Maloic_Ricijas.pdf

6QMHDQD0DORL1HYHQ5LFLMD,]D]RYL]DGRYROMVWYDSRVORPSUREDFLMVNLKVOXEHQLNDWRPRHPRQDXLWLL]LQR]HPQHSROLWLNHLSUDNVH"

54

IZAZOVI ZADOVOLJSTVA POSLOM PROBACIJSKIH

6/8%(1,.$7202(021$8,7,,=,12=(01(POLITIKE I PRAKSE?

61-($1$0$/2,1, NEVEN RICIJA210LQLVWDUVWYRSUDYRVXD5HSXEOLNH+UYDWVNH6HNWRU]DSUREDFLMX6UHGLQMLXUHG8SUDYD]DND]QHQRSUDYRLSUREDFLMX

Zagreb, Hrvatska

26YHXLOLWHX=DJUHEX(GXNDFLMVNRUHKDELOLWDFLMVNLIDNXOWHW2GVMHN]DSRUHPHDMHXSRQDDQMX=DJUHE+UYDWVND

Primljeno: 30.12. 2013. Pregledni rad

3ULKYDHQR 8'.

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

.OMXQHULMHLSUREDFLMDSUREDFLMVNLVOXEHQLFLPRWLYDFLMD]DGRYROMVWYRSRVORPVWUHV

UVOD

3UYLSURIHVLRQDOQLSUREDFLMVNLVOXEHQLFLX+UYDWVNRMVXVUDGRP]DSRHOLXOLSQMXJRGL-QHRWYDUDQMHPSUREDFLMVNLKXUHGD8RNYLUXLVWUDL-YDQMDGRLYOMDMDSRVODKUYDWVNLKSUREDFLMVNLKVOX-EHQLND5LFLMD0DORLL5DMLSURYHGHQRJtijekom 2012. godine, ispitana je motivacija proba-

FLMVNLKVOXEHQLND]DSRVDRNRMLREDYOMDMXQMLKRYR]DGRYROMVWYRSRVORPWHLQWHQ]LWHWGRLYOMHQRJVWUHVDQDSRVOX8LVWUDLYDQMXMHVXGMHORYDORXNXSQRzaposlenika Sektora za probaciju, to je 76,4% svih

zaposlenih, odnosno populacije. Rezultati poka-

]XMX]DGRYROMDYDMXXLQLFLMDOQXSHUFHSFLMXSRVODSUREDFLMVNLKVOXEHQLNDSULHPXVXRQLQDM]DGR-YROMQLMLVXEMHNWLYQLP]QDHQMHPSRVODVWHHQLPkompetencijama i edukacijama koje su proli, te

MDVQLPRHNLYDQMLPDXRNYLUXUDGQRJRNUXHQMD8SRGUXMXPRWLYDFLMHQDMYLHMHL]UDHQDLQWULQ]LQDPRWLYDFLMDGRNMHNRGSUREDFLMVNLKVOXEHQLNDNRMLVXSRPDXLKSURIHVLMDXRGQRVXQDQHSRPDXHYLHL]UDHQDLQWHJULUDQDPRWLYDFLMDSRVDRMHGLR

PHQHLPRMHJLYRWDWHLQGHQWLILNDFLMVNDPRWLYDFL-ja (kroz posao ostvarujem osobne ciljeve i odabrani

LYRWQLVWLO,QWHUHVDQWQRLDNRUD]LQDGRLYOMHQRJVWUHVDNRGSUREDFLMVNLKVOXEHQLNDQLMHMDNRL]UD-HQDRQDMHQHWRYHDNRGRQLKNRMLLPDMXYLHJRGLQDXNXSQRJUDGQRJVWDDRGQRVQRNRGVWDULMLK]DSRVOHQLND6RE]LURPQDSULOLQRSR]LWLYQHUH]XO-WDWHQDYHGHQRJLVWUDLYDQMDNRMLPMHREXKYDHQX]RUDNSUYLKSUREDFLMVNLKVOXEHQLNDX+UYDWVNRMautore ovog rada zanimalo je to bi, s obzirom na

DNWXDOQDVYMHWVNDLVNXVWYDPRJORXJUR]LWLSRHWQL]DGRYROMDYDMXLGRLYOMDMSRVODKUYDWVNLKSUREDFLM-VNLKVOXEHQLNDXEXGXQRVWL6WRJDMHRVQRYQLFLOMRYRJUDGDSUXLWLSUHJOHGUH]XOWDWDUD]OLLWLKLQR-]HPQLKLVWUDLYDQMDRGRLYOMDMXSRVODPRWLYDFLMLVWUHVXLVDJRULMHYDQMXQDSRVOXSUREDFLMVNLKVOX-benika, te ih staviti u kontekst aktualne hrvatske

SUREDFLMVNHSUDNVHVDVYUKRPXHQMDLXND]LYDQMDQDSRWHQFLMDOQHEXGXHUL]LNH

'RVDGDQMD LVWUDLYDQMD GRLYOMDMD SRVOD%UD\ILHOGL&URFNHWW,DIIDOGDQRL0XFKLQVN\

+UYDWVNDUHYLMD]DUHKDELOLWDFLMVNDLVWUDLYDQMD9ROEUVWU

55

1985; Wright i Cropanzano, 2000 i drugi) prove-

GHQDXRNYLUXUD]OLLWLKGMHODWQRVWLSRND]DODVXGDdobra motivacija i zadovoljstvo poslom ne mora-

MXQXQRYRGLWLLSUHPDEROMHPUDGQRPXLQNX6GUXJHVWUDQHGRND]DQDMHSRYH]DQRVWL]PHXVPD-njene motivacije i nezadovoljstva poslom, kao i

VODELMHJUDGQRJXLQNDXLQNDXQXWDURUJDQL]DFLMH-XGJHLVXU0XOOLQV/DWKHUL-DLQ2005; Kim, 2006; Drake, Wong i Salter, 2007;

Wlodarczyk, 2011, 24; Lambert, Kelley i Hogan,

,DNRRGUHHQDUD]LQDVWUHVDPRHGRSUL-QLMHWLEROMHPUDGQRPXLQNXRGQRVQRRQPRHbiti poticajan (Slate, Wells i Johnson, 2003; Pitt,

XHVWDOLGRLYOMDMVWUHVDQDSRVOXQHULMHWNRMHMHGDQRGJODYQLKWHWQLKLPEHQLNDNRMLXWMHHQD]DGRYROMVWYRLUDGQLXLQDN&KHUQLVV0XOOLQV3DUN6WLQVRQ3RVHEQRQHJDWLYDQXLQDNLQGLYLGXDOQLPSRVWLJQX-LPDQDUDGQRPPMHVWXLPDVDJRULMHYDQMHQDSRVOXNDRREOLNWHNHUHDNFLMHQDWUDMQXL]ORHQRVWVWUHVX(Simmons, Cochran i Blount, 1977; Pitts, 2008;

0LNDM7RGRURYLL1RYDN,VWUDLYDQMDNYDOLWHWHSURIHVLRQDOQRJLYRWDQDSURIHVLRQDOQXXLQNRYLWRVWSRND]XMXUD]OLLWXWMHFDMNRGSRMHGL-QLKSURIHVLMDSULHPXMHQHJDWLYDQXWMHFDMYHLkod profesija koje neposredno rade s ljudima, a

QDURLWRMHSULVXWDQNRGSURIHVLMDNRMHSRPDXOMXGLPDXUMHDYDQMXQMLKRYLKLYRWQLKSUREOHPDWMNRGSRPDXLKSURIHVLMD.LDN*YHUL,VWUDLYDQMDSUREDFLMVNLKVOXEHQLNDQLVXXWYUGLOD]QDDMDQXWMHFDMLQGLYLGXDOQLKRELOMHMDQDQMLKRYGRLYOMDMSRVODGRNMHSRWYUHQ]QDDMQLMLXWMHFDMRUJDQL]DFLMVNLKLPEHQLND/HRQDUGLL)UHZ:KLWHLVXU0DWWKHZV/HH-RRL-RKQVRQ'RLYOMDMVWUHVDSUREDFLMVNLKVOX-benika povezan je s njihovim obiteljskim statusom

LUD]LQRPSHUFLSLUDQHVRFLMDOQHSRGUNHDOLWDNRHUuz niz dominantnih organizacijskih stresora koji,

RVLPQDGRLYOMDMVWUHVDGRSULQRVHLVDJRULMHYDQMXna poslu (Wells, Collbert i Slate; 2006, Pitts, 2007)

$QDOL]RPUHFHQWQHVYMHWVNHOLWHUDWXUHXSRGUXMXSUREDFLMHPRJXHMH]DNOMXLWLGDVHSDGPRWLYDFLMHi zadovoljstva poslom, kao i rast razine stresa pro-

EDFLMVNLKVOXEHQLNDQDMHHSULSLVXMXRGUHHQLPSULVWXSLPDLQDLQLPDRUJDQL]DFLMHUDGDXRNYLUXSUREDFLMVNLKVOXELDSRVHEQRQL]XSURPMHQDNRMHVHRGNUDMDVWROMHDGRJDDMXXRNYLUXSRMHGLQLKprobacijskih organizacija (Finn i Kuck, 2003; Farow,

2004; Wells, Collbert i Slate, 2006; Annison, Eadie

L.QLJKW0DWWKHZV&ROOLQV&RIIH\L&RZH6RE]LURPGDSRVWRMHDLQR]HPQDLVWUDLYDQMDSRWYUXMX]QDDMDQXLQDNQDLQDRUJD-QL]DFLMHUDGDLRVPLOMDYDQMDSRVORYDQDGRLYOMDMSRVODVOXEHQLNDLQMLKRYUDGQLXLQDNFLOMHYLRYRJUDGDVXLVWUDLWLSRWHQFLMDOQHSULMHWQMHSRVWRMHRMdobroj motivaciji i zadovoljstvu poslom hrvatskih

SUREDFLMVNLKVOXEHQLNDNDRLLPEHQLNHNRMLELSRWHQFLMDOQRPRJOLGRYHVWLGRSRYHDQMDSURIHVLR-nalnog stresa, prije svega s organizacijskog aspekta

LDNWXDOQLKLVNXVWDYDXVYLMHWXLSRQXGLWLRSHVPMHUQLFHVFLOMHP]DGUDYDQMD]DGRYROMDYDMXHrazine motivacije, zadovoljstva poslom i profesi-

RQDOQRJVWUHVDKUYDWVNLKSUREDFLMVNLKVOXEHQLND$XWRULVHXRYRPUDGXQHHSRVHEQREDYLWLPRWL-vacijom, zadovoljstvom poslom i profesionalnim

VWUHVRPL]WHRULMVNHSHUVSHNWLYHEXGXLGDVXRYLNRQVWUXNWLXNRQWHNVWXSRPDXLKSURIHVLMDLVWUXNDNDRLRQLKNRMLUDGHVSRLQLWHOMLPDND]QHQLKGMHODYHRSLVDQLXGRPDRMOLWHUDWXUL0HMRYHN)ULL1RYDN/DXLL-DQGUL1LHYL7RW0LNDM7RGRURYLL1RYDN.LDN*YHUL+DED]LQYHHse prije svega posvetiti empirijskim spoznajama o

suvremenim organizacijskim promjenama u pojedi-

QLPSUREDFLMVNLPVOXEDPDLXWMHFDMXWLKSURPMHQDQDGRLYOMDMSRVODSUREDFLMVNLKVOXEHQLNDAKTUALNE INOZEMNE REFORME U 5$'8352%$&,-6.,+6/8%,

