NCJ Number
15116
Journal
Journal of Research in Crime and Delinquency Volume: 11 Issue: 2 Dated: (JULY 1974) Pages: 155-172
Date Published
1974
Length
18 pages
Annotation
THE CORRECTIONAL OFFICER SUBCULTURE IS FOUNDED ON THE FRUSTRATING BELIEF THAT INMATES ON THE WHOLE DESERVE BETTER TREATMENT THAN OFFICERS (OR OTHERS) ARE CAPABLE OF GIVING UNDER PRESENT CIRCUMSTANCES.
Abstract
TRAINING AND MANPOWER DEVELOPMENT IN CORRECTION HAS BECOME AN INCREASINGLY IMPORTANT ISSUE. MOST SUCH TRAINING ON THE CORRECTIONAL OFFICER LEVEL IS BASED UPON AN ACADEMIC MODEL OF EDUCATION. THIS KIND OF TRAINING APPROACH IS LIKELY TO BE INEFFECTIVE BECAUSE OF A HYPOTHESIZED OFFICER SUBCULTURE, THE VALUES OF WHICH ARE ANTAGONISTIC TO THE POLICY AND VALUES IMPLICIT IN THE TRAINING. THREE SCALES, MEASURING CORRECTIONAL POLICY, SUPERVISORY BEHAVIOR, AND SOCIAL CLIMATE OF INSTITUTIONS, WERE ADMINISTERED IN THE CORRECTION DEPARTMENT OF A NORTHEASTERN STATE IN ORDER TO TEST THE HYPOTHESIS. IT WAS FOUND THAT OFFICERS DIFFERED CONSIDERABLY FROM MANAGERS ON BOTH POLICY AND SOCIAL CLIMATE. A MAJOR EXPLANATORY FACTOR APPEARED TO BE THE WAY IN WHICH THE OFFICERS PERCEIVED THEMSELVES TO BE MANAGED. SUGGESTIONS ARE MADE FOR CHANGING THE OFFICER SUBCULTURE VALUES BASED UPON SMALL GROUP DYNAMICS TECHNIQUES THAT AFFECT THE WAY IN WHICH OFFICERS PERCEIVE THEMSELVES TO BE MANAGED AND ALTER THE PERCEIVED REWARDS FOR BEHAVING IN WAYS COMPATIBLE WITH MANAGERIAL POLICY. (AUTHOR ABSTRACT)