illicit substances. Given the work environment it may be related
to the high percentage of inmates that Correctional Officers see with illicit substance
use problems and as a result, illicit drugs may be viewed quite negatively by this
group. Correctional Officers are also exposed to the harm that illicit drugs cause and
this could be enough to dissuade use. The high percentage of alcohol use and the high
percentage of overuse may mean that alcohol is the ‘drug’ of choice for this sample
group. It is also possible because the survey has been conducted by a work colleague,
Correctional Officers were weary of reporting illicit drug use because of trust issues
in the level of confidentiality that would be afforded them. They were also aware the
report would be published and they may have considered the consequences to their
employer should illicit substance use by Correctional Officers be made public.
However, given the frankness of other responses it is more than likely that this group
of Correctional Officers do not use illicit substances.

Prescription medications
The fact that respondents have stated they use anti-depressant medication is positive
because it means these individuals have recognised they can approach professionals in
this field for help. One in six Australian men suffer from anxiety and depression type
illnesses at any given time and women are twice as likely to suffer from the same
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illnesses. This equates to around 16.66 % of men in the general population who suffer
from anxiety and depression, and subsequently (33.32 %) double for women. Of the
Correctional Officers who responded to the survey, 16 percent said they were
prescribed anti-depressants. This is comparable to the national average which would
indicate the survey has been answered with a reasonable degree of honesty and this
may indicate that other answers have also been honestly answered. The level of
correctional officers taking medication to help them sleep is not high at only 6
percent. However, this percentage increased to 12 % when it was stated by a subject
in an informal conversation that they occasionally used their partner’s medication,
which is not prescribed for them. This increase was quite dramatic but is reflective of
the relatively low sample group.

Years of Service
This category was included to enable a split of results to determine if they differed
between officers who had spent longer than six years working in a prison than those
that had spent less time ‘inside’. Although the number of respondents in each group
was not the same, the standard error (SE) was calculated to take into account the
sample group for each result. The lower the standard error the less likely a large
sample group would have much impact on the results. The split did identify some
interesting results in the MBI tests that will be discussed in the subscale sections.

Professional Efficacy Subscale (PE)

The professional efficacy subscale is part of the MBI-GS. It measures a subject’s
belief they are good at their job and function effectively as a part of the organisation.
Efficacy plays a central role in motivation because people expend effort based on the
benefits they are expecting from their actions. Staff are more inclined to take on an
assignment if they feel they can succeed. Continuing on from this, staff that have
high levels of professional efficacy are more likely to try harder for longer and put
more effort in to successfully completing the task than staff with low levels of
professional efficacy. Staff with low levels of efficacy will also believe assigned
duties are actually more difficult than they really are. This can result in poor task
planning and increased levels of stress. This subscale also reflects how a person will
respond to failure. Staff with high levels of professional efficacy will attribute failure

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to external factors. Conversely to this, staff with low levels will blame themselves for
failures.

The average score of 26.83 for this sample group place the group in the high end of
the moderate range of the professional efficacy subscale. This is the average score for
both the <6’s and >6’s. The <6’s scored the following percentages 43% high, 14%
moderate and 21% low. The <6 group scored 42%, 50% and 8% respectively
indicating a high majority of respondents in this group, have high to moderate
confidence in their ability to function effectively for, and within, the organisation. The
<6 group had a large number of Correctional Officers in the high professional efficacy
category. This group also indicated the highest percentage of respondents at the low
end of the PE subscale at 15 % lower than the >6 group. These Correctional Officers
at the low end of this subscale, will have decreased confidence in their own abilities
and the ability of their employs to operate a functional organisation. It also means that
they will have decreased levels of morale.

Exhaustion Subscale (EX)

The exhaustion subscale is part of the MBI-GS and measures whether a person feels
emotionally exhausted and fatigued. It ask questions such as; I feel used up at the end
of the day and I feel fatigued when I get up in the morning and have to face another
day on the job. It is very similar to the emotional exhaustion subscale in the MBI-
HSS. The results are closely aligned and will be discussed at greater length in the
explanation of the emotional exhaustion subscale which is a more detailed subscale
asking 9 questions. The subscale for MBI-GS has only five.

