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Managing Challenges in Criminal Justice
For managers in the criminal justice system, the duty to protect the public means supervising officers who must interact with lawbreakers, intoxicated or dangerous individuals, and the like. Similarly, corrections officers deal continually with violent criminals and others who do not want to be confined in jail or prison.
These are demanding jobs. Criminal justice managers face a difficult dilemma that is built into their jobs: on the one hand, they are tasked with protecting the public (as well as their employees), while on the other hand, they are expected to control the behavior of their officers and protect the rights of the criminals they encounter.
With this contradiction in mind, discuss the following:
This week, we shift our attention from the structure of the organization to the employees themselves.
Criminal justice organizations represent a wide range of functions. This field includes courts, probation
offices, police departments, jails and prisons, community corrections facilities, and more.
Within these agencies, we see both sworn employees and civilian employees. A sworn employee is one
with the power to use force or make arrests on the job, such as a police officer or a correctional officer.
It is not possible to address the particular needs or characteristics of all employees. The job of a
paralegal will differ entirely from the job of a corrections officer. However, there are some
commonalities, and all managers would do well to understand them.
When considering a criminal justice agency, it is natural to immediately think of frontline employees,
such as police officers and correctional officers. However, it is imperative to recognize that criminal
justice agencies comprise a wide range of employees. For example, the Broward County (Florida)
Sheriff’s Office employs nearly six thousand people. Fewer than half of those employees are deputies.
That means there are several thousand civilian employees: file clerks, evidence room managers,
helicopter pilots, media relations specialists, mechanics, etc. All of these employees require
management. As we go forward and discuss some of the aspects of personnel management that are
unique to the criminal justice environment, remember that managers in this field will have “traditional”
employees to supervise as well.
Having said that, we will see that the criminal justice field does present certain unique management
challenges due to the nature of the law enforcement, legal, and corrections functions.
Participative Leadership:
There are several techniques leaders might utilize to encourage compliance and ultimately achieve
organizational tasks and goals. Participative leadership ensures that employees are more productive.
Recruitment & Retention:
A major source of concern among criminal justice administrators is the recruitment and retention of
quality employees. Retention of good employees is very important. An organization that suffers from
high turnover will have difficulties such as ensuring that the remaining employees can cover the
workload effectively. Also, it can be expensive to be continually recruiting and training new employees.
All administrators come to learn that the first step in minimizing turnover is to recruit and select
excellent candidates.
When facing a staff shortage, a criminal justice manager might ask questions such as:
•
What are the best ways to attract a large pool of qualified candidates?
•
What is the best way to navigate the selection process and eliminate undesirable candidates?
•
What can be done to retain quality candidates and minimize turnover?
Recruitment
A good place to start recruiting may be college campuses, where an entire population of educated
individuals exists, ready to join the workforce. This is true even for police patrol officers. Studies have
revealed that there are fewer complaints filed against college-educated officers and they engage in
fewer use-of-force incidents than officers without college degrees. For these reasons, more and more
police departments now require candidates to be college graduates.
As the nature of policing has changed, so has the recruitment process. Most notably, the transition to
community policing required the recruitment of officers with interpersonal skills, reasoning and criticalthinking skills, and the like. As policing evolves into a more data-driven process, candidates with
technological skills will be desirable. Data-related jobs will also continue to appear, such as crime
analyst.
Another trend has seen police departments and correctional facilities advertising for certified officers
(those who have already graduated from a training academy). Hiring experienced officers saves the
department money that would otherwise be needed for the training academy. Some candidates have
taken it upon themselves to pay their own way through an academy in order to qualify for these
certified positions.
The Selection Process
The selection process varies depending on the type of job and the mission of the agency. Clearly, the
qualifications for a crime analyst or victim advocate will differ from those for a probation officer or a
corrections officer.
The selection process for a sworn position, such as police officer or corrections officer, will include:
•
A test of physical abilities
•
Face-to-face interviews
•
A written examination
•
A background check, including a driving record
•
A psychological evaluation
•
A polygraph examination (usually)
Employee Retention
There is a great deal of job-related stress leading to burnout and high turnover in many criminal justice
agencies. What can a criminal justice administrator or manager do to reduce the impact of job-related
stress? Motivation is the key. Motivating staff members to be excited about their jobs, or satisfied at the
very least, goes a long way in keeping staff retention rates up and turnover rates down. Given the cost
of recruiting, selecting, and training new employees, retention of employees is also a financial concern.
