Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa

Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa František Vlach1, Jarmila Klugerová2, Alois Daněk3 1Ph.D. AMBIS vysoká škola, a.s./ AMBIS University. Katedra pedagogiky/Department of Pedagogy. Lindnerova 575/1, 180 00 Praha 8 – Libeň. Czech Republic. E-mail: [email protected]; ORCID ID: https://0000-0002-7598-8370 2Ph.D. AMBIS vysoká škola, a.s./ AMBIS University. Katedra pedagogiky/ Department of Pedagogy. Lindnerova 575/1, 180 00 Praha 8 – Libeň. Czech Republic. E-mail: jarmila.klugero[email protected]; ORCID ID: https://0000-0002-7174-3704 3Ph.D. AMBIS vysoká škola, a.s./ AMBIS University. Katedra pedagogiky/ Department of Pedagogy. Lindnerova 575/1, 180 00 Praha 8 – Libeň. Czech Republic. E-mail: [email protected]; ORCID ID: https://0000-0003-0239-7358 Resumen. Este estudio explora la carga psicológica que experimenta el personal profesional que trabaja en el sistema penitenciario checo, incluyendo educadores, educadores especiales, psicólogos, trabajadores sociales y profesiones afines. El objetivo es identificar los principales factores de estrés psicosocial, evaluar el apoyo institucional percibido y proponer medidas sistémicas para apoyar la salud mental en entornos penitenciarios. Se realizó una encuesta cuantitativa a 34 profesionales que trabajan en dos centros penitenciarios de la República Checa. La encuesta consistió en preguntas cerradas y abiertas sobre la tensión psicológica, los síntomas de estrés, las estrategias de afrontamiento, el apoyo organizacional percibido y las motivaciones del personal. La gran mayoría de los encuestados (94%) reportó experimentar síntomas de estrés laboral, siendo la exposición crónica a un entorno altamente controlado y emocionalmente exigente un factor importante. El análisis temático destacó como principales factores de estrés la comunicación deficiente con el liderazgo, el comportamiento manipulador de los reclusos, la sobrecarga administrativa y la falta de reconocimiento institucional. Solo una minoría de los encuestados consideró efectivos los sistemas de apoyo a la salud mental existentes. El apoyo entre iguales, las rutinas estructuradas y las técnicas informales de autorregulación fueron las estrategias de afrontamiento más utilizadas. La motivación para permanecer en la profesión se basó principalmente en la percepción de la importancia del trabajo y la estabilidad financiera. Los hallazgos enfatizan la Recibido: 30/07/2025 ~ Aceptado: 01/11/2025 INTERACCIÓN Y PERSPECTIVA Revista de Trabajo Social ISSN 2244-808X ~ Dep. Legal pp 201002Z43506 DOI: https://doi.org/10.5281/zenodo.17643075 Vol. 16 (1): 294 - 316 pp, 2026 Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 295 Vol. 16(1) enero - abril 2026/ 294 - 316 Behind bars and beyond limits: psychological strain on professional prison staff in the Czech Republic Abstract. This study explores the psychological burden experienced by professional staff working within the Czech prison system, including educators, special educators, psychologists, social workers, and related professions. The aim is to identify key psychosocial stressors, assess perceived institutional support, and propose systemic measures to support mental health in correctional environments. A quantitative questionnaire survey was conducted among 34 professional staff members working in two correctional facilities in the Czech Republic. The survey consisted of both closed and open-ended questions targeting psychological strain, stress symptoms, coping strategies, perceived organizational support, and staff motivations. The vast majority of respondents (94%) reported experiencing symptoms of work-related stress, with chronic exposure to a highly controlled and emotionally demanding environment identified as a major factor. Thematic analysis highlighted primary stressors including poor leadership communication, manipulative inmate behavior, administrative overload, and lack of institutional recognition. Only a minority of respondents considered existing mental health support systems to be effective. Peer support, structured routines, and informal self-regulation techniques were the most commonly used coping strategies. Motivation to remain in the profession was primarily rooted in the perceived meaningfulness of the work and financial stability. The findings emphasize the urgent need for systemic mental health support in the Czech prison service, including regular supervision, stress resilience training, participatory management, and anonymous psychological counselling. Promoting a supportive organizational culture and strengthening the professional identity of staff is essential for sustaining well-being and reducing turnover in this high-risk occupation. Keywords: Burnout Syndrome, helping professions, mental health, prison staff, prison system. INTRODUCTION Prison settings are very specific environments that are closed, strictly hierarchical and highly regulated. This environment determines not only the living conditions of persons in prison, but also significantly influences the daily practices and psychological experiences of the staff involved in the running of these institutions. In this context, it is essential to see the prison system not only as an instrument of control or punishment, but as a complex psychosocial system in which there urgente necesidad de apoyo sistémico en salud mental en el servicio penitenciario checo, incluyendo supervisión regular, capacitación en resiliencia al estrés, gestión participativa y terapia psicológica anónima. Promover una cultura organizacional de apoyo y fortalecer la identidad profesional del personal es esencial para mantener el bienestar y reducir la rotación en esta profesión de alto riesgo. Palabras clave: Síndrome de Burnout, profesiones de ayuda, salud mental, personal penitenciario, sistema penitenciario. 