Cynicism Subscale
The Cynicism Subscale is the last subscale in the MBI-GS and is used to measure if a
person has become skeptical about their role in the organisation, have developed a
pessimistic attitude or have become generally negative. Cynicism can also be
manifested in a distrust of the integrity or motives of other people. The subscale
levels of cynicism identified by the survey are interesting because there appears to be
a relationship with this subscale and the efficacy subscale particularly when examined
between the two service year groups.

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Table 2.
High Moderate low
<6 Professional
Years Efficacy 43% 14% 21%
>6 Professional
Years Efficacy 42% 50% 8%
<6
Years Cynicism 57% 14% 29%
>6
Years Cynicism 58% 34% 8%

The >6 group seem to have high levels that decline gradually in both subscales, but
the <6’s appear to be really affected or not at all. There are many who fall into the
middle moderate category. This suggests, in some people the Burnout ‘build up’
occurs very quickly and in a short space of time. It is also apparent even the people
who cope well in the initial years of employment eventually succumb and become
cynical, losing effectivity in their role.

This phenomenon was observed on the MBI-GSS as well. It would interesting to test
this in 5 year increments to discover if this phenomenon actually increases to a point
in 15 to 20 years where both subscale return high and moderate score only. Test
subjects where only asked to identify if they had been employed for 10 years or
longer and not asked to bracket themselves in any year point after this, so this data
could not be gained from this test.

Personal Achievement Subscale

The Personal Achievement Subscale is the first of three in the MBI-GSS. It asks
questions like ‘I feel I am positively influencing other people’s lives through my work’
and ‘I have accomplished many worthwhile things in this job’. As mentioned
previously, low scores on this subscale place subjects in the high risk category of
Burnout. With a work focus on rehabilitation and reducing recidivism, it could easily
be concluded the nature of working in a system where recidivism rates are high and
return to jail rates are even higher that it becomes demoralising for staff, particularly
if staff have a human service focus. The percentage rate of offenders returning to
criminal justice system within two years increased from 23.5 %between 2001 and

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2002 to 24 % between 2005 and 2006. The percentage rates between 2006/2007 and
2007/2008 were not available. (Department of Justice 2008) The actual re-entry into
prison rates may be as high as 60 to 70 % (White and Perrone 2007). The recidivism
rates are calculated to exclude anyone who does not return to prison within 2 years. It
is apparent that the longer an employee stays working in corrections the less their
personal accomplishment seems to be affected. The lowering of personal
accomplishment could be tied in with increased levels of cynicism. Officers may take
on the attitude that ‘no matter what I do, the inmates will come back’ or ‘No matter
what I do, nothing changes’. It would appear officers take on a cynical outlook,
however they realise this recidivistic behaviour is not their fault which appears to tie
in with professional efficacy and personal accomplishment subscale.

Emotional Exhaustion Subscale

Emotional Exhaustion is the second subscale in the MBI-HSS and simply measures
emotional exhaustion. This subscale returned interesting results for the total sample
but also showed interesting differences between the ‘years employed’ groups. These
figures also cross referenced to the exhaustion subscale in the MBI-GS.
Table.3
High Moderate low
<6 Emotional
Years Exhaustion 14% 29% 57%
>6 Emotional
Years Exhaustion 25% 50% 25%
<6
Years Exhaustion 14% 57% 29%
>6
Years Exhaustion 25% 50% 25%

It is quite obvious the results for both subscales are similar. Given they measure a
similar risk this is not surprising, but it does show that the subjects have been
consistent in answering questions. It is also apparent that both the emotional
exhaustion scale and the exhaustion scale are the two scales that recorded the lowest
results for the high risk category. The reason for the low scores in these two subscales
might be an anomaly that has occurred because of the way the questions were asked,
or because of the high scores in the depersonalisation subscale. For instance, Officers

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have to care enough to ‘feel emotionally drained from their work’ (a question from
emotional exhaustion subscale).

