REPORTS OF THE COURSEGROUP ACAUSES OF STRESS FOR CORRECTIONALPERSONNEL AND NECESSARY ABILITIES FOR M ID-LEVELSTAFF TO SOLVE THE PROBLEMS
Chairperson
Co-Chairperson
Rapporteur
Co-Rapporteurs

M embers

Advisers

Mr. Supachoke KHUANRUECHAIMr. Faupala KIVALU
Mr. Kee Hang NG
Mr. Ibrahim NASHID
Mr. Zaw Lynn AUNG
Ms. Fumiko AKASHI
Mr. Angus Kimega M ASORO
Ms. Yuko MATSUSHIM A
Mr. Hiroki OGATA
Prof. Koji YOSHIMURA
Prof. Ryo TSUNODA(Thailand)(Tonga)(Hong Kong)(Maldives)(Myanmar)(Japan)(Kenya)(Japan)(Japan)(UNAFEI)(UNAFEI)

I. INTRODUCTION
Correctional work is one of the most stressful occupations around the world. During the Individual
Presentations (IP)conducted byall participants ofthe 154th International Training Course ofUNAFEI,
we had a thorough discussion of what kinds of stress that correctional staff,including prison officers,
probation officers and prosecutors, are now facing in our countries and at the same time,we tried tofigure out different kinds of stress management programmes to reduce stress for correctional personnel.
During the training course, we also attended lectures conducted by Professors of UNAFEI and
Visiting Experts for topics on Stress Management,Anger Management,Leadership,Training,Offender
M anagement and Treatment Programmes for Sex Offenders.
After attending the IP sessions and lectures, we formed a group to discuss the following issues:
1. Identifying the causes of stress for correctional personnel;
2. Solving the problems and reducing stress;
3. Identifying necessary abilities required for mid-level staff to solve the mentioned problems;
4. Suggesting ways to gain or improve the necessary abilities identified for mid-level staff.

II. COMM ON CAUSES OF STRESS
During our IP discussions and review sessions,we identified quite a number of causes of stress forcorrectional personnel of different countries. However, these causes of stress may vary across theparticipating countries due to our difference in culture, norms, history and level of development.
Therefore,we agreed to discuss causes of stress which occur in most of the participating countries,but
not necessarily in all countries. We also agreed to focus on major and critical causes of stress which
are affecting all levels of correctional personnel, not only mid-level staff. Finally,we came up with thefollowing common causes of stress for further analysis:
1. Budget
2. Nature of W ork
3. Overcrowding

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4. Leadership and Management
5. Training

III. BUDGET
A. Problems
Like any other organization,correctional organizations are also facing the problem of insufficientbudgets, and it is one of the major factors that causes stress among correctional personnel. We needadequate funding in order to improve service. Insufficient budgets result in the following problems:
1. Poor and unsecure working environments;
2. Poor infrastructure such as weak buildings,poor security systems,insufficient transport provisions;
3. Understaffing and low pay to staff;
4. Lack of essential equipment such as inmate restraining equipment, fire prevention and fighting
systems, radio and communication sets;
5. Poor welfare and facilities for inmates such as catering,medication,accommodation and sanitaryfacilities.
B. Solutions
As mid-level staff, it seems that there is not much we can do to solve the problem of insufficientbudgets because budget matters are directlyrelated to the central government policies and bureau-level
discussions. However, we, as mid-level staff, can still do something which may change the result.
During our discussions, we concluded that we can have two ways to improve the situation of
insufficient budgets:
1. Convince the senior management to approve our budget, that is, to convert a budget to funding;
2. Within our existing budgets,fully utilize the resources available to enhance our current services andeven, if possible, initiate pilot projects for new services.
1. Convince Senior Management to Approve Budgets
In most correctional organizations,budget plans and proposals are prepared by mid-level staff. In
order to convince senior management to approve our budgets, we need to prepare a proper plan to
explain the budget based on facts and data, and the reasons why we need that amount of budget.
However, the most important thing we should do is to “link-up”our budget proposal with the overall
goals,short term and long term objectives of every decision-making unit within the chain of approval
for budgets.
2. Fully Utilize the Existing Budget
In most cases,though we propose a well-planned and realistic budget,we do not get all the funding
requested in the budget. The budget we got is not sufficient to achieve all our goals. Therefore, thelimited budget must be managed efficiently in such a way that all the resources available are fully
utilized to enhance the current services.Effective measures should be taken to improve the productivityof staff and to reduce recurrent expenditures such as conserving electricity and water,which can savemoney, and this money can be used to initiate pilot projects for new services.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Ability to Identify Chain of Approval and Familiarize with Budget Approval Procedures
In order to execute the first solution mentioned above, mid-level staff should have the ability toidentify the chain of budget approval for different expenditure levels and to familiarize themselveswith the budget approval procedures and requirements. The chain of budget approval may vary for132

