Supervising juveniles and adults: organizational context, professional orientations, and probation and parole officer behaviors

2018 ◽  
Vol 41 (4) ◽  
pp. 410-426 ◽  
Author(s):  
Riane M. Bolin ◽  
Brandon K. Applegate
1979 ◽  
Vol 25 (4) ◽  
pp. 425-435 ◽  
Author(s):  
Paul W. Keve

Just what is the proper definition of the role of the probation or parole officer? This is an issue that is always alive, never entirely resolved. It has many subtle facets which most probation and parole officers quietly re solve to their own satisfaction on almost a day-to-day basis.


2021 ◽  
Vol 118 (14) ◽  
pp. e2018036118
Author(s):  
Jason A. Okonofua ◽  
Kimia Saadatian ◽  
Joseph Ocampo ◽  
Michael Ruiz ◽  
Perfecta Delgado Oxholm

Incarceration is a pervasive issue in the United States that is enormously costly to families, communities, and society at large. The path from prison back to prison may depend on the relationship a person has with their probation or parole officer (PPO). If the relationship lacks appropriate care and trust, violations and recidivism (return to jail or prison) may be more likely to occur. Here, we test whether an “empathic supervision” intervention with PPOs—that aims to reduce collective blame against and promote empathy for the perspectives of adults on probation or parole (APPs)—can reduce rates of violations and recidivism. The intervention highlights the unreasonable expectation that all APPs will reoffend (collective blame) and the benefits of empathy—valuing APPs’ perspectives. Using both within-subject (monthly official records for 10 mo) and between-subject (treatment versus control) comparisons in a longitudinal study with PPOs in a large US city (NPPOs = 216; NAPPs=∼20,478), we find that the empathic supervision intervention reduced collective blame against APPs 10 mo postintervention and reduced between-subject violations and recidivism, a 13% reduction that would translate to less taxpayer costs if scaled. Together, these findings illustrate that very low-cost psychological interventions that target empathy in relationships can be cost effective and combat important societal outcomes in a lasting manner.


1997 ◽  
Vol 77 (3) ◽  
pp. 295-312 ◽  
Author(s):  
BETSY FULTON ◽  
AMY STICHMAN ◽  
LAWRENCE TRAVIS ◽  
EDWARD LATESSA

Much has been written about officer role orientations in probation and parole and about principles of effective correctional intervention, but little research adequately reflects the importance of linking these two discussions. The present study on officer attitudes provides a first step toward making this link. An officer attitude survey was conducted with both regular and intensive supervision officers at two different program sites. Each site recently implemented a prototypical model of intensive supervision that encourages a balanced approach to supervision and is based on principles of effective correctional intervention. Prior to implementation, the intensive supervision officers at each site participated in comprehensive training and development activities. The primary purpose of this research was to learn the extent to which attitudes of the intensive supervision officers differ from those of regular supervision officers—who did not participate in the training and development activities—in terms of their focus and style of supervision. The results suggest that a comprehensive approach to training and development can effectively instill in officers the supervision attitudes that are most conducive to promoting offender change.


2010 ◽  
Vol 26 (1) ◽  
pp. 3-10 ◽  
Author(s):  
Nale Lehmann-Willenbrock ◽  
Simone Kauffeld

In research on trust in the organizational context, there is some agreement evolving that trust should be measured with respect to various foci. The Workplace Trust Survey (WTS) by Ferres (2002) provides reliable assessment of coworker, supervisor, and organizational trust. By means of a functionally equivalent translation, we developed a German version of the questionnaire (G-WTS) comprising 21 items. A total of 427 employees were surveyed with the G-WTS and questionnaires concerning several work-related attitudes and behaviors and 92 of these completed the survey twice. The hypothesized three-dimensional conceptualization of organizational trust was confirmed by confirmatory factor analysis. The G-WTS showed good internal consistency and retest reliability values. Concerning convergent validity, all of the three G-WTS dimensions positively predicted job satisfaction. In terms of discriminant validity, Coworker Trust enhanced group cohesion; Supervisor Trust fostered innovative behavior, while Organizational Trust was associated with affective commitment. Theoretical and practical contributions as well as opportunities for future research with the G-WTS are discussed.


1996 ◽  
Author(s):  
Barbara Bloom ◽  
◽  
Marilyn Brown ◽  
Meda Chesney-Lind ◽  
Arthur J. Lurigio
Keyword(s):  

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