CORRECTIONAL MANPOWER PLANNING, TRAINING AND DEVELOPMENT PROJECT - AN EXECUTIVE SUMMARY

• NCJ Number: 61508
• Author(s): B SEGAL; G HAWES
• Date Published: 1976
• Length: 14 pages
• Corporate Author: Canada National Advisory Network on Correctional Manpower Planning, Training and Development
• Sale Source: Canada National Advisory Network on Correctional Manpower Planning, Training and Development
• Language: English
• Country: Canada

Annotation

HIGHLIGHTS OF THE CENTRE FOR SOCIAL WELFARE STUDIES' PRINCIPAL RESEARCH FINDINGS REGARDING THE CORRECTIONAL MANPOWER DEVELOPMENT PROJECT OF CANADA ARE PRESENTED; CORRECTIONAL PERSONNEL AND POLICY ARE EMPHASIZED.

Abstract

INFORMATION WAS GATHERED FROM PARTICIPATING JURISDICTIONS IN FOUR WAYS INCLUDING SURVEY DATA FROM 600 CORRECTIONAL STAFF INTERVIEWS AND QUESTIONNAIRES, SOLICITATION OF TRAINING ACTIVITIES INFORMATION, ANALYSIS OF 22,000 PERSONNEL RECORDS, AND A LIMITED FIELD INVESTIGATION. SURVEY FINDINGS SHOWED THAT A LARGE PROPORTION OF BOTH PROBATION AND PAROLE WORKERS AND INSTITUTIONAL STAFF DO NOT FEEL THEY HAVE THE NECESSARY KNOWLEDGE REQUIRED TO PERFORM NECESSARY TASKS; AND THAT THERE IS A STRONG CORRELATION BETWEEN THE CLARITY EMPLOYEES FEEL ABOUT INFORMATION RELATED TO THEIR WORK AND LEVEL OF REPORTED JOB SATISFACTION. THIRTY-TWO PERCENT OF THE INSTITUTIONAL STAFF WHO WERE INTERVIEWED FELT THAT INCARCERATION SHOULD BE THE PRINCIPAL ROLE OF THE CORRECTIONAL SYSTEM; 44 PERCENT FELT ITS MAIN PURPOSE TO BE REHABILITATIVE; 24 PERCENT FELT THAT THE PRINCIPAL ROLE SHOULD BE DIVIDED BETWEEN INCARCERATION AND REHABILITATION. A MAJORITY OF WORKERS FELT THE GOALS OF THE ORGANIZATION FOR WHICH THEY WORKED SHOULD BE CHANGED TO MAKE THEM MORE REALISTIC; 33 PERCENT WORKING IN PROBATION AND PAROLE EXPRESSED SIMILAR VIEWS. IN ADDITION, THE LEVEL OF TENSION EXPERIENCED BY INSTITUTIONAL STAFF INCREASES WITH THE LENGTH OF SERVICE AND THE AGE OF THE EMPLOYEE. THERE IS NO CLEAR UNDERSTANDING AMONG CORRECTIONAL WORKERS REGARDING THE CRITERIA FOR PROMOTION. MOST JURISDICTIONS HAVE NO SPECIALIZED TRAINING FACILITIES, LITTLE OR NO ORGANIZATIONAL DEVELOPMENT, OR EXPERIENCE WITH A TEAMWORK APPROACH. PERSONNEL RECORD ANALYSIS SHOWED THAT CORRECTIONAL SYSTEMS HAVE DIFFICULTY IN RETAINING YOUNG WORKERS, THAT A VERY LOW PERCENTAGE OF WORKERS LEAVE THE SYSTEM AFTER 5 YEARS OF SERVICE, AND THAT TURNOVER RATES ARE HIGHEST IN MIXED AND MEDIUM SECURITY INSTITUTIONS. THE SUMMARY IS ALSO PRESENTED IN FRENCH. (AUTHOR ABSTRACT MODIFIED--LWM)