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different expenditure levels. Therefore,mid-level staff should know how many levels of approval theirbudget will pass through in order to successfully get their budget approved.
2. Ability to Understand Goals and Objectives of Every Decision-Making Unit
M id-level staff should study and understand the goals,both short-term and long-term objectives,ofevery decision-making unit within the chain of budget approval. Different decision-making units ofevery approval level may have their own concerns and objectives. Therefore, it is important tounderstand these decision-making units in order to gain support from them.
3. Ability to Link-up Budget Proposal with Goals and Objectives of Decision-M aking Units
Sometimes,mid-level staff make budget proposals only according to their needs and requirements.
However, it is insufficient in order to gain support from senior management. They should be able tolink-up their budget proposal with the goals and objectives of every decision-making unit so that they
will believe that the proposed budget can help to achieve their goals and objectives to a certain extent.
4. Ability to Conduct Effective and Efficient M anagement of Existing Resources
In order to execute the second solution mentioned above, mid-level staff should have ability toidentify and familiarize themselves with all the resources available and conduct effective and efficientmanagement of these resources. Sometimes, mid-level staff only recognize resources immediately
available to them but neglect some other resources which they could use. Therefore, mid-level staff
should always be sensitive to their surrounding environments and identify possible resources for theirservice enhancement.
5. Ability to be Innovative
M id-level staff should be innovative in order to create new ideas to improve productivity andservice enhancement. On the other hand, they should always be ready to adopt new ideas from theirsuperiors and subordinates and put these ideas into action plans if possible.
6. Ability to Motivate Staff
Since we have limited budgets, mid-level staff should be able to motivate their staff for stronger
teamwork and execution of new initiatives in order to reduce expenditures and increase productivity.
M id-level staff should have the charisma to lead their team members to launch pilot projects for new
services without additional resources.

