Hester Paanakker

In effect, the clash constitutes a value imbalance between the different levels in the values to which they give emphasis. The value divergence is stereotypical and follows clear hierarchical lines: irrespective of the hierarchical level, respondents perceive the layers above them to prioritize targets and cutbacks over content (see also Paanakker, forthcoming ). The higher the sector level, the more it is seen to have an overemphasis on number obsession and cutbacks. Policy level and implementation level are perceived to operate at two extremes of the spectrum of penal values, in particular by managers and prison officers. This is depicted in table 6.2. The managing directors who are in charge of running a facility emphasize that the number obsession and cutbacks are enforced by headquarters above them. However, to middle managers and prison officers, managing directors and those at policy level are described as “teaming-up” to prioritize the measurability of performance and cut backs over other work values. ….middle managers and prison officers are of some sort of commonality because they are so close to that shop floor, to the crooks, and the directors and especially policy officials are quite far from the reality . (Managing director 4, facility 2) To score at headquarters with good numbers is more important [to the direction] than the content of those numbers. (Middle manager 4, facility 1) The most negative perception of policy level is found among street-level prison officers, followed closely by their perception of higher management. Prison officers feel strongly that policy advisors and managing directors, and to a lesser degree also middle managers, are sucked into the institutional logic of measurable outputs, performance, and lean management – at the expense of supporting the prison officers in safeguarding intrinsic values in the primary process of detainee care. Many managing directors, and even middle managers themselves, acknowledge this reality. Yes, well, we do not pay attention to those prison officers. That sounds stupid. But the one we manage are the middle managers. And they did their job well if the prison officers don’t dodge work, achieve their results… Yes that is what is all about, that we can see in our numbers that [everything] is done sufficiently. (Managing director 3, facility 1) 145 The Effect of Value Divergence