1. Explain how a criminal justice agency can ensure that it hires moral individuals.
Criminal justice leaders are public servants responsible to their community. This responsibility, together with the huge amount of control and influence they have, necessitates that they display superior levels of ethical and moral conduct. Ethical practice guidelines remind criminal justice heads to realize the divide between integrity and friendship; corporate objectives and adeptness and client interests; between personal prejudices, interests, and views and professional values. In this respect, all law enforcement leaders are required to refrain from unethical conduct when carrying out their duties. Ethicality is crucial, considering their job involves making life-altering decisions targeted at involved individuals (both victims and offenders). For instance, policemen who put legislation into force and work within societal settings are empowered to snatch away citizens' freedom, undertake investigations, issue tickets and engage in covert operations. Arbitrariness may arise if police officials, who are criminal justice agents, aren't bound by ethical rules. The end outcome may be abuse of justice or erroneous lawsuits filed against governmental bodies themselves (Karimu, 2012).
The concept of self-legitimacy has been identified as especially crucial. Officials who believe they are wrongly treated by their superiors display relatively low confidence in their organization. But in case of officials having higher self-legitimacy levels, injustice meted out by the organization did not damage their confidence. Personality inventories which are routinely employed by a number of agency recruitment processes can profit from the integration of measures which gauge traits such as confidence. Further, the recruitment of some personnel with work experiences or hailing from backgrounds needing superior degrees of trust in authority figures (for instance, military personnel) might prove helpful in employing individuals prepared for higher self-legitimacy levels (Wolfe & Nix, 2015).
2. Provide strategies for creating accountability in the area of ethical training and action.
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The absence of procedures in place for accountability and transparency indicates significant organization costs, as the interests of "insider" agents revolve around pursuing personal aims -- chiefly, income and career growth, and smooth case processing -- instead of revolving around trying to meet citizens' aims and respecting their values (Lacey, 2013).
The inculcation of self-legitimacy can be achieved via in-service or academy educational initiatives. For instance, law enforcement official training may include activities and discourses concentrating on instilling confidence in vested authority among recruits, followed by coaching them on fairly and judiciously applying their power. Studying valid hiring and training programs aimed at inculcating self-legitimacy in the police force is identified as a key area for further exploration. There is a need for ongoing explorations of self-legitimacy antecedents. It is essential to acquire more knowledge regarding the causes underlying improved police force confidence. The contribution of variables like personality traits (for instance, self-regulatory capacity), past experiences (for instance, past training, a stint in the military, etc.), relationships with coworkers, media/public opinion, experiences with command personnel or superiors, etc. must be studied. A connected question is: Is improved self-legitimacy in law enforcement officials always better? Excessively high levels of self-legitimacy may, for instance, indicate conceit, a lack of self-control, or some other problematic characteristic in the individual, potentially giving rise to counterproductive conduct at the workplace. It is vital to tackle these questions and incorporate their answers into the growing pool of literature on the subject of self-legitimacy (Wolfe & Nix, 2015).
3. Explain how an organization can create an expectation for moral conduct.
Firstly, individuals expect their employers to accord them their….....
Karimu, O. (2012). Understanding Leadership Standards and Ethical Practices in Criminal Justice. Asian Journal of Social Sciences and Humanities, 23 - 31.
Lacey, N. (2013). Book Review: Humanizing the Criminal Justice Machine: Reanimated Jusitce or Frankenstein's Monster? The Harvard Law Review Association.
Trinkner, R., Tyler, T., & Atiba G, P. (2016). Justice From Within: The Relations Between a Procedurally Just Organizational Climate and Police Organizational Efficiency, Endorsement of Democratic Policing, and Officer Well-Being. Psychology, Public Policy, and Law, 158 - 172.
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