NCJ Number
151975
Journal
Justice Quarterly Volume: 11 Issue: 3 Dated: (September 1994) Pages: 471-497
Date Published
1994
Length
27 pages
Annotation
This study explores differences in outcomes associated with the traditional control model of corrections and the emerging trend toward podular direct-supervision jail management, that stresses employee investment in the organization.
Abstract
Control management stresses tight control over procedural and security matters and attempts to model a straight way of life, as reflected in dress, speech, and the rule of authority. Podular direct-supervision jails are also highly bureaucratized and typically operate in a paramilitary manner; however, unlike jails that operate under the control model, officers in direct- supervision jails are trained to employ proactive interpersonal skills in dealing with inmates. The decentralized organizational structure of these jails also allows lower-level personnel to have some degree of input into the operation of the facility. Using data obtained from five podular direct-supervision jails, this analysis indicates that some positive outcomes, including reduced stress, greater job satisfaction, motivation, and organizational commitment were realized with some consistency among personnel in these facilities. The findings support the development of an employee investment approach to jail management. 6 tables, 12 notes, and 39 references