.DNRELVPRSREOLHSULND]DOLPRJXLXWMHFDMRUJDQL]DFLMVNRJVHJPHQWDQDSUREDFLMVNHVOXEHQL-NHQXQRMHQDMSULMHRSLVDWLVXYUHPHQHSURPMHQHXUDGXSUREDFLMVNLKVOXELNRMHVHGRQHNOHGRJDD-MXLNDRSRVOMHGLFDRSHQLWLKSURPMHQDXQDLQLPDfunkcioniranja javnog sektora. Naime, u mnogim

HXURSVNLPGUDYDPDWHX$PHULFLL$XVWUDOLMLRGNUDMDSURORJVWROMHDDSRVHEQRSRVOMHGQMHGHVHW-OMHHGRJDDMXVHYHOLNHSURPMHQHXRNYLUXSURED-FLMVNLKSROLWLNDLSUDNVL%XFKDQDQL0LOODUSchloss i Alarid, 2007). Pojedine se probacijske

VOXEHUDGLNDOQRPLMHQMDMXXVPLVOXRUJDQL]DFLM-skih struktura i ciljeva rada, pa time i s obzirom

QDQDLQQDNRMLVHSRVWXSDLUDGLVSRLQLWHOMHPkaznenog djela.

2GLKLUDQLKLKJRGLQDSURORJVWROMHDu okviru engleske probacije, ali i u probacijskim


56

VOXEDPDGUXJLKGUDYDMDDPHQDJHULMDOLVWL-ki pristup (eng. managerialism) (Philips, 2011;

0DORL8WRVHYULMHPHRSHQLWRVPDWUDORGDVXSRVWRMHHRUJDQL]DFLMHMDYQRJVHNWRUD]DVWDU-jele te da im je potrebna reforma, da u okviru pri-

vatnog sektora postoje dokazane ideje i tehnike

PHQDGPHQWDNRMLPDVHWDUHIRUPDPRHSURYHVWLDWRHNDRSRVOMHGLFXLPDWLXWMHFDMQDYHXXLQ-kovitost i fleksibilnost ovih organizacija (Pollitt,

=ERJWUDGLFLRQDOQLKQDLQDQDNRMLVXELOLQDYLNOLUDGLWLNDRL]ERJRGUHHQLKRWSRUDSUR-PMHQDPDX6MHGLQMHQLP$PHULNLP'UDYDPDVelikoj Britaniji, Kanadi i Novom Zelandu javni

VOXEHQLFLVXXWRPYUHPHQVNRPUD]GREOMXHVWRbili prikazivani kao prepreka pozitivnim promje-

nama, to jest kao dio problema (Pollitt, 1998,72).

Novi managerialisam (eng. new managerialism)

LOLW]YQRYLMDYQLPHQDGPHQW(eng. new public managementSRGUD]XPLMHYDXYRHQMHWULQHRUL-jentacije i poslovne (eng. business) prakse u javni

VHNWRUNDRQDLQDSRYHDYDQMDXLQNDXVOXJDLSURILWDNUR]UHGXNFLMXWURNRYDSRYHDQXUHJX-laciju (propisima, uputama, standardima i sl.) i

PHQDGPHQWXWHPHOMHQQDGRND]LPD&XQOLIIH8OLWHUDWXULVHLVWLHQHNROLNRQDMELWQL-MLKRELOMHMDQRYRJPHQDGPHQWDMDYQRJVHNWRUD(Hood 1991, 1995, prema Dent, Chandler i Barry,

.LFNHUW0DQRMORYL1. razbijanje tradicionalne hijerarhijske struk-

WXUHMDYQRJVHNWRUDIRUPLUDQMHPYHHJEURMDorganizacija kojima se odvojeno upravlja,

2. MDDQMHNRPSHWLFLMHNRULWHQMHPDQDJHULDOLVWL-kih tehnika u okviru javnog sektora,

3. naglaavanje discipline i tedljivosti u korite-

nju resursa,

4. YHDXVPMHUHQRVWQDNOLMHQWD 5. XVYDMDQMHPMHUOMLYLKVWDQGDUGDLXLQDND6. XQDSULMHG]DGDQDPMHULODXLQNRYLWRVWL

U reformi javnog sektora cilj je bio odmak od

administracije usmjerene na pravila (eng. rules

bounded administration) prema administraciji

XVPMHUHQRMQDXLQDNHQJperformance bounded administration)LUDGSRQDHOXVDWRPDQMHXL-QLWLWRYLH0DQDJHULDOLVWLNLPVHSULVWXSRPXSUREDFLMLNDRLQDGUXJLPSRGUXMLPDWHLSRYH-DQMXHNRQRPLQRVWLLXLQNRYLWRVWLXSUDYOMDQMHPUHVXUVLPDLXYRHQMHPWULQLKQDHODXSUXDQMXusluga (Philips, 2011).

,DNRVHLVWLXRGUHHQLSR]LWLYQLXLQFLRYD-kvog pristupa u okviru javnog sektora, pa i u

okviru kaznenopravnog sustava kojem pripadaju

SUREDFLMVNHVOXEH6ODWH-RKQVRQL&ROEHUW0DORLVYUHPHQRPVHRYRPSULVWXSXVYHYLH]DPMHUDMDDQMH]QDDMDRUJDQL]DFLMVNLKXodnosu na profesionalne ciljeve, te stavljanje pri-

oriteta na raspolaganje vremenom i novcem, kao

JODYQLPUHVXUVLPD1DURLWRVHNULWL]LUDSULPDUQDusmjerenost na nadzor i regulaciju javnog sektora

kroz mehanizme kao to su kontrola i nadzor (eng.

audit and inspection), koji se u pravilu provode sa

stajalita koritenja resursa, uz sve manju usmje-

UHQRVWQDVWUXQRVWLNYDOLWHWXUDGD+RRGprema Dent, Chandler i Barry, 2004; Pitts, 2007).

Ovom se pristupu posebno zamjera i marginalizaci-

ja profesionalizma tj. profesionalnih znanja, etike i

iskustva (Pearson i Svensson, 2011), uz upozorenja

GDVHQDWDMQDLQPRJXXJUR]LWLYULMHGQRVWLNDRWRsu potivanje zakona, odgovornost prema zajednici,

pouzdanost, jednakost i socijalna pravda (Caiden,

1991). Istaknuto je kako se u okviru manageriali-

VWLNRJSULVWXSDSURIHVLRQDOQLSULRULWHWLSRWUHEHLaspiracije zaposlenika stavljaju u drugi plan, dok se

RGQMLKVHRHNXMHNRQIRUPL]DPXRGQRVXQDLPSH-UDWLYHNRPHUFLMDOQRJXLQNDLVWDYOMDQMHSRVWL]DQMDostvarenja strategijskih ciljeva iznad svih drugih

prioriteta (Fryer, 2009, 75). Od zaposlenika se sve

YLHRHNXMHSULKYDDQMHYULMHGQRVWLNRMHVXNDUDN-WHULVWLQHSULPMHULFH]DMDSDQVNRGUXWYRUDGQDetika raditi naporno i puno sati, (2) konformizam

jaka potreba za pripadanjem i strah od izolacije,

(3) izbjegavanje srama propust da se ispune obve-

]HXVNODGXVSUDYLOLPDPRHGRQLMHWLVUDPLPRHUH]XOWLUDWLL]RODFLMRP0F.HQQDL%HDFKSULHPXVHX]QDDMQRMPMHUL]DQHPDUXMHGDVXLQGLYLGXDOLVWLNHNXOWXUHNDUDNWHULVWLQH]Danglo-europske zemlje, a da narodi koji se sma-

WUDMXNROHNWLYLVWLNLPGROD]HL]$]LMHL/DWLQVNH$PHULNHNDRLGUXJLKUHJLMDVYLMHWD.LDN*YHUL2013, 88). Dodatno se zanemaruju socijalne i kul-

WXURORNHUD]OLNHL]PHXVDPLKGUDYDWHRWSRULNRMHQHSUHVWDQRVPDQMLYDQMHVOXEHQLNLKSUDYDizaziva. Zanemarivanje perspektive zaposlenika u

LPSOHPHQWDFLMLQRYLKVWUDWHJLMDVWRJDHVWRGRYRGLdo direktnog ili indirektnog opiranja zaposlenika

HOMDPDPHQDGPHQWD:LOF]HNWRVHQHSRVUHGQRUHIOHNWLUDQDLQWULQ]LQXPRWLYDFLMXLzadovoljstvo poslom.


57

U okviru ovog pristupa do tada dominantne

YULMHGQRVWLXUDGXVSRLQLWHOMLPDND]QHQLKGMHODNDRWRMHSULPMHULFHEULJD]DSRMHGLQFDSRLQMXse smatrati zastarjelima i zamjenjuju se kazneno-

PDQDJHULDOLVWLNLPSULVWXSRPNRMHPVHSULOD-JRDYDVYDNLVWUDWHNLGRNXPHQWREUD]DFUDGDLSUDNWLQLDODW*UHJRU\6YHVHYLHXVYDMDadministrativni pristup kriminologiji u okviru kojeg

VHSRLQLWHOMDYLGLNDRUDFLRQDOQRJVXEMHNWDLMDWHQ-GHQFLMDGDSRLQLND]QHQRGMHORWUHEDELWLL]PMHUHQDi kontrolirana (Young, 1994, prema Gregory, 2011).

3URPMHQHXNOMXXMXLRGPDNRGSUDNVHXVPMHUHQHQDSRLQLWHOMDND]QHQRJGMHODSUHPDYLHWHKQLNRPi propisanom pristupu zadacima, te usmjerenost

prema standardiziranim pristupima, aktuarskim ala-

tima procjene rizika, grupnom radu i akreditiranim

programima umjesto rada jedan-na-jedan (Annison,

(DGLHL.QLJKW3ULPMHULFHQXPHULNLUH]XO-tati procjene rizika u okviru aktuarskog pristupa

SRVWDMXJODYQRQDHORSRVWXSDQMDVSRLQLWHOMHPND]QHQRJGMHODX(QJOHVNRML:DOHVXXQDWRPQR-JLPSULPMHGEDPDSUDNWLDUDQDWDNDYSULVWXS,VWLHse da uloga procjene rizika nije samo osmiljavanje

SODQDXSUDYOMDQMDUL]LNRPYHVHNRULVWLL]DUDVSR-djelu resursa, uz mnotvo provjera, revizija i inspek-

FLMD3KLOLSV&LOMHYLRUJDQL]DFLMHRSHQLWRsu vie usmjereni na aktivnosti i rezultate nego na

OMXGHHVWRL]YDQNRQWUROHVWUXQMDNDQDWMHFDWHOM-ski, prinudni i pojednostavljeni (Whitehead, 2007,

prema Philips, 2011). Naglasak se stavlja na kvan-

WLWHWXEXGXLGDMHXRYRPSRGUXMXNYDOLWHWXWHHGHILQLUDWLLPMHULWL*ODYQLNOLMHQWSUREDFLMVNHVOXEHSUHVWDMHELWLSRLQLWHOMND]QHQRJGMHODYHVHQDJOD-sak stavlja na zajednicu (tj. na sigurnost zajednice)

i osiguravanje usluga sudovima u smislu dostave

LQIRUPDFLMDLL]YMHD%URZQ5KLQHLVXU2001; Farrow, 2004; Raynor i Robinson, 2009).

