What are the means by which corrections personnel can become corrupted, and what can their administrators do to address and prevent such corruption?
What will be an ideal response
Prison and jail corruption differs from other forms of public corruption because of the uniqueness of the environment, function, opportunities, and patterns of relationships of correctional institutions. Prison and jail personnel must control a reluctant, resistant, and sometimes hostile inmate population whose welfare—and comfortable lifestyle, by their standards—may seem better served by corruption than by honest compliance with prison rules; a culture of manipulation and violence may ensue.
Prevention:
1 . Upgrade the quality of correctional personnel. The entry-level pay for correctional officers must be competitive. Correctional administrators should ensure that their hiring standards are competitive enough to attract qualified applicants yet high enough to keep high-risk applicants from employment.
2 . Establish quality-based supervisory techniques. Supervisors should realize that loyalty to moral principles is more durable than loyalty to individuals, and understand that although trivial and insignificant policy violations can be justified, serious transgressions must be earnestly reported .
3 . Strengthen fiscal controls. Most acts of prison corruption involve the illegal acquisition of money. Therefore, establishing financial controls is an effective tool for checking corruption in correctional institutions and involves the proper conduct of pre-audit and post-audit controls.
4 . Emphasize true ethical training. If correctional leaders truly want their subordinates to act professionally, to pursue integrity, fidelity, and obligation, and to shun corruption, they should support and increase such training. Doing otherwise would signal that the subject is unimportant.
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