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Essay / Research Paper Abstract
This 14 page paper begins with an overview of the Department of Criminal Justice in Texas, its stated mission and what they do, the different job titles working for the Department, data regarding facilities and employees. The major focus of the paper is human resource management. The writer provides this division's mission statement and major responsibilities, attrition rates, reasons for the high rates, and the many initiatives implemented to recruit new employees and retain employees already on staff and the level of success. The philosophies of the new executive director of the Criminal Justice Department and the Human Resource director are discussed. Management and leadership styles are discussed. The paper ends with recommendations. Data are included. Bibliography lists 12 sources.
Page Count:
14 pages (~225 words per page)
File: MM12_PGtxjst.rtf
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Unformatted sample text from the term paper:
of crime" (TDCJ, What, 2003). Their primary responsibility is to supervise adult offenders who have been sentenced to one of the jails, however, there are a vast number of
responsibilities and operations that fall within this Departments venue (TDCJ, What, 2003). Some of those include operating "state prisons, state jails, parole, and provides funding and certain oversight of community
supervision" (TDCJ, What, 2003). This last one, oversight of community supervision is basically monitoring adults who are on probation (TDCJ, What, 2003). There are 93 prison facilities that are directly
operated by the Department of Criminal Justice (Castlebury, 2002). There are another 116 units that are under private management (Castlebury, 2002). Fully staffed, these prisons would have 26,000 correctional officer
positions (Castlebury, 2002). The new strategy of private management has relieved the Department in terms of shortages of correctional officers; without these units, the Department faced a shortage of
3,300 offices in the summer of 2001 (Castlebury, 2002). That number is the equivalent of 12 percent of the systems total strength (Castlebury, 2002). There has been a bit
of an improvement; as of February 2003, the shortage had dropped to 2,700, departures had decreased and new hires had increased (Castlebury, 2002). The Department does not only hire correctional
officers. There are a vast array of jobs that include: Correctional Officers; Administrative Assistants, Legal Staff; Food Services Manager; Laundry Services Managers; Information Technology; Maintenance Supervisors; Engineers; Architects; Agriculture Positions;
Transportation; Clerical Staff; Accounting; Purchasing; Human Resources; Substance Abuse Counselors; Parole Officers; and Case Managers (TDCJ, 2002). Mac Stringfellow, Board Chairman, notes, however, that 60 percent of the employees are
correctional officers (2002). During the 2001 fiscal year, attrition in this group of employees was 23.1 percent, which led the department to place a strong emphasis on retaining employees (Stringfellow,
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