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Certain occupations or careers such as law and medicine are thought to hold a “professional” status in our society. Generally an occupation is considered to have gained professional status when the following elements are present: a specialized body of knowledge is developed and maintained; practitioners undertake a training period during which that body of knowledge is studied, learned, and tested; members are recognized by the community and their clients as having authority in their field; the profession operates autonomously and develops a culture maintained through associations; and it develops, maintains, and enforces a code of practice and/or a code of ethics and behavior.

Since the late 1970s and following significant changes in staff recruitment and training in the 1980s, corrections officials have increasingly sought to be perceived as professionals. However a number of barriers remain in place before the professionalization of corrections may be complete. Correctional employment is often poorly paid and has minimal educational requirements. It is also potentially a dangerous occupation, usually with monotonous routines. It may also be thought to involve questionable ethical practices. Until such factors change, the status of correctional employees as professionals will continue to be questioned.

History

The history of the professionalization of correctional staff is linked to changing views regarding punishment and prisons. During the 1960s and 1970s, for example, increased overview by external agencies regarding the conditions of imprisonment drew attention to the conditions and treatment of prisoners and staff behavior. An awareness of how staff were treating prisoners increased the demand for staff accountability. Many correctional centers modified their organizational structures and began to monitor staff–prisoner interaction. Staff composition also changed at this time, as more teachers, counselors, and psychologists were employed. Female correctional staff began to be employed in male prisons, where their presence was thought to “soften” the all-male environment and assist in more humane ways of managing prisoners.

As the conditions of imprisonment and the administration of punishment shifted, the working culture and expectations of correctional staff began to change as well. Moving beyond their previous task of merely locking and unlocking prisoners, correctional staff began to perceive themselves as having a wider and more “professional” role in the management of prisoners. In an effort to achieve the professionalization of the workforce, correctional agencies sought to change recruitment practices, revise orientation programs for new officers, and provide inservice training for those staff already present in institutions. Training began to emphasize the humane treatment of prisoners and introduced new techniques of prisoner management that stressed the need for staff to exercise their authority in ways consistent with the new reforms in the administration of punishment.

Barriers to Implementation

Despite some considerable gains, there were a number of barriers to achieving the professionalization of correctional staff. The reforms often were imposed from outside the institution, frequently mandated by court orders. Consequently, many of the new approaches often were not supported by the employees. Instead they were seen as a threat to the security of the institutions and to the safety of both prisoners and staff.

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