8WMHFDMPDQDJHULDOLVWLNLKWHKQLNDQLMHMHGQDNRSULVXWDQXVYLPHXURSVNLPSUREDFLMVNLPVOXEDPDWRMHVWMDLMHXDQJORVDNVRQVNLPLVNDQGLQDYVNLPzemljama. U Velikoj Britaniji dolazi do zaista radi-

kalnih stratekih zaokreta, reorganizacije sustava i

strukture, promjena sustava vrijednosti, uz promjenu

XGLVWULEXFLMLPRLXFLMHORMRUJDQL]DFLML5D\QRULRobinson, 2009; Burke i Collet, 2010; Bauwens,

0DORL8%HOJLMLWDNRHUGROD]LGRSURPMHQDXRNYLUXSRVWRMHHJVXVWDYDXSUDYOMDQMDi praksa se sve vie nastoji usmjeriti nacionalnim

VWDQGDUGLPDVPMHUQLFDPDLXSXWDPDX]XYRHQMHLQIRUPDFLMVNLKWHKQRORJLMD0HXWLPVWUDWHNLFLOMH-vi, organizacijska struktura i sustav vrijednosti osta-

MXLVWL%DXZHQV2GUHHQLXWMHFDMLDNRYUORRJUDQLHQRYDMSULVWXSLPDLX1MHPDNRMJGMHMHXRNYLUXQHNROLNRVDYH]QLKGUDYDSRNUHQXWSRVWXSDNanalize organizacijskih struktura, metoda rada i stan-

GDUGDNYDOLWHWHSUYHQVWYHQRYH]DQRX]SRYHDQMHposlova i sve manja financijska sredstva koja na ras-

SRODJDQMXVWRMHSUREDFLMVNLPVOXEDPD(XURSHDQ2UJDQLVDWLRQIRU3UREDWLRQ1DLPHXYRHQMXRGUHHQLKPDQDJHULDOLVWLNLKWHKQLNDXSRMHGLQLPMHzemljama doprinijela i aktualna gospodarska kriza,

XLMHPVHSUHYODGDYDQMXWHLORUMHHQMLPDNDRWRsu utede u okviru javnog sektora i ostvarivanje

HOMHQLKXLQDNDX]WRPDQMHWURHQMHUHVXUVD6YHove reforme reflektirale su se i na svakodnevni rad

SUREDFLMVNLVOXEHQLNDQMLKRYQHSRVUHGDQUDGVRVX-HQLFLPDNDRLQMLKRYGRLYOMDMSRVODPROMJENE U RADU PROBACIJSKIH 6/8%(1,.$

3URPMHQHXQDLQLPDRUJDQL]DFLMHUDGDLREDY-OMDQMXSUREDFLMVNLKSRVORYDGRYRGHLGRYHLKLOLPDQMLKSURPMHQDXUDGXSUREDFLMVNLKVOXELRYL-VQRRVQD]LXWMHFDMDPDQDJHULDOLVWLNRJSULVWXSDXokviru pojedine probacijske organizacije.

)DUURZWHPHOMHPLVWUDLYDQMDSURYHGH-QRJX(QJOHVNRML:DOHVXLVWLHNDNRSRMHGLQHSUR-mjene u probacijskim organizacijama imaju velik

XWMHFDMQDUDGSUREDFLMVNLKVOXEHQLND1. XORJDSUREDFLMVNRJVOXEHQLNDVYHYLHSRGUD]X-

mijeva njegovu usmjerenost na zatitu zajednice

i provedbu sudskih odluka, s daleko manjim

naglaskom na tretman i socijalnu reintegraciju

SRLQLWHOMDND]QHQLKGMHOD2. smanjuje se profesionalna diskrecija, a izvra-

vanje probacijskih zadataka propisuje se stro-

gim standardima i protokolima,

3. SRYHDYDVHRSVHJSRVODSULHPXVHXVOLMHGPDQMNDUHVXUVDSRYHDYDQMDQDJODVNDQDXLQ-NRYLWRVWLVWRYUHPHQRMDDSULWLVDNGDVHSRL-QLWHOMLND]QHQLKGMHODWREUHSURYHGXNUR]probacijski sustav (eng. JHWWKHPLQJHWWKHPout),

4. XVYUKXSRYHDQMDSRX]GDQRVWLLRGJRYRUQRVWLSRYHDYDVHNROLLQDUD]OLLWLKSRWUHEQLKGRNX-menta (eng. paperwork),


58

5. sve je prisutnije prozivanje i posramljivanje

UHJLRQDOQLKSUREDFLMVNLKXUHGDLSRGUXMDNRMLXRNYLUXRUJDQL]DFLMHSRVWLXQLHUH]XOWDWHDWLPHLSUREDFLMVNLKVOXEHQLND0DWWKHZVQDJODDYDNDNRVYHRYHSUR-

PMHQHSUREDFLMVNLVOXEHQLFLLQWHQ]LYQRRVMHDMXQDURLWRYH]DQRX]QHSRVUHGDQUDGVSRLQLWHOMLPDkaznenih djela:

1. VWDOQLUDVWRSVHJDSRVODLVYHNUDLURNRYLGUD-VWLQRVXVPDQMLOLYULMHPH]DUDGVSRLQLWHOMLPD

2. usmjerenost na organizacijske i birokratske

]DGDWNHVPDQMXMHPRJXQRVWVWYDUDQMDRGQRVDL]PHXSUREDFLMVNRJVOXEHQLNDLSRLQLWHOMD

3. usmjerenost na neposredan rad s klijentom (eng.

person focused work) zamijenjena je usmjere-

nosti na papir (eng. paper based work),

4. SRLQLWHOMYLHQLMHRVREDeng. personYHVOX-DM(eng. case) i promatra se uglavnom u okviru rizika koji predstavlja za drutvo, to jo vie

doprinosi depersonalizaciji osoba koje bi trebale

biti sredite procesa,

5. GREULPSUREDFLMVNLPVOXEHQLNRPVPDWUDVHRVREDNRMDXLQNRYLWRSRSXQMDYDREUDVFHSURFMHQHLL]YMHDSULHPXWRULMHWNRNDGDXNOMXXMHLVSRVREQRVWUD]YRMDSURIHVLRQDOQRJRGQRVDLUDSRUWDNOMXQRPNRPSRQHQWRP]DSRVWL]DQMHSURPMHQHSRQDDQMDSRLQLWHOMD3UHPDL]YMHXEULWDQVNRJRGERUD]DSUDYRVXH

-XVWLFH&RPPLWWHHSUREDFLMVNLVXVOXEHQL-FLWHPHOMHPLVWUDLYDQMDSURYHGHQRJJRGLQHXQHSRVUHGQRPNRQWDNWXVSRLQLWHOMHPND]QHQRJdjela proveli samo 24% svog vremena. Neposredan

UDGVSRLQLWHOMHPUDQLMHMHELRJODYQDDNWLYQRVWSUREDFLMVNLKVOXEHQLNDVQDMYHLPXWURNRPYUH-mena, to jest vie od sto godina koliko probacija

SRVWRMLRGQRVVOXEHQLNSRLQLWHOMND]QHQRJGMHODbio je temelj probacijskog rada (Gregory, 2011a).

Za razliku od engleske, belgijska rehabilitacijska

SROLWLNDLSUDNVDGRLYMHODMHVDPRPLQLPDOQHpromjene u penalnom diskursu i tehnikama, te

je ostala u okviru socijalnog rada (eng. criminal

MXVWLFHVRFLDOZRUN) (Bauwens, 2011). I nadalje se ]DGUDYDSULVWXSXVPMHUHQQDSRLQLWHOMDND]QHQRJGMHODLQDJODDYDVH]QDDMRGQRVDSUREDFLMVNRJVOXEHQLNDLSRLQLWHOMDEH]REYH]QRJNRULWHQMDstandardiziranih instrumenata procjene i akreditira-

QLKJUXSQLKSURJUDPD,DNRMHNRQWURODSRLQLWHOMDND]QHQLKGMHODYDDQVHJPHQWUDGDIRNXVMHLGDOMH

QDXVPMHUDYDQMXLSRPDJDQMXSRLQLWHOMDND]QHQRJdjela u procesu (re)integracije u zajednicu.

Pokuaji reforme probacijskog rada u Belgiji

L]D]LYDMXRWSRUHGLMHODSUREDFLMVNLKVOXEHQLNDNRMLVHPDQLIHVWLUDMXQDGYDQDLQDLJQRULUDQMHPSRMHGLQLKPDQDJHULDOLVWLNLK]DKWMHYDLOLSULKYDD-nje zahtjeva uz minimum participacije. Primjedbe

VXSUREDFLMVNLKVOXEHQLNDGDVHRGSUREDFLMVNRJposla nastoji napraviti bussines, da se naglasak

pokuava staviti samo na kvantitetu, te da se sve

vie razgovara o broju predmeta, a sve manje o

osobama iza tih predmeta (Bauwen, 2011). Dok

u Belgiji slogan savjetuj, pomogni, sprijatelji se

(stvori odnos) (eng. advise, assist and befriend)

ipak ostaje dominantan, u Engleskoj i Walesu sada

se sve vie mijenja u smjeru upravljaj, kontroliraj i

kazni (eng. manage, control and punish) (Gregory,

2011b; Pearson i Svensson, 2011). Gregory (2011b)

MHLQWHUYMXLUDRLVNXVQLKSUREDFLMVNLKVOXEHQL-ka u Engleskoj, koji su zavrili svoje obrazovanje

SULMHJRGLQHWMSULMHUD]YRMDNDQMDYDMXHJPDQDJHULDOLVWLNRJQDLQDUDGD8WYUHQRMHGDRYLSUREDFLMVNLVOXEHQLFLLGDOMH]DGUDYDMXSULVWXSXNRMHPQDVWRMHRVWYDULWLUDYQRWHXL]PHX]DKWMHYDRUJDQL]DFLMHLEULJH]DSRLQLWHOMDND]QHQRJGMHODGHPRQVWULUDMXLUD]OLLWHQDLQHRWSRUD1DGDOMHLVWUDXMXLQDLQQDNRMLYHGVNLSUREDFLMVNLVOX-EHQLFLL]UDXMXL]YMHHWLMHNRPVXHQMD3HDUVRQL6YHQVVRQVXXWYUGLOLRLWUDVNRUDNL]PH-XXSXWDSUREDFLMVNHRUJDQL]DFLMHLVWYDUQHSUDNVHYHHJEURMDSUREDFLMVNLKVOXEHQLND1DLPHLDNRRUJDQL]DFLMDVQDQR]DVWXSDNRULWHQMHVWDQGDUGL-ziranih instrumenata procjene rizika, probacijski

VOXEHQLFLJDXVWYDUQRVWLNRULVWHULMHWNRL rizik kao NRQFHSWVODERMH]DVWXSOMHQXUMHQLNXSUREDFLMVNLKVOXEHQLND'RNVHXSXWHRUJDQL]DFLMHWHPHOMHQDLGHMLGDHLSRMHGLQFLL]DMHGQLFDLPDWLWHWHDNRse adekvatno ne odgovori na rizik, probacijski

VOXEHQLFLSULERMDYDMXVHGDUHDNFLMDGUXWYDLGHXVPMHUXHWLNHWLUDQMDLMDDQMDNULPLQDOQRJLGHQWLWHWDNRGSRLQLWHOMDND]QHQLKGMHODLRSLUXVHWDNYRPpristupu.

