Violence to Probation Staff: Patterns and Managerial Responses

Abstract

This article examines the impact of violence perpetrated against probation officers. It presents empirical evidence based upon work carried out under the ESRC Violence Research Programme.It is argued that the managerial response to violence has been largely defensive and piecemeal. Professional responses to violence are context-bound, while risk assessment is largely confined to the potential harm to the general public posed by offenders. The article concludes by arguing that more attention needs to be given to the evaluation of management responses to violence including appropriate training, and the greater organizational support for safety at work.

Walking on Thin Ice: How and Why Frontline Officers Cope With Managerialism, Accountability, and Risk in Probation Services

“…They also use routinizing techniques to avoid a surplus of paperwork, for instance, by letting slide offenders’ minor rule violations (Clear et al, 1992; Viglione et al, 2015). A lack of organizational and managerial support leads to routinizing via the implementation of systematic risk-avoidance practices (Denney & O’Beirne, 2003).…”

Experiencing Incivility in Organizations: The Buffering Effects of Emotional and Organizational Support1

“…Researchers have also argued that organizational support can buffer the negative effects of experiencing mistreatment within organizations (Denney & O'Beirne, 2003;Schat & Kelloway, 2003;Wasco, Campbell, & Clark, 2002). Organizational support is defined as individuals' global beliefs concerning the extent to which an organization values their contributions and cares about their well-being (Eisenberger, Huntington, Hutchison, & Sowa, 1986).…”

Citizen‐agency versus state‐agency at the frontline in prisons and probation services: A systematic literature review

“…More specifically, Schneider et al (1996, p. 119) note that some probation officers do not accurately record offenders' problems while others avoid reporting minor rule violations (Clear et al, 1992) to lessen administrative paperwork (see also Grant, 2015; Kemshall, 1997; Martin, Lewis, Guarino, & Fishman, 1972; Persson & Svensson, 2012; Smith et al, 2009). In some instances, routinizing also refers to ‘extra precautions’ by officers when dealing with probationers (Denney & O'Beirne, 2003, p. 59): for example, risk‐reducing strategies can be used during interactions while delayed appointments can be made to adequately prepare themselves.…”

“…Other constraints can result from the relationships between first‐line managers and frontline officers. For example, Denney and O'Beirne (2003) report the lack of coordination and consistency in managerial responses to offenders' acts of violence on frontline officers. Officers may also experience a lack – or inadequacy – of organizational support in their daily work activities (Martin et al, 1972; Rosecrance, 1988; Schneider et al, 1996; Whitehead, 1987).…”