IV. NATURE OF WORK
A. Problems
Correctional work is quite unique in terms of dealing with offenders. Overwork, low salary, andpoor relationships among staff in the workplace are some common causes of stress for staff in manyorganizations and companies. In addition,correctional personnel are facing some other causes ofstressarising from the nature of their work.
1. Threats
According to the lecture given by Dr. Jeswal on Treatment of Offenders, correctional staff arealways exposed to threats of offendersʼviolence, as well as potential threatening from other parties
related to offenders such as requests for smuggling illegal drugs and threats from gangs.
2. Diversity of OffendersʼProblems
Correctional personnel always deal with defilement cases such as sex offences,child abuse,etc. In
addition, they face difficulties in treating offenders because the offenders have diverse and complex
problems, such as suffering from drug abuse, mental disorders, or developmental disorders and being
elderly,unemployed,or homeless. As the correctional staff are always dealing with the“dark”side ofsociety, their emotions may be easily affected and full of unpleasant feelings.
3. Loneliness
As mentioned above,correctional staff always face various difficulties. Even worse,some of them
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in charge of one or a few local administration divisions and have to supervise all the cases within thesedivisions on their own. Sometimes this makes the probation officers feel lonely during the executionof their duties and personally responsible for offendersʼmisconduct.
4. Feeling Undervalued by the Public
In some countries,correctional officers are undervalued by the public because of public perceptionof corruption within prison environment and the poor nature ofwork ― 3D (Dirty,Dangerous,Difficult)etc.In addition,in many countries,correctional services are not recognized or understood well by the
public.
B. Solutions
Although sometimes stress is inevitable because of the nature of our work,the following measures
can be taken to reduce stress and to overcome the problems caused by the nature of work.
1. M aintaining Law & Order
Correctional officers should conduct their duties according to the rules and regulations in order tomaintain law and order. According to Dr.Jeswalʼ
s lecture on Treatment of Offenders,research showsthat prison violence diminished when prison management was improved. Thus, maintaining law andorder is not only necessary, but it is also effective to preventing offendersʼviolence.
2. Teamwork/Peer Support/Guidance from Superiors
Since correctional officers face a variety of challenges, in order to overcome those challenges orproblems,they should work as a team.Teamwork enables them to get peer support and guidance fromsuperiors easily. As a result, they share information and do not feel isolated while handling difficult
cases.
3. Providing Offenders with Effective Treatment Programmes
In order to minimize the violence and misbehaviour of offenders, they should be provided witheffective treatment programmes such as cognitive behavioural therapy,motivational interviewing andanger management.
4. Introduction of Technology
It is also meaningful to make use of technology to reduce threats from offenders and to improve
services such as the implementation of prison robots in Korea, Knowledge Management Systems(KMS)― an intranet database system used in Hong Kong ― or satellite systems for conferences inJapan.
5. Gain Public Understanding about Correctional Services
Arousing public awareness about the importance of correctional work will improve the image andgain understanding and support from the public for the correctional system.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Being Knowledgeable about Laws & Regulations
In order to maintain law and order, mid-level staff should be well familiarized with all rules andregulations.They should know what actions need to be taken in different situations and give directives
to their subordinates promptly during emergency cases.
2. Ability to Communicate Effectively within the Organization
For good teamwork and supportive relationships in the workplace,the ability to communicate withsubordinates, peers and superiors is important. As M r. M uroi mentioned in his lecture on leadershiptheory, “M id-level supervisors serve as points of contact between the upper and lower parts of theorganization;they must carry out management as advisors”.
3. Ability to M anage and Execute Effective Treatment Programmes
In order to provide effective treatment programmes to offenders, mid-level staff should be knowledgeable about various kinds of treatment programmes and,therefore,able to choose the appropriate
treatment programmes for different offenders. In some situations, they should also have the capabil-134

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ities to manage or even execute those programmes on their own.
4. Being a Role ModelAs Dr. Jeswal mentioned in her lecture on treatment of offenders, “Mirroring is the first step
towards learning”;mid-level staff should be good role models for offenders as well as to the staff.Dr.
Jeswal also mentioned,“
Applying behaviour modification,mirroring and social learning principles canwork in corrections by using systematic reinforcement of pro-social behaviours.This is a powerful andeffective way to change behaviour”.

V. OVERCROWDING
A. Problems
Overcrowding is one of the major problems for custody and treatment of prisoners in prison settings
which causes stress for staff at different levels. Many countries face the problem of overcrowding,which results in the following consequences:
1. Have to manage large number of prisoners
2. Disproportionate ratio between staff and prisoners
3. Lack of prisonersʼsegregation ability
4. A lot of troublemakers
5. Heavy workload
When a prison is overcrowded,a mass population of prisoners has to be managed with fewer prison
officers,which causes a disproportionate ratio between staff and prisoners and results in overworking
the staff. Overcrowding also increases prison suicides, the risk of assaults, bullying or worse casescenarios between prisoners and between prisoners and staff that make the prison more volatile andless safe for the staff. Moreover,the increased number of prisoners and the poor facility design of theprison affect the segregation of the prisoners.
B. Solutions
Solutions for overcrowding could be found in many ways. Most solutions focus on the diversion
principle, management approaches or improving facilities. The following measures were suggested
after our discussions:
1. M aking Good Use of Parole, Probation or Pardons
Implementation of an effective policyon parole,probation or pardons can help to reduce the numberof prisoners incarcerated in prison. In some participating countries,although the parole system exists,
it is not fully utilized due to insufficient manpower and,therefore,prisoners who are eligible for parole
are still waiting inside the prisons for completion of the parole application procedures.
2. Employment of Part-Time Officers and Outsourcing Tasks
In most cases, it is very difficult to decrease the number of prisoners in prisons to overcome theproblem of overcrowding. However, we can focus more on reducing its consequences. In order toreduce the workload of the staff,the organization can employ more part-time officers to handle somework of the prison which does not fall within the core duties of prison officers. This can be more costeffective than recruiting more new permanent staff.M oreover some correctional jobs,such as conducting vocational trainings and industrial work, can be outsourced to the private sector, which can help
to reduce the workload of the staff.
3. Facility Rearrangements, Renovation or Proposals for Increasing Capacity
In order to increase the holding capacity,some rearrangements or renovation of the facility can bedone to accommodate more prisoners. We can also propose increasing the capacity of the prison to
reduce overcrowding.

