CORRECTIONAL POLICY AND PUBLIC VALUES

Since 1960, research on various options in correctional policy has emphasiz ‘two basic dimensions: the offender and the community. Under the assumptions that the community and the offender are not separable concerns and that the community is a complex system with many different and conflicting elements, this study examines public values regarding several popular correctional options. Data obtained demonstrate two normative clusters, one concerned with retribution and one with rehabilitation. Examination of the social status of respondents suggests a complex relationship between community structure and norms concerning correctional programs. Recommendations for further research are outlined, as well as for ways that correctional officials could reduce public resistance to the programs favored by officials.     

ORGANIZATIONAL STATUS A PERFORMANCE: SUMMARY OF THE FINDINGS

Hypotheses derived from the public choice and other literatures on the relationship between ownership and performance were tested on ten UK organizations which had undergone status change, within the public sector or between the public and private sectors, in the last twenty years. Results on tests of performance in productivity, employment, and financial ratios against change in status, competition and internal management failed in most cases to support the thesis that change in ownership improves enterprise performance, even in its more sophisticated form where ownership change is assumed to be accompanied by increased competition and improved managerial incentives.