296 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 is an interaction between repressive mechanisms, security procedures and efforts to resocialise and restore the social integrity of prisoners. In recent years, the attention of the professional community has been growing towards the working conditions and mental health of prison staff, especially prison officers, but also professional staff such as educators, special educators, psychologists, social workers who are in direct contact with the prison population. The available research shows that these employees are exposed to an extraordinary level of psychosocial stress, stemming not only from the risks arising from working with conflicted and traumatised prisoners, but also from the nature of the institution itself, which is rigid, organisationally bound by fixed rules and, by the very nature of its existence, repressive. The prison service occupies a unique position within the security forces, as it performs not only a security and repressive function, but also an educational, therapeutic and socially supportive one. Its aim is not only to ensure the execution of prison sentences and the protection of society from perpetrators of serious crime, but also to provide convicted persons with treatment programmes that increase their chances of resocialisation into society and reduce the likelihood of recidivism. This dual role, i.e. punitive and social, places high demands on staff not only in terms of professional competence but also emotional resilience, ethical integrity and the ability to maintain a professional identity within a challenging institutional framework. At the same time, the Czech prison system faces a number of other external and internal challenges. These include, in particular, the long-term overcrowding of prisons, the high costs of their operation and the still unsatisfactory results in the field of resocialisation and reduction of penological recidivism. In this context, the importance of qualified and stable staff as the main factor influencing the quality of educational and security work in prison establishments is increasingly discussed. In fact, the performance of the prison system is largely dependent on the ability of staff to maintain a professional attitude, mental balance and the ability to adapt in an environment that is characterized by high levels of control, security risks and psychological tension (Vlach, Stárek, 2025). The European context in which the broader debate on the transformation of prison populations is taking place cannot be ignored either. In addition to the traditionally male-dominated prison population, there has been an increase in the number of women prisoners in recent years, which poses new challenges not only in terms of capacity and costs, but also in terms of adequate access to their specific needs. This trend is evident both in the Czech Republic and in countries such as Germany, Spain and France, whose penitentiary systems are characterised by different legal frameworks, socio-economic contexts and prison population structures (Vlach, Červenka, Kolouchová, 2024). A specific challenge in the penal system is the maintenance of a human rights dimension in relation to incarcerated persons. Despite the seriousness of the crimes for which prisoners have been convicted, it is necessary to constantly remind oneself that they are human beings with the right to preserve their human dignity and protect their fundamental rights and freedoms. This approach should not only be a fundamental value orientation, but also the starting point for the daily work of staff, who are responsible not only for security but also for humane treatment and for creating an environment conducive to change and reintegration. Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 297 Vol. 16(1) enero - abril 2026/ 294 - 316 The nature of the prison environment and its psychological burden The prison environment is a specific social and institutional system that differs significantly from most ordinary working and living environments. This system is characterised above all by a high degree of security measures, a strict management hierarchy, restrictions on individual autonomy and constant surveillance. Interactions between people, whether between staff or between staff and prisoners, are heavily regulated, both by formal (legal) rules and by unwritten norms (the process of prionisation is at work here) that are naturally generated in this environment. This ‘world behind the wall’ is closed, strictly structured and not very flexible to any changes. It is this closedness and high degree of control that affects the daily reality not only of prisoners but also of Prison Service staff. For this reason, staff are under constant pressure to meet demanding security requirements while managing emotionally tense situations and maintaining professional distance, often with little room for self-reflection or emotional release. Prolonged exposure to these stressors can lead to significant psychological exhaustion, loss of motivation and, in extreme cases, burnout. Given the nature of the prison environment, this is not just an issue of work discomfort, but a serious psychosocial problem that requires targeted attention from employers, mental health professionals and society itself (Kolář, 2024). In order to further understand these phenomena, Goffman’s (1961) theory of total institutions can be used, which emphasizes the depersonalization of interpersonal relationships, the repression of individuality, and the institutionalization of behavior. In this context, employees are placed in a situation where they are expected to continuously exercise authority and simultaneously repress their own authentic emotional expressions. This condition leads to so-called emotional dissonance, i.e. a mismatch between inner experience and desired behaviour, which, according to Maslache et al. (2001), has a major impact on the psychological distress and professional integrity of employees. Prison staff are thus exposed to chronic