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4. Implementing the Law and Prison Standards
Better implementation of the law and prison standards can prevent violence and other illegal
activities caused due to overcrowding and helps the staff to work more comfortably.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
In order to deal with those solutions, mid-level staff need the following abilities:
1. Communication, negotiation or active listening
2. Using instrument skills
3. M anaging a mass population of prisoners
4. Teamwork
5. Being role models
In most cases, one or two officers have to handle or manage many prisoners. So the staff shouldhave the ability to manage a mass population of prisoners.Since we have to manage a mass populationof prisoners, the mid-level staff must have the capability to motivate their staff to work as a team to
reduce stress. In order to avoid the problems caused by troublemakers, mid-level staff should be able
to understand the situation thoroughly;using active listening and good communication or negotiation
skills is required to handle and calm down these situations. Being a role model could help to implement
the law and prison standards.

VI. LEADERSHIP & MANAGEMENT
A. Problems
Leadership has been described as “
a process of social influence in which one person can enlist theaid and support of others in the accomplishment of a common task”(Chemers, 1997). Other in-depth
definitions of leadership have also emerged.
The lack of good leadership skills thus jeopardizes the functioning of any organization and is a
cause of poor output,unattained objectives,and feelings ofincompetence,such as stress. Everycountry
paper acknowledges insufficiencies in this skill caused by varying reasons. Below are some major
problems:
1. Low Skills and Training
Individual officers are not highly trained in leadership,and,therefore,they have low impacts on theinmatesʼrehabilitation. Also, some correctional organizations lack schemes of service for role
definitions. Lack of leadership also leads to poor communication between different ranks.
2. Absolute Power and Organizational Culture
Senior staff do not delegate duties for efficiency. Some leaders maintain traditional leadershipstyles with the belief that seniors should be overbearing.
3. Poor Succession Plans
There is no long term succession plan for some countries.Staff are not prepared for administrativechanges and irregular and sudden transfers of leaders occurs frequently,which affects the operation ofcorrectional organizations.
4. Lack of Strategic Plans
Some correctional organizations lack clear goals,missions and visions. Therefore,they are unable
to formulate both long term and short term strategic plans for their organizations.

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B. Solutions
1. Human Resource Development
i. Improve training for all levels of staff and skill improvementii. Recruit high quality staff based on needs assessment unique to environment and population
iii.Provide training on communication skills and role play scenes that pertain to daily duty
iv. Develop better inmate rehabilitation programmes and test them for efficiency
v. Provide management training to acceptable international standards
2. Administrative Structure Developmenti. Provide schemes of service for clear job descriptions and roles
ii. Develop a practical strategic plan and service charteriii. Make transfer and appointment policies
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Recruit high-caliber staff and train staff for skill improvement
2. Identify training and equipment needs
3. Leaders should be social, encourage motivation of staff and improve their interpersonal skills
4. Develop a practical strategic plan and appointment policy
5. Role modelling
As fashion models best display the products from their shop in the most enticing manner so as tomake sales, such is the case with role modelling where an individualʼ
s work is admirable so as toencourage good practices among other staff and elevate the image of the organization. This is an
exceptional ability of a leader to influence the strategic direction of their organization. Good rolemodels inspire greatness in others.It is a skill both nurtured and learned by practice.Some characteristics of positive role modelling include:
i. High self-esteem and good behaviour
ii. Trustworthy and reliable
iii.Respect for others and encourages their growthiv. Widely informed and demonstrates confidence
However,bad role modelling exists and draws followers faster.Leaders are in the best positions toimprove their places of influence by making appropriate choices knowing too well the consequences
thereof. The model is: I HEAR, I FORGET;I SEE, I REMEMBER;I DO, I UNDERSTAND.