Employee Supervision Models:
The following are three models of employee supervision:
The Traditional Model
The traditional model of supervision equates to control over employees. The structure is more formal
and closed, and less care is given to charismatic (the leader’s personality wins acceptance)
or expert (the leader has specific relevant expertise) power than to legitimate authority (by virtue of
the position the leader has earned through merit). There are areas of the criminal justice field where the
traditional model is required, due to the need for strict lines of authority and accountability.
Many criminal justice administrators and managers are afraid to relinquish control. So they end up
micromanaging their employees, which is in line with the traditional model of supervision.
The Human Service Model
The human service model of supervision equates to employee empowerment, ideally resulting in
motivated and productive employees and attainment of organizational goals. The human service model
seeks to develop a positive and productive working relationship between management and staff that is
based on mutual trust. Supervisors can demonstrate their trust of staff by granting the staff the freedom
to think and act independently, employing discretion when necessary. The staff can demonstrate its
trust of management by accepting instructions and completing assigned tasks.
In a productive work environment, supervisors and staff alike accept responsibility for achieving
organizational goals and work together to do so. Part of the reason both supervisors and staff
collaborate and cooperate toward completion of those goals is that the job is made more rewarding for
doing so. Of course, this model falls short if employees do not have the skills necessary to assume this
level of self-determination.
The Unit Management Model Used by the Federal Bureau of Prisons (BOPs)
The underlying premise of the unit management model within the BOP is teamwork. This structure is
intended to foster a sense of team among staff and inmates alike that should foster collaboration in
achievement of shared goals. Additionally, by assigning staff to a particular unit that has a constant
population that is not always changing, staff will be more familiar with inmates and better able to
provide appropriate services to meet the needs of the inmates within that unit.
This model is also intended to inspire and motivate the staff members as they work together to create a
strong unit. The Federal BOP’s model is very much humanistic as it seeks to provide a fulfilling work
environment for all employees through empowerment and teamwork. The staff members are
empowered because they can use their discretion in completing tasks. They are not required to navigate
the tedious chain-of-command process.
Motivation & Morale
In Week 2, we looked at the concept of job design. There are several strategies a criminal justice
manager can follow to make the design of a particular job more satisfying to the employee and,
therefore, help maintain the employee’s motivational level. Some of these different strategies include:
•
Recognize that different employees respond to different approaches. Extroverts respond
differently than introverts, for example. A daily walk-through to informally check with
employees to see how they are doing will be welcomed by some (who will think it’s good that
you care), while others will feel micromanaged. This can be a tough lesson to learn, but it is
worth taking the time to do so.
•
Continue to ensure there are ongoing opportunities for learning on the job. It may even be
beneficial to cross-train employees in different areas. Cross-training often leads to better morale
and camaraderie among employees, who will better understand the roles that others play. This
can also lead to some revelations that improve efficiency.
•
Provide an optimal level of variety. Employees need variety to prevent boredom, fatigue, and
burnout.
•
Recognize that everyone wants to be part of a cohesive team but also deserves individual
recognition. Again, this can be a fine line to try to navigate.
•
Employ mechanisms that allow employees to provide input. Employees want to know that their
voices are heard in some fashion. Studies have shown that employees who feel their opinions
and input are heard are happier and more productive even if their suggestions are not acted
upon.
•
Ensure that employees perceive there is a path to a desirable future. Dead-end jobs never
inspire long-term dedication, nor do they contribute to staff motivation. Employees desire
opportunities for advancement and personal growth.
•
Be familiar with warning signs so that cases of burnout or excessive stress can be addressed
early.
As a manager, if you do not follow these strategies, you will experience a higher turnover rate.
Retention of quality staff is critical to the ongoing stability and success of any organization.
Communication Styles:
A criminal justice organization’s effectiveness is directly related to how well the individuals employed
within that organization communicate with one another, both formally and informally. The structure of
the organization relates directly to this concept. The more formal the organization, the more it will rely
upon formal communication methods.
Communication style is one of several key characteristics of a manager that impact how effective he or
she will be. An effective manager will realize that different situations call for different communication
methods. For instance, an e-mail is appropriate sometimes, while other situations call for a one-to-one
discussion.
Barriers to Communication
All criminal justice managers and supervisors should be aware of the different barriers to effective
communication because these can prevent employees from receiving and understanding the intended
message.
There are four components to a message, whether it’s verbal, written, or even visual. Any of the four
components can prevent accurate understanding of the intended message. Let’s review these
components:
The sender: If the sender utilizes sarcasm, obscure wording, or inappropriate language, the intended
message may fail. If the sender has a reputation for providing incorrect information (or spreading
rumors), accurate information may not be considered reliable by those who receive the message.