psychosocial stress, which stems from three main areas: 1) The prison environment itself (enclosure, routine, control, latent risk), 2) the specific behaviour of prisoners (frequent frustration, aggression, manipulative behaviour patterns and stigmatisation) 3) institutional culture (command management style, low staff participation, lack of support from management). This combination of factors creates an environment with high levels of stress that can lead to emotional exhaustion, burnout syndrome and overall psychological destabilisation (Jůzl, Vlach, 2022). An important complement to this issue is the perspective of Stárek and Vlach (2025), who highlight the existence of informal power structures within prisons. These structures, often difficult to identify, distort the institutional balance and put psychological pressure on staff who find themselves in a dilemma between loyalty to the system and ethical treatment of prisoners. The above factors must be understood in the context of the legal requirements imposed on the administration of punishment. Act No. 169/1999 Coll., on the execution of prison sentences, sets out the main objectives of punishment, such as the protection of society, the prevention of recidivism and the education of the convicted person for a proper life in society after serving his or her sentence. This triple function requires prison service staff not only to ensure security but also to be 298 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 actively involved in the process of re-socialisation. The process begins at the time of the prisoner’s admission to the prison establishment and continues with the systematic work of the professional staff in preparing the prisoner for life at liberty. This task is particularly challenging in view of the fact that a significant number of convicts suffer from personality disorders, addictions or repeated failures in social functioning. Thus, the treatment programmes implemented in the context of imprisonment serve as a key tool for targeted intervention, the purpose of which is to strengthen the skills necessary for successful reintegration, such as work and social skills, emotional management, conflict resolution skills and acceptance of responsibility for one‘s own actions (Vlach, Červenka, Kolouchová, 2024). Structure, staffing and educational system of the Prison Service of the Czech Republic From an organisational point of view, the Prison Service of the Czech Republic is part of the Ministry of Justice and cooperates closely with the Probation and Mediation Service of the Czech Republic. It currently operates 34 prisons and detention facilities, which house approximately 20 000 prisoners. The staff is divided into two main groups, namely uniformed officers (such as wardens, and guards, etc.) and civilian staff (e.g. psychologists, social workers, educators, health workers, administrative staff). The total number of staff is approximately 11 000, with approximately two thirds uniformed staff and one third civilian staff. TABLE 1. Overview of the number of employees of the Prison Service of the Czech Republic and prisoners. Year Members Civilian employees Total VS CR Number persons imprisoned Men Women Men Women 2014 5986 766 2081 1840 10673 18687 2015 6099 797 2125 1887 10908 20866 2016 6067 809 2128 1881 10885 22481 2017 6023 895 2137 1996 11051 22159 2018 6122 959 2123 2127 11331 21577 2019 6014 971 2170 2157 11312 21048 2020 6016 977 2181 2144 11318 19286 2021 5954 1010 2159 2097 11220 18748 2022 5547 1010 2128 2152 10837 19052 2023 5580 1083 2094 2116 10873 19569 2024 5359 1119 1990 1968 10436 19430 Source: Statistical Yearbooks of the Prison Service of the Czech Republic (2025). The development of the number of prisoners in the Czech Republic over the last decade has shown some fluctuations. In 2012, the prison population was more than 23,000 persons, which led to an overcrowding of prison capacity (approximately 110%). After the presidential amnesty in 2013, there was a significant decrease, but since 2014 there has been an increase again, culminating in 2017. As of 2018, there has been a stabilization around the 20,000 prisoners threshold (see Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 299 Vol. 16(1) enero - abril 2026/ 294 - 316 Table 1). This trend is the result of the wider use of alternative sentences and the streamlining of post-penitentiary care (Statistical Yearbooks of the Prison Service of the Czech Republic). Treatment programmes, professional training and the role of professional staff Imprisonment has a clearly defined purpose, namely to protect society from offenders and to prepare them for their resocialisation into society after release. In this context, treatment programmes, which are a set of targeted activities prepared by prison staff, play a central role. These activities take into account the nature of the offence and the length of the sentence imposed and aim to prepare convicted persons for life at liberty so that they are able to participate in normal social life and respect its norms. The success of these programmes, however, depends not only on the convicted person himself and his intrinsic motivation to change, but above all on the professional and personal qualities of the professional staff of the Prison Service of the Czech Republic (see Table 2). They must not only be professionally proficient, but also able to resist various forms of manipulation by prisoners who often try to gain undue advantages or disrupt the prison security system (Jůzl, Vlach, 2022). TABLE 2. Overview of the educational structure of the employees of the Prison Service of the Czech Republic. Year Basic Secondary Bachelor‘s Master‘s Total Secondary (+apprenticeship) Graduation Higher Vocational Secondary Total 2014 16 349 7207 197 7753 1127 1777 10673 2015 12 331 7245 218 7794 1209 1893 10908 2016 14 287 7194 218 7696 1310 1865 10885 2017 14 343 7177 244 7764 1325 1948 11051 2018 11 372 7340 254 7966 1382 1972 11331 2019 13 396 7240 262 7878 1407 1994 11312 2020 11 414 7201 265 7626 1430 1997 11318 2021 8 369 7164 244 7777 1400 2035 11220 2022 7 393 6816 260 7469 1401 1960 10837 2023 6 415 6878 280 7579 1381 1913 10873 2024 3 409 6597 271 7197 1334 1822 10436 Source: Statistical Yearbooks of the Prison Service of the Czech Republic (2025). The Prison Service of the Czech Republic therefore emphasises systematic education and training of its staff. The Academy of the Prison Service of the Czech Republic in Stráž pod Ralskem is the only educational institution that provides basic training and subsequent specialisation courses as part of lifelong learning. As part of its activities, the Academy cooperates with experts from other security forces and academic institutions and also participates in scientific research activities in the field of penology and penitentiary science. 