VII. TRAINING
A. Problems
Training is one of the most important ways to improve ability and efficiency of the correctional
staff. Lack of training or insufficient training and education will create stress among the staff.In somecountries, work-related training and education are not provided adequately, and sometimes correctional officers are not trained even when they are transferred, promoted or after new laws or
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provided, the effectiveness of training is minimized due to the following reasons:
1. No Interest in Training and Workplace Pressure
Some correctional officers are reluctant to participate in training, and on the other hand, somesenior officers or colleagues do not want their subordinates or colleagues to attend training because of
extra burdens during the traineesʼabsence. Due to the following reasons, correctional officers sometimes hesitate to apply because they do not want to bother others.
2. Insufficient or Lack of Resources for Training/Training is Not the First Priority
In some countries,there is not adequate funding,facility,material and technical staff for providing
high-quality training because training is considered as less valuable compared to other issues by thesenior management.
B. Solutions
1. Training to Enhance Knowledge and Skills
i. For different levels of staff
Training and education should be delivered to different levels of staff, such as based on theirposition and experience, on a regular basis (e.g. training for new staff/mid-level staff/senior-levelstaff /refresher programmes /training of trainers).
ii. About specific work
The contents of training should be specific according to the work of the staff, including stressmanagement, treatment skills such as anger management, counselling skills, cognitive behaviouraltherapy, motivational interviewing, and also budget, personnel, supervision, law and regulations, etc.
Also, training should be provided to appropriate staff according to necessity and their ability.
iii.In diverse ways
There are diverse ways of training that can be provided to the staff including seminars by experts,
case meetings with colleagues and superiors, on-the-job training, and practical training such as mockwards,fire exercises,and table-top exercises.Also,approval systems should be included in on-the-job
training. Dr.Jeswal mentioned in her lecture on stress management,“
Simulation training and realitybased trainings help to develop psychological skills”. Besides,on-line training by internet/intranet iseffective in terms of budget and reduction of staffsʼburdens.
2. Encouraging Staff to Participate in Training
It is necessary that all officers understand the importance of training.Therefore,the senior officers
or mid-level staff should inform staff about the importance and effect of training. All officers should
be given equal opportunities to participate in training.Moreover,in order to motivate officers to attend
training,it is also effective to link-up the training with privileges such as promotion,increased salaryor other benefits.
C. Necessary Abilities for Mid-level Staff to Solve the Problems
1. Ability to Plan, M anage and Execute Effective Training
First of all,mid-level staff should be able to assess their staff on what kinds of training are needed
to enhance their abilities for service improvement. Based on this,they should be able to plan,manageand execute effective and appropriate training. Moreover, they also should be able to evaluate theeffectiveness of the training conducted to improve the quality of training in the future.
Since approval systems should be included in training for subordinates,mid-level staff should havethe ability to make decisions and should be knowledgeable about laws and regulations. According toM r. M uroiʼ
s lecture on leadership theory, when mid-level staff give advice or instruction to subordinates, “assuming an attitude of teaching is more important than assuming an attitude of scolding”.
2. Ability of Self-M otivation and Self-Enhancement and Motivating Others
In order to plan,manage and execute training,mid-level staff must have positive attitudes towards
training and keep themselves studying to cope with the changes in laws and regulations. Thus, theyshould maintain their motivation for training and enhance their skills.In addition,they should have the138154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE
ability to motivate and encourage their staff to participate in different kinds of training.
3. Ability to Manage Departments/Ability to M anage Human Resources
M id-level staff should be able to release their staff for training and manage the section or divisionin the absence of trainees in such a way that the other staff can work smoothly without burdening them
too much.

