Teamwork Culture and Inmates’ Behaviour Change in Correctional Facilities in Nairobi City County, Kenya

Abstract

Correctional institutions in Kenya have continued to experience challenges in achieving effective inmate rehabilitation, particularly within urban counties such as Nairobi City County. Weak teamwork culture, rigid hierarchies, and inconsistent empowerment structures have limited the success of rehabilitation programs, resulting in high recidivism and constrained reintegration outcomes. The aim of the study was to establish how stakeholder involvement, empowerment, and capability development within teamwork culture influence inmate behaviour change in correctional facilities in Nairobi City County. The study examined teamwork culture as a strategic institutional reform for enhancing rehabilitation effectiveness, reducing recidivism, and promoting positive behavioural transformation among inmates. A descriptive research design was adopted, targeting 1,060 correctional officers drawn from Kamiti Maximum Security Prison, Lang’ata Women’s Prison, and Nairobi Remand Prison. Stratified random sampling was used to select 291 respondents. Data were collected through structured questionnaires that were reviewed for content validity and tested for reliability. Quantitative data were analyzed using descriptive statistics, correlation, and multiple regression with the aid of SPSS Version 26, while qualitative data were analyzed thematically to capture institutional perspectives on teamwork practices. The study was anchored on the social learning theory and the institutional culture and rehabilitation theory. The findings revealed that teamwork culture practices were moderately to strongly implemented within correctional facilities. Staff collaboration in addressing inmate-related challenges and open communication were the most evident practices, while regular training for teamwork remained relatively weak. The study concluded that teamwork culture significantly improved inmate behaviour change by fostering collaboration, empowerment, and mutual accountability. Strengthening teamwork initiatives through continuous staff training, participatory decision-making, and multi-stakeholder involvement was recommended. Policy reforms should institutionalize teamwork-based practices to replace rigid hierarchical systems, thereby improving rehabilitation outcomes and reducing recidivism in Kenya’s correctional facilities.

Purpose: The study examined the effect of teamwork culture on inmates’ behaviour change in correctional facilities in Nairobi City County, Kenya. Specifically, it investigated how practices such as stakeholder involvement, empowerment, and capability development within teamwork culture influence rehabilitation outcomes, including reduced recidivism, improved reintegration, and positive behavioural transformation among inmates.

Methodology: The study adopted a descriptive research design targeting 1,060 prison officers in three major correctional facilities: Kamiti Maximum Security Prison, Lang’ata Women’s Prison, and Nairobi Remand Prison. Using stratified random sampling, 291 officers were selected. Data were collected through structured questionnaires validated by expert review and tested for reliability (Cronbach’s alpha = 0.827). Quantitative data were analyzed using SPSS Version 26, employing descriptive statistics, Pearson correlation, and multiple regression analysis. Qualitative data were thematically analyzed.

Findings: The results revealed that teamwork culture practices in Nairobi correctional facilities were strongly implemented. Staff collaboration in solving inmate-related challenges and open communication emerged as the strongest teamwork practices, while regular training for staff collaboration was relatively weaker. Qualitative findings highlighted both strengths and challenges, showing that while officers emphasized improved discipline and reduced conflicts through teamwork, they also pointed out that irregular training and inconsistent stakeholder involvement posed barriers to sustaining effective collaboration.

Unique Contribution to Theory, Practice, and Policy: The study contributes to social learning theory by showing that teamwork-based institutional practices foster cooperative environments that reinforce positive behavioural modelling. It also extends the Institutional Culture and Rehabilitation Theory by demonstrating that participatory and inclusive cultures accelerate inmates’ transformation compared to rigid hierarchical models. Practically, the study recommends strengthening teamwork practices by investing in officer-inmate collaboration, empowering staff with decision-making authority, and providing continuous training to correctional officers. For policy, it provides empirical evidence for reforms in Kenya’s prison service, advocating for a shift from punitive hierarchical systems towards rehabilitative teamwork-oriented models that reduce recidivism and enhance reintegration.