The receiver: If the receiver is not paying attention, is bored, or does not have an understanding of the
language or slang that is being used, the message will not be effective. The receiver may also have a bias
or a preconceived idea that incorrectly colors the message.
The method of conveyance: This component is often overlooked. Managers need to be careful to
choose the proper communication method. A complex new policy should be transmitted by an e-mail or
a written memo so that the receiver can reread the information as necessary and retain it for future
reference. On the other hand, an e-mail or memo may not be noticed by the receiver while the sender
assumes it has been read and understood. Also, readers who have questions cannot ask them of a
memo. When choosing a conveyance, the sender should consider:
•
The physical environment
•
The complexity of the message
•
The need for feedback
•
The formality of the message
•
Privacy concerns
The message: A message written illegibly or spoken in a noisy environment may be misinterpreted. The
actual content of the message may be interpreted differently by different people. For instance, suppose
a memo reads, “We have made cuts to align our budget with reduced funding.” Some may see this
memo as reassuring while others may worry that it indicates layoffs to come in the future.
Fostering Effective Communication
In order to foster a climate of open communication, criminal justice managers should teach their staff
members how to recognize the barriers described above. When all employees are aware of the different
barriers to communication, everyone can work to avoid these barriers and improve their individual
communication skills.
Utilizing a participatory management approach is one way to create an atmosphere conducive to good
communication. The staff members need to feel that they are being kept in the loop, and they need to
trust the information source; otherwise, messages will be lost. Additionally, a good manager will
recognize the value of communication that flows to him or her, not just from him or her. In other words,
it is expected in a criminal justice organization that the manager will issue directives that flow
downward. However, being receptive to information that flows upward will equip the manager with
information from the “front lines” that he or she may not otherwise have.
A manager’s communication must effectively flow laterally as well. In other words, a manager has to
communicate well with the managers of other departments. A police precinct captain issues orders
downward and receives information from his or her officers but must also communicate well with
managers of other departments, such as human resources, purchasing, facility management, and media
relations.
Due to the interconnectedness of the criminal justice system, a manager may also need to interact with
other agencies. For example, a police precinct captain will interact with managers at the prosecutor’s
office, the county jail, the courthouse, and the police academy.
Supervision & Evaluation Guidelines:
Proper supervision and evaluation result in productive employees with high morale and high job
satisfaction, which translate to less stress and burnout and reduced turnover. Effective supervision and
evaluation also help ensure the employees are performing as expected, which of course benefits the
entire organization.
Earlier, you learned about role ambiguity and role conflict. These dangers can appear in the form of
contradictory goals, which not only confuse the employee but also make it difficult for the manager
when conducting an evaluation. Individual goals should also meet the requirements we discussed
in Week 2 regarding organizational goals. Proper goals go hand-in-hand with job design.
Span of control and unity of command also present supervisory challenges. Span of control refers to the
number of employees that a supervisor is responsible for. Once the manager’s span of control grows
beyond a certain point, he or she cannot effectively manage. The actual number of employees can differ
depending on the job at hand. For example, current police strategy calls for a span of control of eight to
ten patrol officers for a sergeant. A sergeant supervising fewer than eight patrol officers is not being
used to his or her fullest capacity. On the other hand, trying to keep track of more than ten officers in
the field is probably too much for the sergeant to effectively manage.
Unity of command means the employee has one clear supervisor. Reporting to more than one manager
leads to role conflict, role ambiguity, and contradictory goals.
Evaluations should also be timely. A manager need not wait for the formal annual evaluation to provide
meaningful coaching and feedback to the employees. Those employees who are underperforming are
often not even aware that they are falling short.
Quality over quantity?
Publication info: The Baltimore Sun ; Baltimore, Md. [Baltimore, Md]01 Aug 2012: A.18.
ProQuest document link
ABSTRACT
The union argues that rather than combating the problem of high turnover by lowering standards and bringing
more recruits in the door, the city should demand a higher education level for its prospective officers, stricter
physical fitness standards and more years of experience before new policemen are eligible for advancement as
sergeants or lieutenants.
FULL TEXT
Baltimore Police Commissioner Frederick H. Bealefeld III formally retires today, and Mayor Stephanie RawlingsBlake has yet to settle on his replacement. She has, however, indicated a broad commitment to sticking to the
policing philosophy that Mr. Bealefeld has employed to significant success — that is, a move away from the mass
arrests the department made in the early years of the last decade and a focus instead on violent offenders. That’s
the right idea, but the next commissioner will have to do much more than continue Mr. Bealefeld’s legacy.