300 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 Jůzl and Vlach (2022) present the structure of education of the employees of the Prison Service of the Czech Republic, where the system is differentiated according to function and professional classification. There are different types of basic vocational training (VET): • ZOP/A for officers without distinction of rank (15 weeks) • ZOP/B1 for staff in contact with prisoners but without direct implementation of programmes (1 week) • ZOP/B2 for professional staff involved in treatment programmes (8 weeks) • ZOP/B3 for medical staff (1 week) • ZOP/B4 for part-time staff in direct contact with prisoners • Type I for administrative staff not in contact with prisoners (individual training) Professional staff, which includes special educators, psychologists, social workers, health professionals and others, play an indispensable role in the resocialisation process. The task of special educators is to systematically influence convicted persons through treatment programmes. Educators, under the expert guidance of special educators, conduct educational and recreational activities and their contribution is particularly significant when working with juvenile prisoners. Social workers ensure contact between prisoners and their families and facilitate their return to normal life. Psychologists focus on diagnosis, psychological support and crisis intervention, with the aim of preventing risky behaviour and promoting successful resocialisation. Addiction psychologists provide interventions to individuals with addictive behaviors and participate in specialized treatment and prevention programs (Drápal et al., 2021). Although the educational system of the Prison Service has a high level of expertise and institutional support, challenges remain significant. According to the statistics of the Prison Service of the Czech Republic, the penological recidivism rate is approximately 66%, which indicates the difficulty of working with personally complicated individuals who often suffer from addictions or personality disorders. This fact underlines the importance of setting up a systemic treatment, welltrained professional staff (see Figure 1). Professional staff in direct contact with prisoners The execution of a prison sentence is understood in the modern concept not only as a repressive instrument, but mainly as a space for social intervention aimed at supporting the reintegration of the prisoner into society. A crucial role in this process is played by the professional staff of the prison service, who are in direct contact with prisoners on a daily basis. These staff form a multidisciplinary team, including in particular educators, special educators, psychologists, social workers, addictionologists and other specialists. Their activities are professionally anchored, methodically guided and subordinated to the legislative and ethical standards of penitentiary practice. – Educators Educators are the most important link in the system of treatment of convicted persons. Their main responsibility is to work directly with prisoners on a day-to-day basis within the individual correctional units, and their activities are focused on the controlled adaptation of the prisoner, promoting his or her intrinsic motivation to change and coordinating the implementation of the Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 301 Vol. 16(1) enero - abril 2026/ 294 - 316 individual treatment programme. At the same time, educators ensure communication with family members of convicts, participate in the evaluation of prisoners‘ behaviour and organise leisure, cultural and educational activities (Vlach, Stárek, 2025). – Special educators Special educators working in prison institutions form an important part of the professional staff, as their task is to conceive and conduct long-term treatment programmes adapted to the individual needs of convicts. These staff members focus on promoting social and communication skills, relapse prevention and the treatment of pathological behaviour patterns. In practice, they work mainly with people with personality disorders, deficits in social adaptation or low literacy levels. Their work with juvenile delinquents is significant, where educational, self-development and interest programmes (e.g. music or art clubs) play not only an educational but also a therapeutic role (Drápal et al., 2021). – Psychologists Psychologists in the prison system provide expert personality diagnosis, early recognition of psychopathological symptoms, individual or group therapeutic interventions and the provision of crisis intervention for psychological or adaptive difficulties. They are actively involved in the development and evaluation of treatment programmes, and provide recommendations for the reassignment of convicts, especially in cases of deterioration of the psychological state or the occurrence of suicidal tendencies. Their work is also indispensable in the context of preventing traumatisation of prison service staff (Drápal et al., 2021). – Other professional staff Other important members of the multidisciplinary team are social workers, addictionologists and other professionals whose presence contributes significantly to the comprehensive care of prisoners. Social workers ensure contact between prisoners and their family background, provide FIGURE 1. The age structure of the staff of the SSR. Source: statistical yearbooks of the Prison Service of the Czech Republic (2025). 