8VSRUHGQRVSRNXDMLPDXYRHQMDQL]DSURPMH-QDXUDGSUREDFLMVNLKVOXEHQLNDUDVWHLLQWHUHVLEURMLVWUDLYDQMDNRMDVHEDYHXWMHFDMHPWLKSURPMHQDQDmotivaciju, zadovoljstvo poslom i stres probacijskih

VOXEHQLNDDNRMDSRWYUXMX]QDDMDQXLQDNRYLKSURPMHQDQDGRLYOMDMSRVODSUREDFLMVNLKVOXEHQLND


59

MOTIVACIJA I ZADOVOLJSTVO 326/20352%$&,-6.,+6/8%(1,.$

S obzirom na niz prisutnih i najavljenih promje-

QDXHQJOHVNRMSUREDFLMVNRMVOXEL.QLJKWMHSURYHODLVWUDLYDQMHNRMHMHREXKYDWLORSULVWX-pnike (kandidate) i studente probacijskog studija

u Engleskoj (eng. Probation Studies), pokuava-

MXLRGJRYRULWLQDSLWDQMHWROMXGHSULYODLUDGXVSRLQLWHOMLPDND]QHQLKGMHOD8QDWRMDDQMXUHWR-rike kazne i kontrole u okviru probacije, rezul-

WDWLLVWUDLYDQMDSRND]DOLVXGDVHNDRLXVHNWRUXzdravstva i socijalne skrbi, osobe za ovaj posao

SULMDYOMXMXMHUHOHUDGLWLVOMXGLPDLSRPDJDWLLPOsobe koje iskazuju interes za radom u probaciji

HOHSRPDJDWLSRLQLWHOMLPDND]QHQLKGMHODXSRVWL-]DQMXLYRWQLKSURPMHQDDSUREDFLMXSUYHQVWYHQRYLGHNDRRUJDQL]DFLMXNRMDUDGLVOMXGLPDLSRPDHLP,VWUDLYDQMHSURYHGHQRX1MHPDNRMQDVRFLMDOQLKUDGQLNDXRNYLUXSUREDFLMVNHVOXEHvezano uz njihovu inicijalnu motivaciju da postanu

SUREDFLMVNLVOXEHQLFLSRND]DORMHVOLQHUH]XOWDWHSULHPXVXVHQDPHWQXODGYDGRPLQDQWQDPRWLYD-FLMVNDLPEHQLNDUDGNRMLREXKYDDVRFLMDOQLpsiholoki i obrazovni aspekt, (2) rad s ljudima

(Bttner, 2004, 149).

,PDMXLXYLGXQDYHGHQDLVWUDLYDQMDLQLFLMDOQHPRWLYDFLMHSUREDFLMVNLKVOXEHQLNDYDQLPQDPVHLQLLVWDNQXWLUH]XOWDWHLVWUDLYDQMDNRMHMH)DURZ(2004) provela u dva regionalna probacijska ureda

u Ujedinjenom Kraljevstvu, a u koje su bili uklju-

HQLLVNXVQLSUREDFLMVNLVOXEHQLFLVSUHNRGHVHWgodina iskustva u obavljanju probacijskih poslova.

,VWUDLYDQMHPMHXWYUHQRGDVXLWLVOXEHQLFLXSRHWNXELOLYLVRNRSULYUHQLSRLQLWHOMLPDND]QH-QLKGMHODLSUREDFLMVNRMVOXELNDRRUJDQL]DFLMLXkojoj rade. Izvor zadovoljstva u poslu i sada done-

NOHQDOD]HXUDGXVSRLQLWHOMLPDX]]DGUDYDQMHRVMHDMDORMDOQRVWLSUHPDNROHJDPDNRMHQHHOHUD]RDUDWLMHUVXVYLXLVWRMVLWXDFLML0HXWLPGRND]DQRMHGDVJRGLQDPDUDGDSULYUHQRVWRUJD-QL]DFLMLGUDVWLQRVODEL.DRJODYQHUD]ORJHQH]D-GRYROMVWYDVOXEHQLFLVXQDYHOLVWDOQRPLMHQMDQMHSRVORYDSUREDFLMVNRJVOXEHQLNDVYHVWURHSUR-pisivanje probacijskih zadataka i sve manje profe-

sionalne slobode za donoenje odluka, a to prema

QMLKRYRPPLOMHQMXRPHWDLVSUMHDYDXLQNRYLWUDGVSRLQLWHOMHPXVPLVOXQMLKRYHUHKDELOLWDFLMHLVRFL-MDOQHUHLQWHJUDFLMH,VWUDLYDQMHPMHLVWDNQXWDVYH

YHDUD]OLNDL]PHXRQRJWRSUREDFLMVNLVOXEHQLFLYLGHNDRNYDOLWHWDQLXLQNRYLWUDGVSRLQLWHOMHPVjedne strane, te propisane prakse opirne papirolo-

JLMHLUD]OLLWLKIRUPXODUDNDNRMHVGUXJHVWUDQHYLGLSUREDFLMVNDVOXED1DYHGHQRVHXMHGQRSRMDY-ljuje i kao glavni izvor nezadovoljstva poslom,

NRMHSRWRPSRWNRSDYDQMLKRYRVMHDMSULYUHQRVWLRUJDQL]DFLML$XWRULFDWDNRHULVWLHNDNRVHSUR-EDFLMVNLVOXEHQLFLDOHQDVYHYHLEURMRVRED]DNRMHMH]DGXHQMHGDQSUREDFLMVNLVOXEHQLNNRMLstoga ima sve manje vremena za neposredan rad

VRVXHQLNRPPLQXWDWMHGQR.ULWL]LUDMXLspecijalizirane, unaprijed strukturirane, akreditira-

QHSURJUDPHQDPLMHQMHQHSRLQLWHOMLPDND]QHQLKGMHODVPDWUDMXLGDMHQXQRWUHWLUDWLFLMHOXRVREXDQHVDPRSUHVWXSQLNRSRQDDQMH0LOMHQMDVXGDVHSUREDFLMVNHVOXEHQLNHLQMLKRYRLVNXVWYRnedovoljno vrednuje, a da se rad organizacije vie

XVPMHUDYDXRNYLUXSROLWLNHSURELWDQRVWLDGDOH-NRPDQMHSUHPDSUDNWLQRML]YRGOMLYRVWL'RWUH-QXWNDSURYRHQMDLVWUDLYDQMDVYLVXSUREDFLMVNLVOXEHQLFLXNOMXHQLXLVWUDLYDQMHEDUHPMHGDQSXWUD]PLOMDOLRRGODVNXL]SUREDFLMVNHVOXEH

0RHPR]DNOMXLWLNDNR]DSUDYRSRVWRMLPDORLVWUDLYDQMDNRMDVHRGQRVHQDGREURYROMQRQDSX-WDQMHSRVODRGVWUDQHSUREDFLMVNLKVOXEHQLND3URYRHQMHRYLKLVWUDLYDQMDRWHDYDLQHGRYR-OMDQ]QDDMNRMLWRPSUREOHPXSULGDMXSUREDFLM-VNHVOXEHSDWLPHLQHGRVWDWQDGRNXPHQWDFLMDNRMDELVHNRULVWLODNDRSRGORJDLVWUDLYDQMLPD5H]XOWDWLLVWUDLYDQMDNRMHVXSURYHOL/HH-RRLJohnson (2009) za razdoblje od 2003. do 2005.

JRGLQHDNRMHMHREXKYDWLORSUREDFLMVNHVOXEH-nike u Teksasu, pokazalo je naputanje posla od

VWUDQHSUREDFLMVNLKVOXEHQLNDXUDVSRQXRGGR24% (17% za 2003.-2004. fiskalnu godinu, 20% za

2004.-2005. fiskalnu godinu, 24% za 2006.-2007.

fiskalnu godinu), dok je u jednom odjelu to iznosilo

DN]DILVNDOQXJRGLQX/HH,VWUDLYDQMHPMHSRWYUHQ]QDDMRUJDQL]D-FLMVNLKLPEHQLNDSRJRWRYRSDUWLFLSDWRUQHNOLPHkao glavnog uzroka koji vodi prema dobrovoljnom

naputanju posla od strane zaposlenih probacijskih

VOXEHQLNDDRSH]DGRYROMVWYRSRVORPSRND]DORVHNDRQDMYDQLMDYDULMDEODXSUHGLNFLMLQDSXWD-QMDSRVODRGVWUDQHSUREDFLMVNLKVOXEHQLNDNRMLQHSRVUHGQRUDGHVSRLQLWHOMLPDND]QHQLKGMHOD5H]XOWDWLLVWUDLYDQMDVXJHULUDMXGDVXLQGLYLGXDOQL


60

LPEHQLFLGDOHNRPDQMH]QDDMQLXREMDQMDYDQMXQDSXWDQMDRUJDQL]DFLMHRGVWUDQHSUREDFLMVNLKVOX-EHQLND.DRJODYQLLPEHQLNXSUHGLNFLMLRGODVNDSUREDFLMVNLKVOXEHQLNDSRND]DODVHHPRFLRQDOQDSULYUHQRVWGRNVXVHLQWHUQDOQLVWUHVRULLRSH]DGRYROMVWYRSRVORPSRND]DOLNOMXQLPYDULMD-EODPDXSUHGLNFLMLHPRFLRQDOQHSULYUHQRVWL.DR]QDDMQLSUREOHPLVHPRFLRQDOQRPSULYUHQRXdefinirani su upravo internalni stresori, kao to su

QHDGHNYDWQDSODDPDQMDNPRJXQRVWL]DQDSUHGR-vanje i manjak prepoznavanja dobrog rada. Dakle,

XVLWXDFLMLNDGD]DSRVOHQLFLRVMHDMXLQWHUQDOQLVWUHVi nezadovoljstvo poslom, razina emocionalne pri-

YUHQRVWLRSDGDWR]DX]YUDWMDDLQWHQFLMHQDSX-tanja probacijske organizacije.

