Study sites containing middle-sized urban area facilities that had been in operation for at least 1 year were selected across the United States to ensure that generalizations made about staff turnover in New Generation Jails were applicable across a wide range of geographic settings. In addition, to enable comparisons based on pay scales of correctional staff relative to deputy sheriffs (or equivalent law enforcement rank), both "below parity" and "at parity" facilities were included in the group of six test site jails. A personnel survey assessed issues and attributes associated with staff turnover, including pay, organizational commitment, promotion opportunities, and job satisfaction. Standard background and job status questions were also included for control. Study results demonstrated that staff turnover was strongly affected by overcrowding. The mean staff turnover rate for all jails was 13.8 percent. Highest turnover rates were observed for front-line and contact personnel, namely clerical staff and correctional officers and deputies. The importance of training to prepare staff for job tasks and to reinforce organizational values and abilities is stressed. Means of enhancing the "person-to-job" fit and the "person-to-organization" fit in New Generation Jails are discussed. 52 references, 26 notes, and 12 tables