Correctional Management of Offenders by Line Staff: Implications of a Behavioral Model

Abstract

This article describes a behavioral model of the criminal process (Reed & Gaines, Note 1) to help clarify the primary objectives, behavioral processes, and basic skills involved in the correctional management of offenders by line staff. The model views managerial decisions and actions as learned responses to three societal mandates that are communicated through images of offenders as criminals, persons, and citizens. These mandates are treated as competing criminal justice and correctional goals which define the primary objectives and roles of line staff: (a) to control criminals, (b) to help them as individual persons, and (c) to protect rights afforded them as citizens. According to the model, efficient performance of this complex role depends upon knowledge and skills related to three conceptually distinct behavioral processes or sequential steps: Step 1: Effective use of cues associated with images of criminals to be controlled, ofpersons with needs, and of citizens with rights. Step 2: Accurate classification/labeling decisions of offenders' behavior, requests, and needs. Step 3: Appropriate management behavior that is coordinated with organizational developments and systems supports. Training, research, and staff evaluation implications of the model are discussed in terms of the current lack of clear goals in corrections and seven suggested standards for job performance that are based upon behavioral principles.