Corruption scandals have badly damaged the department’s morale and reputation in the community, and although
diminished, crime remains far too high. If the department doesn’t need a new philosophy, it certainly needs some
new thinking.
The Baltimore lodge of the Fraternal Order of Police produced a study this month suggesting a series of ideas big
and small to produce a force that is more responsive and more effective. The FOP has clashed with City Hall in
recent years over Mayor Rawlings-Blake’s pension reform efforts, and the city and the union are currently engaged
in federal litigation over the changes she pushed through the City Council. Although the union does argue in its
study for a reversal of some of those reforms — which were, incidentally, necessary to keep the city on a sound
fiscal path — that is not the focus of the document. Instead, most of the report is taken up with suggestions for
changes to department hiring and training practices and revisions to the command structure with the idea that the
city can get a better police force without spending more money.
Ms. Rawlings-Blake has been pushing to increase the number of officers on the force by as many as 300, but FOP
officials contend that it would be better instead to invest in training and retention so that the officers we have are
better connected to the community, make high-quality arrests and build the kind of cases that lead to convictions.
They make strong points in favor of a quality-over-quantity approach that the new commissioner should seriously
consider.
Fully one third of the city force has fewer than five years of experience, and union officials say young officers too
often use Baltimore as a training ground to help them get easier, safer and frequently better-paid jobs in the
suburbs. A high percentage of inexperienced officers is associated with more corruption in a department and more
problems with police misconduct, the report says. The union argues that more competitive wage scales would
help, but it also is pushing for a greater investment in officer training and the return of a tuition reimbursement
program. The union argues that rather than combating the problem of high turnover by lowering standards and
bringing more recruits in the door, the city should demand a higher education level for its prospective officers,
stricter physical fitness standards and more years of experience before new policemen are eligible for
advancement as sergeants or lieutenants.
Commissioner Bealefeld showed that it was not the quantity of arrests that made the city safer but the quality. It’s
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worth considering whether the same might be true for the number of officers. The Baltimore Police Department
suffers from a long legacy of mistrust in many communities that hinders police work and makes it more difficult
for prosecutors to get convictions when cases go to trial. Focusing on fielding a force of high-quality, long-tenured
officers — even if there aren’t as many of them — could help bridge that divide.
So too would another of the FOP’s suggestions, which is to renew the department’s focus on quality-of-life crimes.
For many years, the homicide count has been the single most important metric for the department, City Hall and
the voters, and not without good reason. But the recent decline in homicides has not produced a corresponding
shift in public perceptions of the city. As the recent rash of youth mobs downtown proved, Baltimore’s reputation
can suffer even when no crime so serious as a murder takes place. Mayor Rawlings-Blake has set a laudable goal
of increasing Baltimore’s population by 10,000 families during the next decade, and the success of that effort may
hinge almost as much on the number of car break-ins in residential neighborhoods as on the violent crime rate.
The next commissioner has an opportunity to consolidate the gains Mr. Bealefeld realized and to make the city not
just safer but safe. With this report, the city’s rank-and-file officers are offering to be constructive partners in that
effort. He or she should take them up on it.
Credit: THE BALTIMORE SUN
Illustration
Photo(s); Caption: Photo: Baltimore’s Police Department could use some new thinking after Commissioner
Frederick Bealefeld III retires today.
DETAILS
Subject:
Cities; Police corruption
Location:
Baltimore Maryland
Publication title:
The Baltimore Sun; Baltimore, Md.
First page:
A.18
Publication year:
2012
Publication date:
Aug 1, 2012
Section:
EDITORIAL
Publisher:
Tribune Interactive, LLC
Place of publication:
Baltimore, Md.
Country of publication:
United States, Baltimore, Md.
Publication subject:
General Interest Periodicals–United States
ISSN:
19439504
Source type:
Newspapers
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Language of publication:
English
Document type:
Editorial
ProQuest document ID:
1030437290
Document URL:
https://login.libproxy.edmc.edu/login?url=https://search.proquest.com/docview/103
0437290?accountid=34899
Copyright:
(Copyright 2012 @ The Baltimore Sun Company)
Last updated:
2017-11-19
Database:
ProQuest Central
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Citation style: APA 6th – American Psychological Association, 6th Edition
Quality over quantity?: Our view: City police union offers intriguing proposals for new hiring standards, training and
retention efforts to make a better force without spending more. (2012, Aug 01). The Baltimore Sun Retrieved from
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