Leonardi i Frew (1991) su, temeljem pro-

YHGHQRJLVWUDLYDQMDUDGDSUREDFLMVNHVOXEHX3HQVLOYDQLML]DNOMXLOLNDNRMHRSH]DGRYROMVWYRSRVORP]QDDMQRSR]LWLYQRSRYH]DQRVRVMHDMHPVPLVOHQRVWLSRVODRGJRYRUQRXLLQIRUPLUDQR-XRUH]XOWDWLPDUDGD*HWDKXQ6LPVL+XPPHULVWUDLYDOLVX]DGRYROMVWYRSRVORPLSUL-YUHQRVWRUJDQL]DFLMLSUREDFLMVNLKVOXEHQLNDX6MHGLQMHQLP$PHULNLP'UDYDPD5H]XOWDWLVXSRND]DOLNDNRVXSUREDFLMVNLVOXEHQLFLQDM]DGR-YROMQLMLNDGDVYRMUDGGRLYOMDYDMXVPLVOHQLPLXVLWXDFLMLNDGDMHXLQNRYLWUDGUH]XOWDWSULPMHUHQHVXUDGQMHVUXNRYRGHLPVOXEHQLFLPD,VWUDLYDQMHje potvrdilo hipotezu prema kojoj je vjerojatnije

GDHSUREDFLMVNLVOXEHQLFLNRMLGRLYOMDYDMXYLXrazinu smislenosti svog posla i manji intenzitet

stresa, osjetiti i viu razinu zadovoljstva poslom,

SULHPXLVWUDLYDQMHPQLMHXWYUHQXWMHFDMLQGL-YLGXDOQLKRELOMHMDQDRSH]DGRYROMVWYRSRVORPGRNMHSRWYUHQXWMHFDMRUJDQL]DFLMVNLKLPEHQLND

$QDOL]LUDMXLSHUFHSFLMXSUREDFLMVNRJSRVODRGVWUDQHSUREDFLMVNLKVOXEHQLNDNUR]WULVWXGLMHAnnison, Eadie i Knight (2008) su utvrdili neza-

GRYROMVWYRSUREDFLMVNLKVOXEHQLNDXWMHFDMHPSROLWLNHQDSUDNVXRULMHQWLUDQRXUXNRYRGHHJosoblja prvenstveno na financije, a daleko manje

QDRVREOMHPHQWDOLWHWRPXRNYLUXNRMHJMHSRLQL-WHOMHYDQRVDPRWREUHSURYHVWLNUR]VXVWDYNRQWLQXLUDQLPSRYHDQMHPQDJODVNDQDSUDHQMXpopunjavanju obrazaca i papirologiji te manjkom

prostora za rad, a to im sve izaziva visok stupanj

IUXVWUDFLMHLEULJH0HXWLPSRWYUHQRMHGDXQDWRVYLPSRWHNRDPDLSULWLVFLPDSUREDFLMVNLVOXEH-

nici ipak nastavljaju prioritet stavljati na tretman-

VNLUDGVSRLQLWHOMLPDND]QHQLKGMHODWHGDLPWRSUHGVWDYOMDQDMYHH]DGRYROMVWYRXSRVOXUDQLMHXWYUHQRLUH]XOWDWLPDLVWUDLYDQMDNRMHVXSURYHOLWhite i sur., 2005). Literatura ranijeg datuma, iz

YUHPHQDNDGDPDQDJHULDOLVWLNLSULVWXSXSRMHGL-QLPGUDYDPDQLMHELRWROLNRELRSULVXWDQNDRLliteratura iz zemalja u kojima sada ovaj pristup ima

PDQMHXWMHFDMDSULPMHULFH1MHPDNDXND]XMHQDGDOHNRYHXSRVYHHQRVWNUHDWLYQRVWL]DGRYROMVWYRSRVORPSUREDFLMVNLKVOXEHQLNDXQDWRUDGXVWH-kom populacijom i stresnom poslu (Reiners, 2011;

Dessecker, 2012). Rezultati vie studija pokazuju da

WRRSHQLWRYULMHGLNRGSRPDXLKSURIHVLMDWRMHVWGDSURQDODHQMHLVSXQMHQMDXSRPDJDQMXGUXJLPDLXYMHUHQMHGDVHGRSULQRVLWXRMGREURELWLSUHGVWDY-OMDMXYDQHLPEHQLNHNRMLSULGRQRVH]DGRYROMVWYXSRVORPXQDWRSUHRSWHUHHQRVWLLOLHPRFLRQDOQRMLVFUSOMHQRVWL.LHN*YHUL1DGDOMHLVWUD-LYDQMLPDMHSRWYUHQRGDVXSUREDFLMVNLVOXEHQLFLNRMLLVND]XMXRVMHDMVWUHVDXMHGQRLQDMQH]DGRYROM-niji svojim poslom, dok s druge strane zadovolj-

VWYRSRVORPLRVMHDMSULYUHQRVWLSRVOXRSHQLWRXEODDYDMXQHJDWLYQHXLQNHSURIHVLRQDOQRJVWUHVD(Simmons, Cochran i Blount, 1997).

PROFESIONALNI STRES PROBACIJSKIH 6/8%(1,.$

9H]DQRX]QHSRVUHGDQ UDGVSRLQLWHOMLPDkaznenih djela, od osamdesetih godina prolog

VWROMHDVYHVHHHSRVWDYOMDSLWDQMHSVLKLNHLIL]LNHVLJXUQRVWLSUREDFLMVNLKVOXEHQLNDVRE]L-URPQDQMLKRYSRYHDQUDGVSRLQLWHOMLPDR]ELOMQLKi tekih kaznenih djela, kao i ovisnicima o drogama

WHSRLQLWHOMLPDVUD]OLLWLPSRUHPHDMLPDPHQ-WDOQRJ]GUDYOMD3HUVRQDJHL0LOOHUSUHPD/LQGQHUL%RUQSURYHOLVXLVWUDLYDQMHXYLHDPHULNLKGUDYD&RQQHFWLFXW'HODZDUH0DU\ODQG1HZ-HUVH\1HZ


61

bilo viktimizirano tijekom posljednjih dvanaest

mjeseci. Littlechild (1995) je 1992. godine proveo

LVWUDLYDQMHX(QJOHVNRM+HUWIRUGVKLUHLVSLWXMX-LQDVLOMHNRMHGRLYOMDYDMXSUREDFLMVNLVOXEHQLFL=DRGUHHQMHSRMPDQDVLOMDNRULVWLRMHWDGDQMXGHILQLFLMX1DFLRQDOQRJXGUXHQMDSUREDFLMVNLKVOXEHQLNDSUHPDNRMRMQDVLOMHXNOMXXMHUDVSRQnezakonitih ili socijalno neprihvatljivih ponaa-

QMDIL]LNLKLOLSVLKLNLKLOLVXWDNYDSRQDDQMDSHUFLSLUDQDNDRSULMHWHD2GSUREDFLMVNLKVOXEHQLNDNRMLVXSRSXQLOLXSLWQLNLVWUDLYDQMHMHSRND]DORGDMHVOXEHQLNDELORL]ORHQREDUjednom incidentu nasilja u prethodne tri godine.

Zanemari li se verbalno nasilje, ostaje 18% proba-

FLMVNLKVOXEHQLNDNRMLVXELOLUWYHIL]LNRJQDVLOMDNUR]LVWRUD]GREOMHWR]DSUDYR]QDLMHGDQRGSHW,PDMXLXYLGXSRUDVWEURMDHQDXSUREDFLMVNRMVOXELX(QJOHVNRML:DOHVXJRGLQHJRGLQH3HWULOORMHLVWUDLYDODSHUVSHNWLYXUDGDSUREDFLMVNLKVOXEHQLFDXNRQWHN-VWXVYRMHJVSRODNRMHUDGHVYLVRNRUL]LQLPSRL-QLWHOMLPDNRMLVXJRWRYRLVNOMXLYRPXNRJVSROD-HGQDRGSUHGQRVWLRYDNYRJRGQRVDMHLQMHQLFDGDSUREDFLMVNHVOXEHQLFHPRJXSRLQLWHOMXSRND]DWLHQVNXSHUVSHNWLYXQMHJRYRJSRQDDQMD,SDNXRYRPSRGUXMXSRWHQFLMDOQXSRWHNRXSUHGVWDY-OMDSUREOHPPXNRJVWHUHRWLSDRHQDPDXRNYLUXkojeg oni svoju poziciju mogu vidjeti kao dominan-

tnu. Njihovi pokuaji preuzimanja kontrole kroz

UD]OLLWHREOLNHPDQLSXOLUDQMDRG]DYRHQMDLSRNX-DMDIOHUWDGRSVLKLNRJLIL]LNRJ]DVWUDLYDQMD]DSUREDFLMVNHVOXEHQLFHPRJXELWLHPRFLRQDOQRLSVLKLNLYUOR]DKWMHYQLLNRGQMLKWRPRHVWYRULWLRVMHDMYLNWLPL]DFLMH

6RE]LURPQDQDYHGHQRPRJXHMHRHNLYDWLGDMHQDMYHLL]YRUVWUHVDSUREDFLMVNLKVOXEHQLNDXSUDYRQHSRVUHGDQUDGVSRLQLWHOMLPD,VWUDLYDQMHkoje su 1984. godine proveli Whitehead i Lindquest

(1985) pokazalo je da gotovo polovica probacijskih

VOXEHQLNDRSLVXMHYLHQHJRXPMHUHQUDGQLVWUHVDGDSUREDFLMVNLKVOXEHQLNDRSLVX-MHXHVWDOHRVMHDMHVDJRULMHYDQMDQDSRVOXHQJburn-out). Simmons, Cochran i Blount (1997) isti-

XUH]XOWDWHLVWUDLYDQMDNRMLPDMHSRWYUHQRGDGXJRWUDMDQSRYHDQLVWUHVNRGSUREDFLMVNLKVOX-EHQLNDPRHGRYHVWLGRVDJRULMHYDQMDQDSRVOXQDURLWRGRHPRFLRQDOQHLVFUSOMHQRVWLWRSRWRPGRYRGLGRSDGDXLQNRYLWRVWLL]RVWDMDQMDVSRVOD

GREURYROMQRJRGODVNDL]SUREDFLMVNHVOXEHLYHOL-NHIOXNWXDFLMHVOXEHQLNDDWRSRWYUXMXLGUXJDLVWUDLYDQMD3LWWV/HH-RL-RKQVRQLGUXJL2YLPVXLVWUDLYDQMHPNDRJODYQLVWUHVRULXWYUHQLLPEHQLFLSRYH]DQLVQDLQRPRUJDQL]D-cije posla, dok je stres tek marginalno povezan s

UDGQLP]DGDFLPDWRMHVWSRLQLWHOMLPDND]QHQLKGMHOD&ROOLQV&RIIH\L&RZHLVWLXUH]XOWDWHLVWUDLYDQMDNRMLPDMHXWYUHQRNDNRMHVWYDUQLUDGVSRLQLWHOMLPD]DSUDYRGRND]DQNDRMHGDQRGDVSH-NDWDSUREDFLMVNRJUDGDNRMLQDM]QDDMQLMHGRSULQRVLzadovoljstvu poslom, dok se kao stresori ponovo