Depersonalisation Subscale
The respondents who are still there >6 years may have already been through Burnout
as for <6 years results for Depersonalisation shows this is 100% for these
respondents. This figure is supported by the low SE figure of 1.62 suggesting that if a
larger sample group was used the results would be almost the same. The >6 year
group returning a 58 % Depersonalisation score is not necessarily a positive one,
although they returned a 42% drop in the high range of depersonalisation, there were
only 9% of them in the low range. This may well suggest that these respondents have
passed through this component of Burnout. This group of employees are perhaps just
working for a ‘pay check’ and have resigned themselves to the fact that their job has
not and will not give them the satisfaction they expected in the start of their career.
Only 1 out of 19 respondents fell below the demographic norm.

The >6 year group has more than likely developed coping skills to deal with the stress
that comes from working in a prison. This is likely due to the personal stress
management strategies that the respondents have developed during the course of their
employment or tools they possessed prior to working in the environment. The
Correctional Officer Application Pack available to download from the Department of
Justice’s web site states as part of the ‘ongoing training opportunities’ training exists
in the area of stress management (DoJ 2008) – As a side note, I completed my initial
recruit training as a correctional officer in 1999, which included a stress identification
and management component, and I have not to date received any continuing training
in this area.

Individual results
The fact that four of the subjects have been identified through the testing as being
Burnout is a concern – 21% of the sample group is reflective of the fact that you could
expect the same percentage from approximately 130 staff at Risdon Prison Complex.
As Burnout is a continual process, it becomes even more concerning as 37% of the
remaining staff from the survey are close to being ‘burnt out’ this equates to a
massive 68% correctional officers who work in RPC are in a danger zone in relation
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to Burnout, if the sample group is reflective of the rest of the staff. Considering this,
Burnout could be the single biggest contributing factor to the current high
absenteeism levels. It should also be a cause of concern for the future health and
wellbeing of the workforce in this environment due to the long term health issues that
come from chronic stress and stress related conditions.

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Conclusion
High levels of burnout exist amongst this group of Correctional Officers. In addition it
was found that a large percent of the sample group are at high risk of burnout. It was
also found it is common for alcohol to be consumed at levels above National Health
and Medical Research Council Guidelines.

‘The extensive research on Burnout has consistently found linear relationships of

workplace conditions across the full range of MBI scales’ (Maslach, Jackson and
Leiter 1996:42) The correlation is due to perceptions of staff, for example, a happy
and stable work environment with low levels of discontent in staff will often result in
low levels of Burnout. This has very interesting implications for further study in this
particular environment given that all respondents indicated that rostering issues were
problems respondents attributed this to high levels of absenteeism. Therefore,
correcting these issues may impact positively on the absenteeism problem. There is
also a perception of lack of ‘support’ and a generally negative feeling towards
management. This particular discovery would need to be investigated more
thoroughly to allow a more in depth descriptions of the perceived problems.

The level of Burnout, in this group, is a concern and strategies to reduce current levels
and prevent future burnout should be introduced. If it was discovered through more
investigation the sample group accurately reflects the rest of the Correctional Officers
at Risdon Prison Complex. It is highly probable reducing levels of Burnout would
have an immediate positive effect on the Tasmania Prison Service’s overtime budget.
It would also decrease staff turnover and positively impact on the long term health of
staff. Measures that would be help reduce burn out include:

1. Education for Correctional Officers on Burnout, identifying it, strategies to cope

with it and how to report it.

2. Provide ongoing stress management training.

3. The Tasmania Prison Service should consider employing a Psychologist whose role
would be to monitor and access every Correctional Officer. Once a year Correctional

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Officers would attend a mandatory consultation to assess stress levels and general
mental health. They should also be required to see the Psychologist after critical
incidents. An alternative to this could be contracting a Psychologist with an existing
practice to conduct the assessments.

4. Training for managers on how to recognise a staff with burn out, and how to take
appropriate measures to assist in sufferer’s recovery.

Most of the respondents cited the current rostering system at Risdon Prison Complex
was a concern for them. Currently the Department of Justice and both unions that
represent the Correctional Officers are reviewing the rostering process in Risdon
Prison Complex. A longitudinal study conducted before, during and after any changes
to the staff roster would investigate if these changes to the roster are affective in
reducing the levels of Burnout. This would judge either way the affectiveness of any
changes.