VIII. EFFECTIVE STRESS MANAGEMENT
A. Overview
During our group workshop sessions,we agreed that there are two kinds of solutions to solve stressof correctional staff. Firstly, they are solutions to overcome the problems. However, sometimes wecannot solve the problems immediately, or we are unable to solve the problems. In that case, it isimportant to reduce the stress, that is, to adopt effective stress management among correctional
personnel.
B. Experiences from the Participating Countries
During the IP sessions, many of our participants shared the experiences of stress management as
adopted in their countries. Below are the major practices mentioned:
1. Sharing among Colleagues and Supervisors
Probation Officers in Japan and Tonga enjoy sharing their own cases with their colleagues.
Although the conversations may not always solve problems faced in the workplace, they can relieve
their stress and fulfill their emotional needs. Prosecutors in Japan are also encouraged to develop avibrant organizational culture to achieve free-spirited discussions and mutual support. They are also
trying to adopt “large room”systems to enhance communication with other prosecutors and assistant
officers.
2. Professional Knowledge Enhancement
Probation Officers in Japan and Tonga believe that enhancing their professional knowledge canhelp them to solve difficult problems arising from offenders and therefore relieve their stress. The
enhancement can be conducted by self-study or seeking professional advice(e.g.from a psychologist or
psychiatrist).
3. Balanced Life
Correctional staff in Thailand and Hong Kong are encouraged to maintain a balanced life apartfrom concentrating on their work. Sports tournaments,familydays and fishing trips are held regularly.
4. Employee Wellness Programmes
Probation Officers in the Philippines are encouraged to take part in healthy lifestyles programmes
through regular physical activity, healthy diet and nutrition, regular physical and dental check-ups,
weight control and anti-smoking campaigns. Correctional officers in Thailand are also encouraged by
the “Prison Standard on Quality of Correctional Personnel Work Life”to maintain healthy lives.
5. Religious Pursuits
In Thailand, since Buddhism is the main religion, dharma practice is one of the activities forencouragement of prison staffsʼmorality. Meditation programmes are also organized as relaxing
activities for prison staff. In Tonga, there is a chaplain who leads spiritual activities inside prisons.
These activities give peace to the staff and relieve their stress.
6. M ental and Psychological Care for Staff
In Hong Kong, a staff psychological section was established to focus on helping staff with mental
and psychological problems. They also conduct regular talks and seminars for staff and their family
members to enhance their knowledge on stress management.

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C. Suggestions from Visiting Experts
1. Anger Management Programme (Lecture of Dr. Honda)
It is important for correctional officers not to be agitated by the inmatesʼanger. Officers should try
to understand their defensive action in difficult situations. They should also try to adopt strategies toavoid being caught up in the trouble caused by inmates.
2. Golden Ratio (Leadership ― Lecture of Dr. Jeswal)
The “Golden Ratio”means that one negative comment or act from another person or event withineach day must be balanced by three positive acts by you. It can go as high as 1:12 to experience a
thriving environment.
3. Stress Utilization (Understanding Stress ― Lecture of Dr. Jeswal)
When appropriately applied, stress utilization training can reduce the degree and intensity of thecurrent stress reactions and help you develop skills for preventing additional and harmful stress
reactions. The overall goal of stress utilization training is the reorientation of peopleʼ
s typical stress
reaction habits into new, more rational and assertive patterns of problem solving.
4. Psychological Survival Training (Understanding Stress ― Lecture of Dr. Jeswal)
Psychological survival training prepares staffto anticipate danger,capture the initiative,size up thesituation,respond and recover quickly and efficiently and at the same time maintain peak physical andmental power to survive and overcome difficulties.
D. Necessary Abilities for Mid-level Staff to Adopt Effective Stress M anagement
1. Awareness of Importance of Stress M anagement
M id-level staff should be aware of the importance of stress management to themselves and theircolleagues. They should try to adopt stress management strategies for themselves first and introduce
it to other colleagues.
2. Ability to Identify Staff under Stress and M ake Necessary Interventions
M id-level staff have to identify those staff that are under high stress and assess their needs forintervention. M id-level staff should familiarize themselves with techniques of stress management or
seek assistance from professional if necessary for their subordinates.
3. Taking Initiative to Avoid High-Stress Situations and Improve High-Stress Environments
According to Dr. Jeswalʼ
s lecture on stress management, certain amounts of stress are needed tomotivate us to achieve a goal, but when stress becomes an obstacle instead of a motivator, one
experiences negative by-products which hamper our performance and throw us off-balance emotionally. Therefore, facing the problem of workload for mid-level staff and their subordinates, mid-levelstaff should take the initiative to facilitate a working environment without “over stress”.
4. Adaptability ― Toughness towards Adverse Situations and Failure
M id-level staff should be tough enough to face challenges ahead and pressure created by potential
failure in order to give support to their subordinates. According to Dr.Jeswalʼ
s lecture on leadership,
adaptability is important for a leader in which the strengths within an individual are used to motivate
others to move forward,especially during times of crisis. This has much to do with the stress-response
system.
5. Acquiring Ever-Changing Professional Knowledge
It is important for mid-level staff to equip themselves with sufficient and up-to-date job knowledge
so that they can handle enquiries and challenges from inmates and offenders with confidence.