308 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 In terms of psychosocial aspects of the work environment, organisational support represents one of the most important stabilising factors for mental well-being. In the literature, the emphasis on institutional support has long been perceived as a crucial aspect of preventing burnout syndrome and ensuring long-term professional sustainability. For example, Armstrong and Griffin (2004) point out in their study that subjectively perceived support from an organization significantly increases work engagement, sense of belonging, and willingness to stay in a demanding job. Lack of such support, on the other hand, leads to loss of motivation, disruption of working relationships and ultimately higher turnover rates. Based on these results, it can be concluded that providing a stable and effective support infrastructure should be a priority for any institution working with highly exposed staff. The introduction of regular supervision sessions, crisis interventions, and specialized stress management training could contribute significantly to improving perceived organizational support. Ideally, this should be a systemic change that is firmly anchored in the institutional culture and supported both methodologically and staff-wise. Question 4 - "What strategies or techniques do you use to manage stress during working hours?" Respondents’ answers revealed that professional staff in the prison service use a wide range of strategies to manage stress, reflecting organisational conditions as well as individual preferences and personality settings. These strategies include a combination of formal and informal practices, and their choice is largely related to the availability of support tools, the quality of the team climate and the level of their own psychological resilience. FIGURE 4. Ways of coping with workplace stress. Source: own survey. The most frequently mentioned means of coping with stress was support from colleagues, with 32% of respondents choosing this option. This figure confirms the importance of a functional work team as a primary protective factor in an environment characterised by high levels of psychological stress. Sharing difficult experiences, the opportunity to vent emotions informally and the feeling that the employee is not alone in challenging situations are the main aspects of team resilience to stress (see Figure 4). Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 309 Vol. 16(1) enero - abril 2026/ 294 - 316 In second place was the preference for a structured work schedule, reported by 28% of respondents. Clearly defined job descriptions, repetitiveness of tasks and predictability of daily routines have a stabilising effect and provide some form of control over chaotic or crisis environments. In the context of a prison facility, where the degree of autonomy is severely limited by security rules, structure can act as a psychological anchor and help to alleviate the internal tension of unpredictability. Approximately one in three respondents (20%) reported using short breaks and breathing techniques. These forms of self-regulation help manage acute stress reactions during service and promote psychophysiological balance. Their popularity suggests that at least a proportion of employees have basic tools for crisis self-regulation. Internal supervision and professional consultations were relatively less represented (15%). These figures may indicate either their limited implementation in individual prison establishments or a certain lack of trust in institutional support mechanisms. However, supervision practice is recommended in the literature as one of the most effective tools for preventing secondary traumatisation and professional burnout. The “other” category (5%) also yielded interesting answers, where employees spontaneously mentioned their own coping strategies, ranging from a sense of humour, to sports activities, to rituals of calm, meditation or drinking tea. These individually shaped mechanisms confirm that coping with stress is a highly subjective process and often takes place outside of institutional structures. From an analytical point of view, it can be concluded that the choice of coping strategies speaks volumes about the degree of personal psychological resilience of individual workers. As reported by Landenberger and Lipsey (2005), active coping strategies, based on solution-finding, support-seeking and reflective skills, are associated with lower rates of psychosomatic difficulties, higher job satisfaction and overall better adaptation to challenging occupational conditions over the long term. In contrast, passive or avoidance strategies such as denial of the problem, withdrawal or internal resignation increase the risk of chronic stress, emotional exhaustion and reduced professional performance. It is clear from the above that promoting individual and group psychological resilience among professional staff in the prison system should be an integral part of institutional mental health care strategies. Implementing programmes aimed at raising mental health awareness, developing stress management skills and fostering teamwork are important steps towards increasing the professional sustainability of this demanding workforce. Question 5 - "What specific recommendations or suggestions would you have for prison management to improve the mental wellbeing of professional staff?" The open-ended responses from respondents revealed several recurring suggestions that prison service staff consider important to improve psychological wellbeing and prevent psychological exhaustion in their demanding profession. As this was an open-ended question, it was possible to capture a wide range of suggestions that are not commonly included in standardised questionnaires. Subsequent thematic analysis enabled the systematisation of each suggestion, with the frequency of occurrence captured in the table above (see Table 4). 