The Department has a positive selection process for Correctional Officers, as outlined
on the Department of Justice’s website. It includes a series of tests, interviews and a
psychometric testing. A rigorous testing and selection process takes place. The high
levels of burnout identified in this study, may make it necessary to review the
direction being taken in the area of recruit selection, specifically the type of
‘personality’ that is employed. Alternatively, a psychometric testing tool designed
specifically to focus on how applicants deal with the types of stress that are inherit
with working in a corrections environment should be used as part of the selection
process. This testing could be fortified by identifying the coping skills used by long
term staff that are coping with or are less affected by stress in the correctional
environment.

The high levels of alcohol consumption identified by this study are of immediate and
great concern. High levels of alcohol consumption have been identified as having
serious and immediate detrimental physical and mental health consequences.

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Submission 7

 Ongoing alcohol awareness training should be implemented and Correctional

Officers made aware of the NHMRC guidelines for the safe consumption of
alcohol.

Implementing the changes recommended in this report would go some way to

ensuring the correctional environment doesn’t damage correctional officers to the
point of inability to function in their role, and in their personal lives. This damage
should be measured both mentally and physically. This would, in turn protect the
financial interests of the employer by improving retention rates, improving
absenteeism (sick leave) rates, decreasing workers compensation claims due to stress
related illnesses, increase morale, decrease cynicism towards management and
generally improve the work environment.

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Submission 7

Appendices
Appendix A
Table 4 – numbers of correctional officers in MBI categories

<6 years
service
high moderate low
PE 3 1 3
EX 1 4 2
CY 4 1 2
PA 6 1
EE 1 2 4
DP 7

>6 years
service
high moderate low
PE 5 6 1
EX 3 6 3
CY 7 4 1
PA 8 3 1
EE 3 6 3
DP 7 4 1

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Appendix B
Table 5 – MBI Scores for < 6 Subjects.

<6
years
PE EX CY PA EE DP
25 4 4 21 10 17
32 5 8 26 2 19
31 10 3 13 35 28
22 14 17 24 14 21
23 23 27 28 10 13
28 13 13 26 6 17
14 13 14 29 25 20

MEAN 25 12 12 21 10 17
14 TO 4 TO 3 TO 13 TO 2 TO 13 TO
RANGE 32 23 27 29 35 28
SD 5.7 5.89 7.7 5.05 10.68 4.29
SE 2.16 2.23 2.91 1.91 4.05 1.62

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Appendix C
Table 6 - MBI Scores for > 6 Subjects
>6
years
PE EX CY PA EE DP
24 23 25 19 34 23
33 25 28 28 47 18
15 14 18 29 34 23
23 12 20 26 14 10
30 7 7 31 9 4
27 4 8 34 13 13
30 14 6 32 20 12
27 14 28 21 18 16
32 11 9 11 21 18
25 22 20 31 19 12
33 13 4 32 20 12
23 7 21 28 18 28

MEAN 26.83 18.33 16.16 26.83 22.25 15.75

15 TO 4 TO 4 TO 11 TO 9 TO 4 TO
RANGE 33 25 28 34 47 28
SD 5.03 6.3 8.5 6.41 10.31 6.36
SE 1.45 1.82 2.45 1.85 2.97 1.83

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Appendix D
Table 7 – MBI scores for all subjects
PE EX CY PA EE DP
33 25 29 28 47 18
25 4 4 21 10 17
27 14 28 21 18 16
23 12 20 26 14 10
32 5 8 26 2 19
15 14 18 13 35 28
31 10 3 41 21 18
32 11 9 24 14 21
22 14 17 31 9 4
30 7 7 34 13 13
27 4 8 28 10 13
25 22 20 29 34 23
33 13 4 32 20 12
24 23 25 28 18 28
23 23 27 26 6 17
30 14 6 29 25 20
23 7 21 32 20 12
28 13 13 31 19 12
14 13 14 29 34 17

Average 26.83 13.05 29 27.78 19.42 16.74

Median 27 33 29 28 18 17
Mode 23 14 4 28 10 17
Standard
Deviation 5.36 6.24 8.51 5.66 11.09 5.78
Variance 28.76 39 72.48 32.03 122.98 33.35

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Submission 7

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