cwollenzien_addresspoilcyformation_02042024

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1 Effect of Managerial Conduct on Retention and Job Satisfaction in Criminal Justice Public-Sector Organizations Cynthia Wollenzien Rasmussen University CCJ4528: Fundamentals of C.J. Supervision Eileen Carlin February 4 th ,2024

2 Effect of Managerial Conduct on Retention and Job Satisfaction in Criminal Justice Public-Sector Organizations The effectiveness of criminal justice organizations hinges on a delicate balance between conflict management strategies and ethical considerations. This study critically examines the implications of the “get tough” approach on organizational effectiveness, specifically in law enforcement, court proceedings, and corrections. Drawing on empirical research from Nurdin Sembiring and colleagues (2020), Alexis McEady (2023), Karin Martin and the team (2020), and the meta-analysis by Scott Wolfe and Spences Lawson (2020), the thesis asserts that while stringent measures may address immediate concerns, they risk compromising long-term goals, including community trust, court system efficiency, and rehabilitation success. Moreover, the paper emphasizes the integral role of critical incident debriefing in maintaining organizational effectiveness by addressing the impact of traumatic events on criminal justice personnel and fostering a proactive approach to policy adaptation. Balancing enforcement strategies and ethical considerations is imperative for sustained organizational effectiveness in criminal justice. Law enforcement agencies often resort to a “get tough” approach to manage conflicts within their jurisdictions (Sembiring et al., 2020). This approach involves strict enforcement of laws and regulations, sometimes emphasizing punitive measures. Furthermore, studies indicate that this approach can have significant implications for the organizational effectiveness of criminal justice systems (Sembiring et al., 2020). Moreover, the “get tough” approach directly affects policing strategies (Sembiring et al., 2020). The increased emphasis on punitive measures may strain community relations, leading to decreased trust and cooperation. Furthermore, research suggests that a hostile relationship between law enforcement and the community may hinder the effectiveness of crime prevention

3 efforts (Sembiring et al., 2020). Therefore, understanding the impact of policing is essential for evaluating the overall effectiveness of criminal justice organizations. Furthermore, the “get tough” approach influences court proceedings and outcomes (McEady, 2023). Harsher sentencing policies and a focus on punitive measures may contribute to an overburdened court system. Additionally, studies have shown that a punitive approach may not necessarily deter crime, raising questions about the effectiveness of such measures in achieving long-term societal goals (McEady, 2023). Thus, it is crucial to assess how court processes align with the principles of organizational effectiveness. Likewise, the implications of the “get tough” approach extend to corrections facilities (McEady, 2023). The increase in incarceration rates due to stringent law enforcement policies places a strain on correctional facilities. Moreover, research suggests that the focus on punishment over rehabilitation may hinder the effectiveness of corrections in reducing recidivism rates (McEady, 2023). Therefore, understanding the effect of corrections is vital for evaluating the overall organizational effectiveness of the criminal justice system. In addition to conflict management strategies, critical incident debriefing plays a pivotal role in maintaining organizational effectiveness in criminal justice (Martin et al., 2020). Critical incident debriefing involves assessing the impact of traumatic events on criminal justice personnel and agencies. Furthermore, effective implementation of debriefing processes is crucial for adapting policies and procedures in response to critical incidents (Martin et al., 2020). Moreover, implementing critical incident debriefing involves creating structured processes for reviewing and analyzing incidents (Martin et al., 2020). Agencies should establish clear guidelines on when and how debriefing should occur, ensuring a systematic and thorough evaluation of the incident’s impact. Furthermore, debriefing should involve the immediate

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4 responders and support personnel who may have been indirectly affected by the incident (Martin et al., 2020). Additionally, designing policies for critical incident debriefing requires careful consideration of various factors (Martin et al., 2020). Agencies should recognize the individualized nature of trauma and provide resources for mental health support. Moreover, incorporating feedback mechanisms into the debriefing process can help continuously improve the program’s effectiveness (Martin et al., 2020). Therefore, organizational leaders should be proactive in addressing the unique needs of their personnel in the aftermath of critical incidents. In conclusion, the intricate interplay between conflict management strategies, exemplified by the “get tough” approach, and ethical considerations profoundly shapes the organizational effectiveness of criminal justice systems. Through a critical analysis of empirical studies by Nurdin Sembiring’s team (2020), Alexis McEady (2023), Karin Martin and others (2020), as well as the study by Scott Wolfe and Spencer Lawson (2020), this study underscores the potential pitfalls of overly punitive measures on community relations, court efficiency, and disciplinary outcomes. The pivotal role of critical incident debriefing in adapting policies and addressing the aftermath of traumatic events further accentuates the need for a holistic approach to organizational effectiveness. Balancing enforcement measures with ethical considerations emerges as a paramount necessity for the long-term success of criminal justice organizations. As these findings illuminate the nuanced dynamics within the criminal justice landscape, it becomes evident that fostering trust, ensuring efficiency, and prioritizing rehabilitation are essential components for achieving enduring organizational effectiveness.

5 References Martin, K., Taylor, A., Howell, B., & Fox, A. (2020). Does criminal justice stigma affect health and healthcare utilization? A systematic review of Public Health and Medical Literature. International Journal of Prisoner Health , 16 (3), 263–279. https://doi.org/10.1108/ijph- 01-2020-0005 McEady, A. M. (2023). Effect of Managerial Conduct on Retention and Job Satisfaction in Criminal Justice Public-Sector Organizations (thesis). Walden University ProQuest Dissertations Publishing, Minneapolis. https://www.proquest.com/openview/d81aa07f7d2b5239466114e92cb61e1c/ Sembiring, N., Nimran, U., Astuti, E. S., & Utami, H. N. (2020). Emotional intelligence and organizational justice affect job satisfaction, Caring Climate, and criminal investigation officers’ performance. International Journal of Organizational Analysis , 28 (5), 1113– 1130. https://doi.org/10.1108/ijoa-10-2019-1908 Wolfe, S. E., & Lawson, S. G. (2020). The organizational justice effect among Criminal Justice Employees: A meta‐analysis*. Criminology , 58 (4), 619–644. https://doi.org/10.1111/1745-9125.12251

cwollenzien_addresspoilcyformation_02042024

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