LVWLXELURNUDWVNL]DKWMHYL]DSLVDQLPGRNXPHQWLPDRJUDQLHQDSURIHVLRQDOQDGLVNUHFLMDLSUHNRPMHUQHLQWHUYHQFLMHUXNRYRGHLKVOXEHQLND.DRSRVHEDQSUREOHPQDYRGLVHLYHOLNDGLVWDQFDL]PHXUXNR-YRGHHJNDGUDUD]OLLWLKUD]LQDVSUREDFLMVNLPVOX-EHQLFLPDELURNUDWVNRSUDHQMHEH]GRYROMQREULJHza osoblje, odnosno rigidan administrativni pristup

UXNRYRGHHJRVREOMD8RNYLUXVYRJLVWUDLYDQMDFinn i Kuck (2003) su istaknuli da 87% probacij-

VNLKVOXEHQLNDYLGLVYRJSUYRJQDGUHHQRJNDRglavni izvor stresa jer ne prepoznaje dobar obav-

OMHQSRVDRLMHUVHSUREDFLMVNHVOXEHQLNHVPDWUDRGJRYRUQLPD]DSRQDDQMHSRLQLWHOMD,DNRVHLXRYRPLVWUDLYDQMXQDYRGLGDMHL]PHXLSUREDFLMVNLKVOXEHQLNDELORUWYRPUD]OLLWLKREOL-NDQDVLOMDWHGDSUREDFLMVNLVOXEHQLFLVYRMSRVDRSURFMHQMXMXVYHUL]LQLMLPLVWDNQXWLMLVWUHVRULXQDM-YHRMVXPMHULYH]DQLX]RUJDQL]DFLMVNLUDGSURED-FLMVNHVOXEHDQHX]UL]LQRVWSRLQLWHOMD,SDNX]RUJDQL]DFLMVNHLPEHQLNHSUREDFLMVNLVXVOXEHQLFLVYDNDNRL]ORHQLLVWUHVRULPDSRYH]DQLPDVSULUR-GRPVYRJSRVODNRMLVHXRDYDMXLNRG]DWYRUVNRJosoblja (Schaufeli i Peeters, 2000; Lambert, Kelley

L+RJDQNDRLNRGSROLFLMVNLKVOXEHQLND7RWDRGQRVHVHQDXHVWDOHNRQWDN-WHVSRLQLWHOMLPDND]QHQLKGMHODQHGREURYROMQLmanipulativni klijenti) i potencijalne opasnosti koje

donosi rad s ovom populacijom vezano uz zdrav-

OMHLLYRW7DNRHUSUREDFLMVNLVOXEHQLFLNRMLVXUDGLOLVSRLQLWHOMLPDND]QHQLKGMHODNRMLVXWLMHNRPSUREDFLMHSRLQLOLQDVLOQDND]QHQDGMHODVHNVXDOQHGHOLNWHLOLVXLFLGLOLVXNDRSUREDFLMVNLVOXEHQLFLGRLYMHOLSULMHWQMHLLOLQDSDGHSRND]XMXGDOHNRYHXUD]LQXWUDXPDWVNRJVWUHVDLVDJRULMHYDQMDQDSRVOXQHJRSUREDFLMVNLVOXEHQLFLNRMLQLVXLPDOLtakvo iskustvo (Littlechild, 1995; Lewis, Lewis i

*DUE\1DGDOMH]DSUREDFLMVNHVOXEHQLNH


62

L]YRUWUDXPHLVWUHVDSUHGVWDYOMDMXLLWDQMHUD]OLL-tih opisa kaznenih djela, analiza kriminalne i soci-

MDOQHSRYLMHVWLSRLQLWHOMDND]QHQLKGMHODUD]JRYRULVDUWYDPDND]QHQLKGMHODLQHVLJXUQRVWNRMXGRQR-se odlasci na teren (Lewis, Lewis i Garby, 2013).

1L]RPLVWUDLYDQMDXWYUHQRMHGDSUREDFLMVNLVOXEHQLFLQDSRHWNXNDRLRQLSUHPDNUDMXNDUL-MHUHGRLYOMDYDMXPDQMXUD]LQXVWUHVDXRGQRVXQDSUREDFLMVNHVOXEHQLNHQDVUHGLQLVYRMLKNDULMHUD(Whitehead, 1987; Peterson, 1992; Slate, Wells

L-RKQVRQ.RGSUREDFLMVNLKVOXEHQLNDVmanje iskustva prijavljuje se vie stresa i deper-

VRQDOL]DFLMHGRNLVNXVQLMLVOXEHQLFLSULMDYOMXMXvie emocionalne iscrpljenosti i depersonaliza-

FLMH:KLWHKHDGL/LQGTXHVW,VWUDXMXLLXVSRUHXMXLSHUFLSLUDQLVWUHV3HWHUVRQMHSURYHRLVWUDLYDQMHNRMHMHREXKYDWLORJRWRYRSROLFDMDFDL]DWYRUVNLKLSUREDFLMVNLKVOX-EHQLND6OXEHQLFL]DWYRUVNRJVXVWDYDVQDMPDQMHVWDDGRLYOMDYDMXQDMPDQMHVWUHVDWRVHWXPDLPDQMRPYMHURMDWQRXGDHQHLVNXVQLMLVOXEHQLFLbiti stavljeni na pozicije donoenja odgovornijih

RGOXNDLOLGDHELWLUDVSRUHHQLQDRSDVQLMDPMHVWDX]DYRULPD.RGLVNXVQLMLKVOXEHQLND]DWYRUVNRJVXVWDYDVWUHVVHSRYHDYD]DMHGQRVDJRGLQDPDUDGQRJVWDD.RGVOXEHQLNDSROLFLMHLSUREDFLMHQDMPDQMHVWUHVDGRLYOMDYDMXVOXEHQLFLNRMLUDGHPDQMHRGJRGLQXGDQDNDRLQDMLVNXVQLMLVOXEH-QLFL8RNYLUXDQDOL]HUH]XOWDWDRYRJLVWUDLYDQMDLVWLHVHNDNRSROLFLMVNLLSUREDFLMVNLVOXEHQLFLVPDQMLPVWDHPPRJXHMRQHUDGHGRYROMQRGXJRda bi im stresori postali glavna briga. Nizak stres

NRGQDMLVNXVQLMLKVOXEHQLNDSRYH]XMHVHVYMHUR-MDWQRXRGODVNDXSUYLKGHVHWJRGLQDUDGDRQLKVOXEHQLNDNRMLVXRVMHDOLYLHVWUHVDQDQDLQGDVXRVWDOL]DSUDYRRQLNRMLGRLYOMDYDMXPDQMHVWUHVDili oni koji su razvili adekvatne tehnike noenja sa

VWUHVRP.RGUXNRYRGHHJRVREOMDVYHWULJUXSHVWUHVMHWDNRHUQDMPDQMLNRGPDQMHLVNXVQLKLNRGQDMLVNXVQLMLKVOXEHQLND

7HPHOMHPSURYHGHQHPHWDDQDOL]HLVWUDLYDQMDGRLYOMDMDVWUHVDSUREDFLMVNLKVOXEHQLNDSURYH-GHQLKNUDMHPVWROMHD6ODWH:HOOVL-RKQVRQSRMDQMDYDMXGDSUREDFLMVNLVOXEHQLFLQDSRHWNXNDULMHUHXLYDMXXVYRMHYUVQRMVLWXDFL-ji medenog mjeseca, dok su oni prema kraju

NDULMHUHYLHXVPMHUHQLQDRHNLYDQXPLURYLQX3URYHGHQRPDQDOL]RPXWYUHQRMHWDNRHUGDYHH

]QDNRYHVWUHVDSRND]XMXVOXEHQLFLNRMLVXVYMHGR-LOLQDSUHGRYDQMLPDVOXEHQLNDNRMDVXSRQMLKRYRMpercepciji bila temeljena na favoriziranju, politici ili

MHGQRVWDYQRJRGLQDPDVWDDXPMHVWRQDNYDOLILND-cijama, iskustvu i sposobnostima. Stresu su manje

L]ORHQLPHQDGHULWRVHXSUDYLOXWXPDLYHRPrazinom zadovoljstva poslom, s obzirom da imaju

YHXPRVXGMHORYDQMDXRGOXLYDQMXSRVDRLPje interesantniji i izazovniji te imaju manje nepo-

VUHGQRJNRQWDNWDVSRLQLWHOMLPDLRGJRYRUQRVWL]DQMLKRYRSRQDDQMH.DR]QDDMQLVWUHVRULQDYRGHVHLUDGVDVSHFLILQLPJUXSDPDSRLQLWHOMDQSUovisnici, seksualni prijestupnici), papirologija,

odsutnost prikladnih nagrada na poslu, nedovoljne

SODHPDQMDNPRJXQRVWLQDSUHGRYDQMDLGRVDGD8]UDQLMHQDYHGHQHLPEHQLNHXOLWHUDWXULVH

NDRVWUHVRULQDYRGHLQHXLQNRYLWRVWSUDYRVXGQRJsustava, blagost i nereagiranje sudaca na izvje-

DSUREDFLMVNLKVOXEHQLNDWHNUDWNLLQHUD]XPQLrokovi za obavljanje pojedinih poslova (Pitts, 2007;

Lewis, Lewis i Garby, 2013). Kao jedan od zna-

DMQLMLKVWUHVRUDNRGSUREDFLMVNLKVOXEHQLNDLVWLHse ambivalentnost i konflikt uloga (Fulton i sur.,

1997; Slate, Wells i Johnson, 2003; White i sur.,

2005; Pitts, 2007; Lewis, Lewis i Garby, 2013).

1DLPHXRNYLUXUDGDSUREDFLMVNLKVOXEHQLNDSRVWRMLRGUHHQDGXDOQRVWXORJDQDYLHUD]LQDVMHGQHVWUDQH]DGDWDNMHSUREDFLMVNRJVOXEH-nika zatita zajednice, a s druge strane pomaganje

SRLQLWHOMXND]QHQRJGMHODGRNVHVDQNFLMHLPMHUHX]DMHGQLFLVYHYLHSHUFLSLUDMXNDRNDQMDYD-QMHX]DMHGQLFLSUREDFLMVNLVXLKVOXEHQLFLVNORQLSUYHQVWYHQRGRLYOMDYDWLXVPLVOXUHKDELOLWDFLMVNRJi reintegracijskog konteksta, (3) kao poseban pro-

EOHPSUREDFLMVNLVOXEHQLFLLVWLXGDVX]DKWMHYLLRJUDQLHQMDSUREDFLMVNLKVOXELRJUDQLDYDQMHUHVXUVDQHULMHWNRXVXNREXVSRWUHEDPDSRLQLWHOMDkaznenih djela.