310 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 TABLE 4. Staff priorities for support and prevention. Recommendations/suggestions Number of mentions Percentage representation Ensuring regular training in psychological hygiene 9 17,30% Improving communication and accessibility of management 8 15,40% Establishment of relaxation zones and opportunities for rest 7 13,50% Promotion of teamwork and interpersonal relationships 8 15,40% Possibility of anonymous psychological support 6 11,50% Reduction of administrative burden 7 13,50% Increase in wages and financial compensation 7 13,50% Source: own processing. The most frequent request was for regular training in psychological hygiene, which was mentioned by 17.3% of respondents. According to employees, such training should serve as a tool to prevent burnout syndrome, improve coping with stressful situations and generally strengthen psychological resilience. For example, a study by McKim, Shoemaker and Holland (2020) found that targeted mental resilience training significantly improved stress management in prison officers and contributed to an overall increase in job satisfaction. Improved communication and accessibility to management was mentioned by 15.4% of respondents. Many staff referred to the difficulty in accessing supervisors, lack of feedback or low participation in decision-making. Good internal communication and transparent management have a major impact on the perception of the working climate and can alleviate feelings of insecurity or loneliness in decision-making processes. The need to foster teamwork and interpersonal relationships was also expressed as significantly (15.4%), reflecting the importance of collective psychological resilience under challenging professional conditions. A collaborative team can not only share the workload but also serve as a source of psychological support, stress ventilation and compensation for lack of institutional support. Establishing relaxation zones and short-term rest opportunities was suggested by 13.5% of respondents as a practical measure to alleviate acute tension during shifts. This gives employees a space where they can safely ‘switch off’ and regain their mental balance, even if only for a short period of time. In similar professions, such as healthcare or social work, similar measures have proven to be effective in preventing exhaustion. For example, a study by Tosone, McTighe, and Bauwens (2015) examining social service workers after Hurricane Katrina found that an approach involving short breaks, reflective meetings, and peer-support led to a reduction in symptoms of secondary traumatization and enhanced psychological resilience. Equally important was the possibility of anonymous psychological support (11.5%), which could remove barriers associated with shame, stigma and fear of loss of professional reputation. Access to confidential consultation with a professional is, according to respondents, particularly crucial in situations where traditional forms of support fail or are not available. Respondents also repeatedly mentioned the need to reduce the administrative burden (13.5%), which is perceived as excessive, inefficient and often limiting direct work with convicted persons. Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 311 Vol. 16(1) enero - abril 2026/ 294 - 316 This element has long been criticized in the literature, as it overburdens staff, reduces the meaningfulness of their work, and increases frustration levels (Schaufeli, Taris, et al., 2001). Considerable emphasis has also been placed on wage increases and adequate financial compensation (13.5%), which workers believe should reflect the difficulty, riskiness and social responsibility of their profession. In this context, financial reward is not only a motivating factor but also an important symbol of recognition and respect for the work performed. Overall, these findings show that prison service staff perceive mental well-being as the result of a combination of systemic changes (e.g. organisational culture, working conditions) and concrete, actionable measures. Their suggestions can therefore be an important starting point for institutional interventions aimed not only at eliminating stressors but also at fostering a positive work climate and professional sustainability. As stated by the European Agency for Safety and Health at Work (EU-OSHA, 2023), employee participation in shaping the work environment, i.e. active involvement in the design and implementation of changes, contributes to reducing sickness absence, increasing job satisfaction and strengthening organisational loyalty. Question 6 - “What motivates you to stay in the profession despite the psychological demands?” All respondents answered the open-ended question focusing on the motivation for remaining in the profession as a professional member of the prison service, with many giving more than one reason. A total of 45 individual mentions were recorded, which were then grouped into seven thematic categories, as shown in the table above. This approach allowed for a deeper understanding of not only what motivates employees to pursue a profession, but also how various factors enter into their decision-making process in the context of a challenging work environment (see Table 5). TABLE 5. Main motivational factors of employees. Motivation categories Number of mentions Percentage representation Meaningfulness of work and helping others 12 26,70% Financial reasons (income security, benefits) 9 20,00% Commitment to profession/habit 7 15,60% Career