IX.WAYS TO GAIN OR IMPROVE THE NECESSARY ABILITIES FOR MID-LEVEL
STAFF
A. Reliable Assessment Programmes
Reliable assessment programmes for evaluating strengths and weaknesses of staff are critical inorder to understand what kinds of training are necessary for them. Dr. Jeswal introduced some140

154TH INTERNATIONAL TRAINING COURSEREPORTS OF THE COURSE“Psychometric Assessment Tools”in her lectures. These tools will enable us to understand the staff
strengths and weaknesses and how to make the best use of both of these dimensions.(p. 8, Understanding Stress -Lecture Notes of Dr. Jeswal on 5 June 2013)
B. Tailor-made Training Programme
After understanding the strengths and weaknesses of staff, we should try to provide training
programmes which can improve their weaknesses and further enhance their strengths.
C. Broadening Exposure
1. Attending Senior OfficersʼM eetings
M id-level staff should be allowed to attend senior officersʼmeetings occasionally in order tobroaden their exposure. This kind of attendance will help mid-level staff to understand the concernsof top management, which is valuable for their strategic planning.
2. Deployment to Other Departments or the Central Government
It is a precious experience for mid-level staff to be deployed to other government departments orto the central government. They can be furnished with working knowledge out of their own profession
and become familiarized with the operations of other departments for their own reference. On theother hand, they can build up their social network within the government which is useful for their
future advancement.
3. Attending Overseas Training and Seminars
Overseas training and seminars always give some new insights to mid-level staff. They canbenchmark the services provided by other countries and keep themselves updated about the recent
global development of the correctional services. They can absorb the overseas experience and bringit back to their own countries for discussion and exploration.
D. Knowledge Sharing among Staff
Nowadays, mid-level staff are required to be knowledgeable about different aspects of theirprofession and updated on the ever-changing environment. Therefore,a convenient knowledge sharing
database is crucial for mid-level staff to equip themselves with relevant information easilyand quickly.
The experience of Hong Kong for establishing a “Knowledge Management System”(KM S) on an
intranet platform is a good example. Different levels of staff members can access the KM S and search
for information they need according to a systematic classification. The information includes rules andregulations, case studies, updated memoranda, experience sharing, new services and staff welfare
issues, etc.
E. Horizontal Development of Staff
Apart from vertical development of their profession for mid-level staff, some kinds of horizontal
development are also helpful to staff. For example, staff may be given some tasks by their superior,which are not related to their core duties. As the mid-level staff may not be familiar with the tasks
given, this will provide them opportunities to have new experiences and enhance their personal
development. With the new experience,they can apply the skills and knowledge learned to their core
duties and perform better.

X. CONCLUSION
After our group work discussion, we understand that there are numerous causes of stress forcorrectional personnel nowadays. This is because crime prevention and rehabilitation of offenders
have become more sophisticated and require plenty of knowledge of different aspects. At the sametime,public expectations towards the work performance ofcorrectional personnel are also increasing.
Among these causes ofstress,some ofthem can be manipulated but some ofthem cannot be avoided.
Therefore, being mid-level staff of correctional organizations, what we can do is to identify the
problems and find out possible solutions for them. In order to achieve our goals,we have to continuously equip ourselves with adequate abilities and skills to overcome these problems and prepare ourselves
for further career advancement and take up more crucial roles within the organizations in the future.

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Apart from practical knowledge and skills in our profession,acquiring stress management skills is
also critical for mid-level correctional personnel in order to maintain good work performance. Theseskills not only help us to tackle stress, but also our subordinates and even superiors. Therefore, weshould take up the responsibilities and play a leading role in our organizations to promote effective
stress management among staff. As a result, we can help all staff of our organizations to maintainhealthy lives while performing their correctional duties with confidence and satisfaction.

REFERENCES
Chemers M.(1997)An integrative theory of leadership.Lawrence Erlbaum Associates,Publishers.ISBN
978-0-8058-2679-1.

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