Publisher Correction: Supporting the Message,Not the Messenger: The Correlates of Attitudes towards Black Lives Matter

American Journal of Criminal Justice - Due to typesetting mistake, the last two rows of Table 6 were misaligned.     

Commentary on "the organization of work as a factor in social well-being"∗

The work cooperative as a social institution offers us a radical alternative to transnational market-based workplaces. Models such as the Mondragon coop network in Spain tell us it is possible for people to have their work-life's cake and eat it too. The coop movement is part of a movement to transform power-based work arrangements into a cooperative commonwealth in which the needs of all are met.     

Professionalism and regionalism: The case of hiring orientations in the south

The CASE (Computer-Assisted Sentencing) system has been developed to help sentencers to choose an appropriate sentence to impose on a convicted offender. Primarily, the system is aimed at Magistrates’ Courts. In England and Wales, by far the largest majority of sentencing is carried out by Magistrates, accounting for about 95 per cent of all sentences and over 80 per cent of sentences for more serious offences.     

Multijurisdictional drug task forces: An analysis of impacts

In the past decade, municipal police organizations have devoted significant resources toward drug enforcement. One popular strategy in addressing the American drug problem is the formulation of multijurisdictional drug task forces. Despite their popularity, the impact of these cooperative ventures on law enforcement agencies has not been adequately evaluated. The research reported here examined the effect of membership in a drug enforcement task force on levels of drug enforcement outputs and perceptions of effectiveness by comparing law enforcement agencies participating in drug task forces to agencies which do not participate. Results suggest that task force membership impacts perceptions, but does not appear to influence objective measures of drug enforcement outputs.     

Performance management and “undesirable” organizational behaviour: Standardized testing in Ontario schools

Performance management (PM) is a major administrative mechanism for assessing efficiency and effectiveness, and for exacting accountability from organizations and individuals. Many have argued, however, that using PM in such ways creates perverse incentives and may lead to undesirable behaviours, such as the obstruction of accurate performance measurement in an effort to avoid public mortification. By examining the introduction of standardized testing in the Ontario public school system, this article adds to the debate on whether PM leads to undesirable behaviours and distorts the representation of actual performance by public sector employees. It argues that, while PM in the public sector may be well intentioned, it may generate a system that produces undesired results.