You are the Corrections Human Relations and Training Officer for a large metropolitan correctional facility known as the Centervale Corrections Facility. This facility has existed for 17 years and has well-developed policies and practices.
The Centervale Corrections Facility was one of the more respected facilities because it diligently practiced the humane and ethical treatment of inmates. Employees were always reported to have been satisfied with the job. Employee evaluation processes within the organization were well thought of for their level of fairness and effectiveness. Moreover, the structural and social aspects of jobs were always well planned, so that employees were clear about what was required of them.
However, over the past two years, things have changed.
The level of job satisfaction experienced by employees is at an all time low. A huge number of people aspiring to be officers apply to your facility every year, yet they don't seem to stay. Upon being questioned, the officers list burnout, communication problems with senior officers, lack of motivation, low pay, poor understanding of job requirements, and poor cooperation from other agencies among their most important reasons for being unhappy with the job. They have been reported to say, "This is not what we expected. This is supposed to be one of the best correctional facilities in the country. But everything is messed up." It seems as though somewhere over the past few years the staff at the Centervale Corrections Facility has become stressed and unsatisfied with the work environment.
The turnover is causing a lot of stress and strain within and around the facility. It is becoming painfully obvious to the government authorities that somewhere down the line planning and management of the Centervale Corrections Facility has deteriorated.
1. Job redesign. Discussed ways that are unusual that might increase job satisfaction among the employees of a prison.
2. Effective leadership. Discussed ways that management can become more democratic and still operate.
3. Effective evaluation and performance measures. Discussed what the criminal justice system should do to obtain a complete and effective understanding of the motivational factors of employees in criminal justice organizations.
4. Improved supervision. Summarized what you've learned about the effective and ineffective communication strategies within criminal justice organizations such as prisons.
Image with other agencies. Described how you will improve cooperation from other agencies and explained why.
Job satisfaction can be increased at Centervale Corrections Facility by Job redesign. There should be job rotation so that the responsibilities of a person change. We consider the example of the detention officer. He is responsible for the smooth operation of jails and juvenile detention centers. For a limited period of time he may be given the responsibility of driving the inmates to the courtrooms and back. The detention officers may temporarily be moved to the juvenile correctional department. This will break his tedium and make his job more interesting. Another example is that the warden in the Centervale Corrections Facility may be moved to the position of a Lieutenant- Corrections. The change in responsibilities will make the job of each person more meaningful. Other methods of increasing job satisfaction of employees in Centervale Corrections Facility include showing the employees the result of their hard work, recognizing ...
This solution explains improving employee job satisfaction at a correctional facility. The sources used are also included in the solution. 574 words with reference.
Price fixing auction house commissions and whistle blowers
Need some assistance with the following questions to be able to understand concepts, need brief explanations:
1. Sotheby's and Christie's auction houses and/or their agents (employees) were recently charged with price fixing auction house commissions? Should the employees be penalized civilly (fined), criminally (jailed) or should they pay both civilly and criminally? http://www.usdoj.gov/atr/cases/f11300/11329.htm
2. After the scandals at Enron, et al., is the protection for whistle blowers who might have knowledge of wrongdoing by corporate executives appropriate? Please explain. Refer to the following website:http://www.whistleblowers.org/View Full Posting Details