“What Work” and “What Doesn't Work” in Rehabilitation of Offenders: A General Perspective

Abstract

At present, Rehabilitation of offenders is a momentous issue of concern among all correction department of the world. (Astbury 2008). The major reason being that, in spite of passing gets tough sentences, the world prison population continue to grow at the rate higher than the general population rate. Hence, the liability of corrections extends far above punishment to reforms and rehabilitation (Howells and Day 1999). Now, there is robust evidence that, rehabilitation programs are effective in reducing recidivism. Researchers have shown that some programs are more effective than others. The dominant approaches in rehabilitation are collectively known as "what works" approach, which provides guidelines that are used to enhance the affectivity of offenders' rehabilitation programs. R-N-R Model is widely accepted principle that provides concrete basic guidelines for the development of rehabilitation programs. Many other models have been subsequently developed to strengthen the rehabilitation approach. Apart from general principles, the success of the rehabilitation program lies in the effective implementation of the theoretical part into practical light. The aim of the paper is to discuss many of the approach that contributes to the effective development as well as implementation of rehabilitation programs. Literature provides ample information regarding "what works", but little has been discussed on the part or the factor that create barrier in effective implementation of the rehabilitation programs. Another section of the paper deals with the "what doesn't work".

Authors and Affiliations

PARDEEP KUMAR JAIN, SIMARJIT KAUR, NEHA . , BHANU MALHOTRA

Keywords

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  • EP ID EP281744
  • DOI 10.24247/ijbmrfeb20182
  • Views 99
  • Downloads 0

How To Cite

PARDEEP KUMAR JAIN, SIMARJIT KAUR, NEHA . , BHANU MALHOTRA (2018). “What Work” and “What Doesn't Work” in Rehabilitation of Offenders: A General Perspective. International Journal of Business Management & Research (IJBMR), 8(1), 11-18. https://europub.co.uk/articles/-A-281744