Supervision and Law - Coursework Example

Supervision and Law s Corrections is fundamentally a job that creates numerous opportunities for self-doubt, self-destruction, and self-criticism. This is hindered by poorly trained supervisors as the job becomes more complex in comparison to the manner in which it was really designed by correctional standards. The ill prepared and poorly trained supervisors know that if the job falls short, they will be disciplined together with the officers in charge for not carrying out their jobs. Therefore, most supervisors have zero tolerance for mistakes and usually view it as misconduct.

To that effect, the supervisors often use humiliation and embarrassment as a management tool.The law requires the correctional workplace to be favorable to the employees (Lombardo & Schroeder, 2013). Good supervision improves motivation, job satisfaction, and staff confidence. However, ToersBijns (2013) notes that the correctional workplace is filled with fatigue, tension, stress, and anxiety that are all a perfect formula for burnout. The officers suffer from sleep deprivation and shift disorientation working for odd hours as well as the overtime in order to make up for the staff shortages and follow the supervisor’s requirements.

On one hand, the administration demands perfection, while on the other hand, the general public is eager to understand how the correctional officers are doing their job. As for the correctional facilities officers, the longer one works in an incarceration facility the harder they can find positive things in life and often plunge in low-self esteem, depression, and aggression. These emotions are signs of burnout and distress and occurs to every officer that come to work daily. If the law is not adequately addressed, the supervisor often frowns upon the sick leave, thus denying the officers a work-life balance.

Most officers cite the the supervisors as their main nemesis toying around with shifts, rotating the posts, and changing the personnel rules, along with psychologically detrimental issues play into the fatigue factor and drive down the performance and morale of the officers. ReferenceLombardo, F., & Schroeder, D. (2013). Management and Supervision of Law Enforcement Personnel. New York: LexisNexis.ToersBijns, C. (2013, April 3). Correctional Officers: Victims of Abuse by Negativity. Retrieved April 15, 2015, from http://www.

corrections.com/news/article/32623-correctional-officers-victims-of-abuse-by-negativity.