Chapter 7
Correctional Staff and
Management
The Correctional Officer
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Training: The Transformation From
Citizen to C.O.
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Constantly increasing in hours and
sophistication
Includes physical training, “how to”
training, as well as academic
Trainees: “end of the liners”, “in the
blood”, “former law enforcement”
On the job training (testing of the rookie)
The Base of Correction Officer
Power
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Concept of “defect of total power”
Hepburn: legitimate, coercive,
reward, expert, referent
“The Job:” Correction Officer
Duty Positions
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Duty posts
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Cell block, work detail, industrial
shop, yard, admin building, perimeter,
relief
Bid system
Shift lag: impaired performance,
irritability, etc.
The Correctional Officer
Subculture
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Kauffman’s elements of subculture
Subculture influences how to
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Perceive inmates
Anticipate trouble
Manage inmates
Subculture has changed as workforce
has become diversified
Minority and Female Officers
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Women – 32% of staff and administrative
White – 68% of staff and administrative
Female officers in prisons for men
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Have a “calming” effect
Do their job as well as men
Zimmer’s research: majority of male inmates did
not see invasion of privacy
Training is important
Sexual relationships with inmates can be a
problem
Cross-sex supervision (advantages and
disadvantages)
Stress and the Correctional
Officer
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Role conflict
Dangerousness
Low Pay (median salary $32,000 – 2002)
Administrative Support
Peer Support (negative impact on job
satisfaction?)
Family and Community Support
Educational Level
Correctional Experience
Administrators and Managers
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Management Functions
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Planning (avoid crisis centered
management)
Organizing
Staffing
Leading (concept of transformational
leaders)
Controlling
Management Styles
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Autocratic/Authoritarian Management
Participatory Management
Shared Powers Management
Inmate Control Management