growth/professional self-fulfilment 6 13,30% Workplace location 5 11,10% Vision of change (moving elsewhere, retirement) 3 6,70% Varied and diverse workload 3 6,70% Source: own elaboration. The most frequent theme among the responses was that of meaningful work and helping others, which was mentioned in 26.7% of all mentions. In this context, respondents expressed inner satisfaction at the possibility of positively influencing the lives of prisoners, contributing to changing or at least stabilising their behaviour, and at the same time pursuing a profession that 312 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 they considered to have a deeper social impact. This type of motivation corresponds to the concept of intrinsic motivation (Ryan, Deci, 2000), where autonomy, competence and meaningfulness of action are considered to be the main factors of engagement. Financial reasons represented the second most frequent category (20% of mentions). Respondents mainly mentioned the security of a regular income, job stability and associated benefits. This type of motivation can be described as extrinsic, and its importance increases in periods of economic uncertainty or in the case of limited employment opportunities in other fields. The third significant category was commitment to the profession or long-term habit (15.6%). Many staff identify professionally with their role in the prison system and, despite perceived difficulties, find it difficult or unthinkable to leave the system. This factor may reflect professional loyalty but also inertia or fear of change, which is supported by the finding that staying longer in a profession can lead to cognitive rigidity. Other responses also mentioned the possibility of career growth (13.3%), the location of the workplace (11.1%) and the variety of work (6.7%). These motivations suggest that respondents also reflect practical aspects of work, such as job availability, variety of activities or opportunities for professional development, which enable them to maintain their interest in the profession. The category identified as seeing a change (6.7%) was quite specific, with responses such as ‘waiting for retirement’ or ‘planning to move elsewhere’. These statements show that some employees are more likely to remain passively engaged in the profession rather than actively engaged, which may be due to psychological fatigue, loss of motivation or a perception of the professional closed system. The responses show that employees’ motivation to stay in the profession is multifaceted and ranges from intrinsic meaningfulness to pragmatic decisions. For most respondents, a combination of multiple motivators is evident, and the proportion of these may vary depending on the current work climate, personal life situation or institutional support. These findings are not only consistent with the theory of intrinsic motivation (Ryan and Deci, 2000), which points out that prolonged exposure to a challenging environment without sufficient feedback, recognition and support can lead to a weakening of original value motives and an increased risk of burnout. This also confirms the need to maintain and reinforce the positive aspects of professional identity that drive resilience and long-term career satisfaction. Recommendations for penitentiary practice and the promotion of staff mental health On the basis of the questionnaire survey and in relation to published studies, several specific recommendations can be formulated that can contribute to improving the working conditions and overall psychosocial stability of prison service employees. The first essential measure is the introduction of systematic supervision and stable support teams within the individual organisational units of the prison service. Supervision should be regular, methodically guided and focused not only on professional performance but also on reflecting on the emotional aspects of working with prisoners. It was the absence of the possibility to safely share one’s own psychological burden and reflect on challenging situations that was repeatedly identified by respondents as one of the main stressors. Research confirms that professionally conducted supervision contributes to reducing the incidence of burnout syndrome, strengthens team cohesion and reduces staff turnover in high-risk occupations. Tras las rejas y más allá de los límites: la tensión psicológica del personal penitenciario profesional en la República Checa 313 Vol. 16(1) enero - abril 2026/ 294 - 316 Related to this is the second recommendation, namely an emphasis on systematic education in stress management and building psychological resilience. Intervention programmes aimed at developing coping skills, working with emotions and psychological hygiene should be a solid part of the prison service’s education system. Methods such as cognitive-behavioural therapy, mindfulness-based interventions, crisis intervention techniques or the trauma-informed TRiM approach, which have been identified in international studies as effective tools for reducing the risk of mental illness and increasing the willingness of staff to actively seek help when needed, play an important role. A third important measure is the introduction of sophisticated adaptation programmes for newly recruited employees. The transition to the environment of a security institution, characterised by a tightly structured regime and high demands on emotional self-control, places a significant burden on new recruits. Adaptation programmes should include not only training but also elements of peer support, mentoring and psychological accompaniment during the first months of service. These measures contribute to gradual stabilisation, reducing feelings of insecurity and building professional identity. The fourth measure is the introduction of regular screening of the psychosocial stress of staff. Early recognition of mental distress is a prerequisite for the successful prevention of