Despite the rise of the prison management movement, little research has been conducted assessing the outcomes associated with different managerial practices in American prisons. One factor that has slowed the development of research in this area is the challenge of operationalizing the interrelated administrative components that guide prison operations. Using past research as a conceptual base, this study evaluates the performance of managerial practices by conducting a series of post hoc comparisons of subjective levels of disorder. The findings do not support the hypothesis that prisons that adhere to highly formalized managerial practices are most effective at combating disorder.
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