Fatal attraction: An analysis of employee boundary violations in a southern prison system, 1995–1998

Abstract

Prison employees are trained to maintain their distance from prisoners and to do their job professionally without personal entanglements or abuse of prisoners in any way. Efforts are made to ensure that those who enter the correctional service serve honorably; these efforts, however, do not prevent some prison employees from ending their careers in disgrace. Some employees engage in career-ending infractions whereby they are suspended and/or reprimanded; some are terminated for engaging in inappropriate relationships (or boundary violations) with inmates. This paper examines boundary violations among 508 Texas state prison security staff members disciplined between January 1, 1995 and December 31, 1998. The authors gratefully acknowledge the assistance, support, and wonderful hospitality of countless Texas Department of Criminal Justice employees in Human Resources and Internal Affairs for making this research possible. The authors also acknowledge the valuable input of staff members on local prison units. Finally, we deeply appreciate all of the staff members in Executive Services for facilitating this research project in countless ways from beginning to end. The Texas Department of Criminal Justice furnished the database for the activity described in this paper. This does not imply the Department's endorsement nor agreement with statements or conclusions contained here. We also acknowledge the assistance and suggestions of Janet Mullings, Mike Vaughn, and Deborah Hartley, who reviewed earlier versions of this paper. The authors also appreciate the generous financial support for this research provided by Richard Ward, Dean of the College of Criminal Justice. The authors gratefully acknowledge the assistance, support, and wonderful hospitality of countless Texas Department of Criminal Justice employees in Human Resources and Internal Affairs for making this research possible. The authors also acknowledge the valuable input of staff members on local prison units. Finally, we deeply appreciate all of the staff members in Executive Services for facilitating this research project in countless ways from beginning to end. The Texas Department of Criminal Justice furnished the database for the activity described in this paper. This does not imply the Department's endorsement nor agreement with statements or conclusions contained here. We also acknowledge the assistance and suggestions of Janet Mullings, Mike Vaughn, and Deborah Hartley, who reviewed earlier versions of this paper. The authors also appreciate the generous financial support for this research provided by Richard Ward, Dean of the College of Criminal Justice. Notes The authors gratefully acknowledge the assistance, support, and wonderful hospitality of countless Texas Department of Criminal Justice employees in Human Resources and Internal Affairs for making this research possible. The authors also acknowledge the valuable input of staff members on local prison units. Finally, we deeply appreciate all of the staff members in Executive Services for facilitating this research project in countless ways from beginning to end. The Texas Department of Criminal Justice furnished the database for the activity described in this paper. This does not imply the Department's endorsement nor agreement with statements or conclusions contained here. We also acknowledge the assistance and suggestions of Janet Mullings, Mike Vaughn, and Deborah Hartley, who reviewed earlier versions of this paper. The authors also appreciate the generous financial support for this research provided by Richard Ward, Dean of the College of Criminal Justice.