Wells, Collbert i Slate (2006) navode niz istra-

LYDQMDSURYHGHQLKXUD]GREOMXGRGRJRGLQHNRMLPDVXSRWYUHQLGRVDGDQDYHGHQLLP-EHQLFLVWUHVDDGRGDWQRVHLVWLXLQLVNDSODDLORLPLGSUREDFLMHXGUXWYX1DLPHSRMHGLQDQLL]ROLUDQLLQFLGHQWLHVWRSULYODHSDQMXPHGLMDLrezultiraju prozivanjem probacije zbog prebla-

JRJSULVWXSDSUHPDSRLQLWHOMLPDND]QHQLKGMHODuz posljedicu pootravanja zakona i propisa, sma-

njenje resursa i restrikciju opcija postupanja pro-


63

EDFLMVNLKVOXEHQLNDXUDGXVSRLQLWHOMLPD9DQMVNLstresori povezani s percepcijom javnosti o radu

RUJDQL]DFLMHXRHQLVXLNRGGUXJLKSURIHVLMDNRMHVHEDYHSRLQLWHOMLPDND]QHQLKGMHOD7RWNDRLXRNYLUXGUXJLKSRPDXLKSURIHVLMD)ULLGRNVHRSHQLWRVODEVRFLMDOQLVWDWXVSUHSR-]QDMHLNDRYDDQSUHGLNWRUVWUHVD]DWYRUVNRJRVR-EOMD6FKDXIHOLL3HHWHUV0LNDM7RGRURYLi Novak, 2008).

=$./-8$.Donoenjem Zakona o probaciji (Narodne

novine, 153/09) te osnivanjem Uprave za proba-

ciju 2009. godine, a kasnije i probacijskih ureda,

X+UYDWVNRMMH]DSRHRSURFHVSURIHVLRQDOL]DFLMHobavljanja probacijskih poslova, uz postupno pre-

uzimanje probacijskih poslova ovisno o kadrov-

VNLPNDSDFLWHWLPD.RYR9XNDGLQ0DORLL5DML'RNVXXSRHWNXSUREDFLMVNLVOXEHQLFLizvravali samo dvije probacijske sankcije (rad za

RSHGREURQDVORERGLLXYMHWQXRVXGXVD]DWLWQLPnadzorom), donoenjem novog Zakona o probaciji

(Narodne novine, 143/12) koji je stupio na snagu

VLMHQMDJRGLQH]DSRHOLVXVL]YUDYD-njem niza drugih, zakonom propisanih, probacij-

skih poslova:

1. vezano uz kazneni postupak:

nadzor izvravanja obveza prema rjeenju

GUDYQRJRGYMHWQLNDNDGDRGOXXMHRND]QH-QRPSURJRQXSUHPDQDHOXVYUKRYLWRVWL

L]UDGDL]YMHD]DL]ERUYUVWHLPMHUHND]QH-nopravne sankcije,

2. izvravanje sankcija i mjera u zajednici:

izvravanje zatitnog nadzora i posebnih

REYH]DL]UHHQLKX]XYMHWQXRVXGXLX]UDG]DRSHGREUR

pribavljanje pristanka na zamjenu kazne

]DWYRUDUDGRP]DRSHGREURWHRUJDQL]LUDQMHLQDG]LUDQMHL]YUDYDQMDUDGD]DRSHGREUR

3. tijekom izvravanja kazne zatvora:

L]UDGDL]YMHD]DWYRUXRGQRVQRND]QLRQL-ci, vezano uz koritenje pogodnosti izlaska

u mjesto boravita/prebivalita te javljanje

zatvorenika u probacijski ured tijekom

pogodnosti izlaska,

L]UDGDL]YMHDVXFXL]YUHQMDXSRVWXSNXRGOXLYDQMDRSUHNLGXL]YUDYDQMDND]QHWHo uvjetnom otpustu,

QDG]RURVXHQLNDWLMHNRPSUHNLGDND]QHzatvora kada sudac izvrenja to ocijeni

potrebnim,

4. nadzor uvjetnog otpusta:

QDG]RUXYMHWQRRWSXWHQLKRVXHQLND izvravanje zatitnog nadzora i posebnih

REYH]DL]UHHQLKX]XYMHWQLRWSXVW5H]XOWDWLXYRGQRSULND]DQRJLVWUDLYDQMDRSHU-

FHSFLMLSRVODSUREDFLMVNLKVOXEHQLNDX+UYDWVNRM5LFLMD0DORLL5DMLXND]DOLVXQD]DGR-YROMDYDMXXLQLFLMDOQXPRWLYDFLMXKUYDWVNLKSUR-EDFLMVNLKVOXEHQLNDRGJRYDUDMXH]DGRYROMVWYRposlom kao i nisku razinu profesionalnog stre-

VD8RNYLUXLQR]HPQLKLVWUDLYDQMDNOMXQLPDLPEHQLFLPD]DQHJDWLYDQXWMHFDMQDPRWLYDFLMX]DGRYROMVWYRSRVORPLVWUHVSUREDFLMVNLKVOXEHQLNDSRND]DOLVXVHVOMHGHLRUJDQL]DFLMVNLLPEHQLFL

YHOLNHQHGDYQHSURPMHQHXQDLQXRUJDQL]D-cije rada,

SRYHDQMHUDGQRJRSWHUHHQMDSUREDFLMVNLKVOXEHQLNDNRMHWHWLNYDOLWHWLUDGD

NRQWLQXLUDQRRJUDQLDYDQMHSURIHVLRQDOQHdiskrecije,

nedovoljno vrednovanje rada probacijskih

VOXEHQLND jednosmjerna hijerarhijska komunikacija unu-

tar organizacije,

usmjerenost na tednju resursa,

velik obim administrativnih poslova,

RELOMHMDSRSXODFLMHVNRMRPUDGLSUREDFLMVNDVOXEDLORDSHUFHSFLMDSUREDFLMVNHVOXEHXdrutvu.

Autori ovog rada smatraju kako bi bilo uputno

YHVDGDXLWLL]LQR]HPQHSUDNVHLUD]YLMDWLVWUDWH-gije upravljanja hrvatskim probacijskim sustavom

u svrhu preveniranja pojavnosti organizacijskih

LPEHQLNDNRMLELQDKUYDWVNHSUREDFLMVNHVOXEH-QLNHPRJOLQHJDWLYQRGMHORYDWLXEXGXQRVWL3ULevaluaciji rada probacijskog sustava, odnosno pro-

EDFLMVNHVOXEH]DGRYROMVWYRSRVORPSUREDFLMVNLKVOXEHQLNDVYDNDNRWUHEDELWLMHGDQRGXNOMXHQLKSDUDPHWDUDNRMLHVHSUDWLWL2GUHHQHPDQDJHULD-OLVWLNHWHKQLNHVXQHRVSRUQRVXGREURGROHVWLPHGDSRGX]HWQLNDQDHODWUHEDRSUH]QRLSURPLOMH-QRLPSOHPHQWLUDWLQDQDLQGDVHXYDHVSHFLIL-ne svrhe i zadaci pojedinih organizacija u okviru

ND]QHQRSUDYQRJVXVWDYD0DORLOd osnivanja hrvatske profesionalne proba-


64

FLMVNHVOXEHSULVXWQHVXHVWHSURPMHQHYH]DQRX]RUJDQL]DFLMVNLRNYLUVOXEH.RYR9XNDGLQ0DORLL5DML1DLPHSUREDFLMVNLSRVORYLX]DHWNXVXVHREDYOMDOLXRNYLUX8SUDYH]DSUR-baciju, koja je u rujnu 2009. godine osnovana kao

XSUDYQDRUJDQL]DFLMDXRNYLUX0LQLVWDUVWYDSUDYR-VXD8RNYLUXVYHREXKYDWQHUHIRUPHSUDYRVXDSRWRPMHXRXMNXJRGLQHXVWURMHQD8SUDYD]DSUREDFLMXLSRGUNXUWYDPDLVYMHGRFLPDDSUR-bacijski su se poslovi obavljali u okviru Sektora za

SUREDFLMX2GRXMNDJRGLQHQDNRQSRVOMHG-QMHUHIRUPH0LQLVWDUVWYDSUDYRVXDRYLVHSRVORYLobavljaju u okviru Uprave za kazneno pravo i pro-

EDFLMX6HNWRUD]DSUREDFLMX6DVWDMDOLWD]QDDMDSULYUHQRVWLVOXEHQLNDRUJDQL]DFLMLWRVHXLQR-]HPQRMOLWHUDWXULSRND]DORYUOR]QDDMQLPYH]DQRX]]DGRYROMVWYRSRVORPSUREOHPPRHELWLHVWRmijenjanje strukture organizacije, kojoj se na taj

QDLQWHHSUHSR]QDMHLGHQWLWHWSDVHVOXEHQLFLVQMRPWHHLLGHQWLILFLUDMXDSRVOMHGLFHPRJXELWLLRVMHDMQHVLJXUQRVWLLIUXVWULUDQRVWLXVOLMHGHVWLKYHOLNLKSURPMHQDWHVWUDKRGPRJXHJVPDQMLYDQMDdostupnih resursa.

3UHPDO=DNRQDRSUREDFLML11svrha je probacijskog rada zatita drutvene zajed-

QLFHRGSRLQLWHOMDND]QHQRJGMHODQMHJRYDUHVR-cijalizacija i reintegracija u zajednicu utjecanjem

QDUL]LQHLPEHQLNHNRMLVXSRYH]DQLVLQMHQMHPkaznenih djela. Ako je svrha probacijskog rada

UHKDELOLWDFLMDLVRFLMDOQDLQWHJUDFLMDSRLQLWHOMDND]QHQLKGMHODWRREXKYDDLSUXDQMHWUHWPDQVNLKLQWHUYHQFLMDNRMHSRGUD]XPLMHYDMXRGUHHQHVWDQ-darde kvalitete (koje tek valja precizno definirati),

]ERJHJDVXSUREDFLMVNLVOXEHQLFLLHGXFLUDQL]DSURPMHQXUD]OLLWLKWUHWPDQVNLKPHWRGDLWHKQLND8WRPVPMHUXELORELYDQRGDUXNRYRGHHVWUXNWXUHNRGSRVWDYOMDQMDORJLQRJLUD]XPOMLYRJQDHODsa WRPDQMHXLQLWLWRYLHVYDNDNRYRGHUDXQDRVWDQGDUGLPDNYDOLWHWH1DWDMQDLQHVHXMHGQRGMHORPLFHXEODLWLLNRQIOLNWXORJDNDRMHGDQRG]QDDMQLMLKVWUHVRUDNRGSUREDFLMVNLKVOXEHQLND

2LWRMHGDDGPLQLVWUDWLYQLSRVORYLSUHGVWDYOMDMX]QDDMDQLPEHQLNVPDQMLYDQMDPRWLYDFLMHLSRYH-DQMDUD]LQHVWUHVDSUREDFLMVNLKVOXEHQLND1LMHUHDOQRRHNLYDWLSRWSXQRRVOREDDQMHRGDGPLQL-VWUDWLYQLKSRVORYDPHXWLPRQRWUHEDELWLSULPMH-UHQRSRWUHEDPDVYUKRYLWRVWLDPHQDGPHQWWUHEDMDVQRREMDVQLWLVPLVDRLNRULVWRYLKSRVORYD]DSRL-