more serious problems such as burnout syndrome or the development of anxiety-depressive symptoms. It is recommended that anonymous internal surveys be carried out on job satisfaction, stress levels, motivation and general well-being. The results should be analysed at the level of individual establishments and serve as a basis for targeted interventions. Another area that deserves attention is the strengthening of participative management and teamwork. Prison environments are traditionally characterised by a vertical management structure, which can lead to alienation of staff from decision-making processes and a sense of low autonomy. Involving staff in decisions about organisational changes, service schedules or the content of training activities increases their commitment, promotes trust in management and strengthens organisational loyalty. A participatory approach also helps to identify specific problem areas and enables the implementation of meaningful changes based on practice. Systematically breaking down preconceptions of mental health problems and creating trusted mechanisms for seeking help are also essential steps in comprehensive mental health promotion. Employees often declare their fear of negative evaluation or career consequences if they admit to mental health problems. It is therefore important to build a safe environment in which seeking professional help is seen as a sign of maturity and responsibility. Suitable tools may include anonymous consultations with psychologists, crisis lines, mental health information campaigns or the introduction of internal mental wellbeing ambassadors. In terms of organisational conditions, the creation of rest and relaxation zones in the workplace, which employees can use to take a short break during a busy shift, is also recommended. Even short breaks from the workload and the opportunity to regenerate have proven to be an effective tool for preventing emotional exhaustion in other helping professions. Similarly, reducing administrative burdens that take away from the time and energy staff devote to working directly with clients can contribute significantly to improving the working climate and sense of professional meaningfulness. 314 Vlach, Klugerová, Daněk Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 CONCLUSION The psychological burden of professional staff in prison settings is a long-underestimated phenomenon that has a major impact on the quality of care provided, the stability of professional identity and the sustainability of the helping professions in the penitentiary setting. The results of the empirical investigation confirm that most professional staff are exposed to chronic stress, face high levels of emotional wear and tear and perceive a significant deficit of institutional support. This state of affairs can be interpreted not only as a consequence of the specificities of the prison environment, but also as a failure of systemic human resources care, which often remains primarily oriented towards performance and control within the security forces, rather than towards preventing psychological stress and strengthening the resilience capacities of employees. Analysis of the main stressors identified through thematic analysis of open-ended responses points to a combination of structural, interpersonal and individual factors that create an environment at high risk of developing burnout syndrome, secondary traumatisation and psychosocial destabilisation. The most frequently cited determinants were ineffective intra-organisational communication, lack of supervisory support, manipulative behaviour of inmates, high administrative burden and lack of adequate recognition of professional activities. These identified determinants are not unique - they repeatedly appear in the literature on the psychological burden of workers in the security and helping professions, which confirms their structural nature. A fundamental finding that emerges from this study is that the psychological resilience of professional employees is not determined solely by individual predispositions, but is largely shaped by the organizational climate, management style and the degree of employee participation in decisionmaking processes. It is the institutional framework that can significantly influence the ability of employees to cope with emotionally challenging situations, to deal with moral dilemmas and to maintain professional integrity in an environment that is inherently repressive and highly formalised. The research results also show that motivation to stay in the profession stems mainly from internal beliefs about the meaningfulness of work, professional loyalty and the need for continuity, less from a sense of institutional support or the possibility of professional development. This finding has major implications for the prison service‘s personnel policy - it points to the need to reinforce the value anchoring of the profession through reflective, supportive and educational interventions that contribute to maintaining professional identity and reducing turnover rates. In the context of the findings presented, the introduction of a systematically managed model of mental health care for employees that includes regular supervision, a structured adaptation programme for new employees, the availability of crisis intervention, participative management models and the development of a team culture based on trust, sharing and mutual support can be recommended. The key is to see psychological resilience not as an individual ‘trait’ but as a variable that is influenced by the environment, organisational processes and the degree of systemic support. In conclusion, it can be stated that professional employees in the prison system represent a highly exposed professional group, whose mental health is a fundamental prerequisite for the fulfilment of the humanisation and resocialisation goals of modern prisons. 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