QLWHOMDND]QHQRJGMHOD]DVDPHSUREDFLMVNHVOXEH-QLNHNDRL]DUXNRYRGHHVOXEHQLNH3ULWRPHMHYDQRGDDGPLQLVWUDWLYQLSRVORYLEXGXRVPLOMHQLQDQDLQNRMLHPDNVLPDOQRPRJXHSUREDFLM-VNLPVOXEHQLFLPDRODNDWLQMLKRYRL]YUDYDQMH(eng. user-friendly7DNRHUMHSRWUHEQRLPDWLXYLGXNROLLQXYUHPHQDSRWUHEQX]DDGPLQLVWUDWLYQHSRVORYHSULHPXRPMHUUDGDQDGRNXPHQWDFLMLQHELVPLRSUHNRUDLWLYULMHPHQDPLMHQMHQRQHSRVUHG-QRPUDGXVSRLQLWHOMLPDND]QHQLKGMHOD

Za uspjeno funkcioniranje probacijskog susta-

YDLXLQNRYLWUDGVSRLQLWHOMLPDND]QHQLKGMHODYDQRMHUD]YLMDWLSDUWLFLSDWLYQLSULVWXSXUDGQRPRNUXHQMXLMDVQXGYRVPMHUQXKLMHUDUKLMVNXNRPX-nikaciju, uz otvaranje prostora za kontinuirani dija-

ORJDWRVYH]DMHGQRVWYDUDRVMHDMSULSDGQRVWLLVWUXQRVWL1H]DGRYROMVWYRSODRPQDJUDGDPDLPRJXQRVWLPDQDSUHGRYDQMDRVLP]DSUREDFLMVNHVOXEHQLNHNDUDNWHULVWLQRMHL]DGUXJHSRPDX-HSURIHVLMH)ULL.LDN*YHULHabazin, 2013), kao i za profesije koje se bave

SRLQLWHOMLPDND]QHQLKGMHOD7RW)LQQH\i sur., 2013). S jedne strane to nam govori da je

ovaj problem teko u potpunosti prevladati, dok je s

GUXJHVWUDQHWR]QDNGDPXMHSRWUHEQRSRVYHLYD-WLVWDOQXSR]RUQRVW5XNRYRGHLVOXEHQLFLWUHEDOLbi biti usmjereni na prepoznavanje dobrog rada,

uz razvoj materijalnih i nematerijalnih poticaja u

RNYLUXSUREDFLMVNHVOXEHWHMDVQLKNULWHULMDQDJUD-LYDQMD

1DGDOMHSUREDFLMVNLVOXEHQLFLWUHEDMXLPDWLPRJXQRVWSURIHVLRQDOQHGLVNUHFLMHXNRQWHNVWXVWUXQHDXWRQRPLMHSULOLNRPSURFMHQHSRWUHEDLQWHU-YHQFLMDNRGSRMHGLQRJSRLQLWHOMDND]QHQRJGMHODIstovremeno im je potrebno osigurati i adekvatnu

HGXNDFLMXVRE]LURPGDLVWUDLYDQMDSRND]XMXSR]L-WLYQXSRYH]DQRVWL]PHXVDPRSURFMHQMHQHVWUXQR-sti i kompetentnosti s manjom razinom profesional-

QRJVWUHVD3LWWV3UREDFLMVNLPVOXEHQLFLPDSRVHEQRMHSRWUHEQRRVLJXUDWLNRQWLQXLUDQRVWUX-QRXVDYUDYDQMHXRGQRVXQDVSHFLILQHSUREOHPHSRLQLWHOMDND]QHQLKGMHODNDRLVPMHUQLFHSRGUNXLSRPRXGRQRHQMXRGOXND1DWDMQDLQHVHL]EMHLVWUHVXVOLMHGRVMHDMDSUHYHOLNHRGJRYRUQRVWLi preputenosti sebi u obavljanju poslova, posebice

NRGGRQRHQMDYDQLKLUL]LQLKRGOXNDDWRMHYHSUHSR]QDWSUREOHPUD]OLLWLKSRPDXLKSURIHVLMD)ULL3LWWV.LDN*YHUL


65

8]NRQWLQXLUDQRVWUXQRXVDYUDYDQMHSUREDFLM-VNLPMHVOXEHQLFLPDQXQRRPRJXLWLLSULPMHQXVWHHQLK]QDQMDLYMHWLQD,DNRXRNYLUXDXWRULPDdostupne literature nije posebno analiziran utjecaj

HGXFLUDQRVWLQDVWUHVLVWUDLYDQMHPVWUHVDXRNYLUXpolicije (Zhao, He i Lovrich, 2002, prema Slate,

-RKQVRQL&ROEHUWXWYUHQRMHGDYLXUD]LQXVWUHVD]DSUDYRYHUEDOL]LUDMXHGXFLUDQLMLVOXEHQLFLDOHLVHQDELURNUDWVNDRJUDQLHQMDNRMDLKRQH-PRJXDYDMXXSULPMHQLQDXHQRJNDRLQDPDQMDNPRJXQRVWLVXGMHORYDQMDXGRQRHQMXRGOXNDXokviru organizacije, a problem manjka prostora za

NRULWHQMHQDXHQRJXWYUHQMHLNRG]DWYRUVNLKVOXEHQLND6FKDXIHOLL3HHWHUV

Bez obzira na nastojanja minimalizacije uprav-

OMDNLKUXNRYRGVWYHQLKVWUHVRUDRQLSRYH]DQLVSRSXODFLMRPRGQRVQRSRLQLWHOMLPDND]QHQLKGMHODXYLMHNHELWLSULVXWQLWHMHVWRJDXRNYLUXVOXEHQXQRSRWLFDWLUD]YRMGMHORWYRUQRJVXVWDYDIRUPDOQHLQHIRUPDOQHVWUXQHLVRFLMDOQHSRGUNHX]RVLJXUDQMHPRJXQRVWLVXSHUYL]LMHVYLPSURED-FLMVNLPVOXEHQLFLPD8]PRJXQRVWGRELYDQMDSRGUNHXRNYLUXVOXEHRSWLPDOQRELELORRVLJX-UDWLLPRJXQRVWYDQMVNHLQGLYLGXDOQHSRGUNHQDLQLFLMDWLYXSRMHGLQRJSUREDFLMVNRJVOXEHQLND

S obzirom da se bavi sankcijama i mjerama u

]DMHGQLFLMHGDQMHRG]DGDWDNDSUREDFLMVNHVOXEHLosigurati pozitivnu percepciju javnosti o tim sank-

cijama i mjerama, komunikacijskom strategijom

NRMRPHVHXQDSULMHGRSLVDWLSUHGYLHQHDNWLY-QRVWLQDURLWRNRGVLWXDFLMDNRMHVXPHGLMLVNORQLSULND]LYDWLVHQ]DFLRQDOLVWLNL1DRYDMQDLQSUL-donosi se stvaranju pozitivnije slike o probacijskoj

VOXELLPHVHXMHGQRNRGSUREDFLMVNLKVOXEHQLNDumanjuju vanjski stresori povezani s percepcijom

SUREDFLMVNHVOXEHLUDGDSUREDFLMVNLKVOXEHQLNDu javnosti.

Sa stajalita inozemnih iskustava, autori u okvi-

UXRYRJUDGDQXGHQHNHRSHVPMHUQLFHXVYUKX]DGUDYDQMD]DGRYROMDYDMXHUD]LQHPRWLYDFLMHzadovoljstva poslom i profesionalnog stresa kod

SUREDFLMVNLKVOXEHQLND,SDNSRWUHEQRMHQDJODVLWLkako je, u okviru percepcije rezultata inozemnih

LVWUDLYDQMDNRMDVHQDYRGHXRYRPUDGXSRWUHEQRLPDWLXYLGXRJUDQLHQMDNRMDSURL]OD]HL]SULPMHQHUD]OLLWLKLQVWUXPHQDWDQDLQDRGDELUDIRUPLUDQMDX]RUDNDYHOLLQDVSHFLILQDRELOMHMDQDLQDIRUPXOLUDQMDYDULMDEOLLVOLQRNDRLRJUDQLHQMDXVOLMHGUD]OLLWRVWLYH]DQLKX]NXOWXURORNHVRFL-RORNHLJRVSRGDUVNHUD]OLNHL]PHXSRMHGLQLKGUDYD1RYDN/DXLL-DQGUL1LHYL6WRJDHSUDYHRGJRYRUHLVPMHUQLFHPRLSRQXGLWLVDPRGDOMQMDLVWUDLYDQMDGRLYOMDMDSRVODSUREDFLM-VNLKVOXEHQLNDSURYHGHQDXRNYLUXVSHFLILQRVWLhrvatskog konteksta.


66

LITERATURA

Annison, J., Eadie, T., Knight, C. (2008): People First: Probation Officer Perspectives on Probation Work. Probation

Journal, 55, 3, 259-271.

Bauwens, A. (2011): Organisational change, increasing managerialism and social work values in the Belgian Houses

of Justice, Department of Offender Guidance. European Journal of Probation, 3, 3, 15-30.

Bttner, Sascha (2004): Der Rollenkonflikt der Bewhrungshilfe in Theorie und Praxis. Baden-Baden: Nomos.

Brown, I. (1993): The Changing Role of Probation and Parole: A View to the Future. Florida Department of Low

Enforcement.

%XFKQDQ-0LOODU03UREDWLRQ5HFODLPLQJD6RFLDO:RUN,GHQWLW\3UREDWLRQ-RXUQDOBurke, L., Collett, S. (2010): People are not things: What New Labour has done to Probation. Probation Journal, 57,

3, 232-249.

Caiden, G. E. (1991): Administrative Reform Comes of Age. New York: Walter de Gruyter.

Cherniss, C. (1980): Staff burnout: Job stress in the human services. Reverly Hills, CA: Sage Publications.

&ROOLQV6&RIIH\0&RZH)6WUHVVVXSSRUWDQGZHOOEHLQJDVSHUFHLYHGE\SUREDWLRQWUDLQHHV3UREDWLRQJournal, 56, 3, 238:256.

&XQOLIIH$/$9HU\6KRUW)DLUO\,QWHUHVWLQJDQG5HDVRQDEO\&KHDS%RRN$ERXW0DQDJHPHQW/RQGRQSage Publications.

'HQW0&KDQGOHU-%DUU\-4XHVWLRQLQJWKH1HZ3XEOLF0DQDJHPHQW%XUOLQJWRQ$VKJDWH3XEOLVKLQJLimited.

'UDNH$5:RQJ-6DOWHU6%(PSRZHUPHQW0RWLYDWLRQDQG3HUIRUPDQFH([DPLQLQJWKH,PSDFWRIFeedback and Incentives on Nonmanagement Employees. Behavioral Research in Accounting, 19, 7189.

'HVVHFNHU$5HVHDUFKRQRIIHQGHUVXSHUYLVLRQSUDFWLFHLQ*HUPDQ\DUHYLHZ3RVMHHQRQDPUHQRMVWUDQLFLKWWSZZZRIIHQGHUVXSHUYLVLRQHXZSFRQWHQWXSORDGV3UDFWLVLQJ26LQ*HUPDQ\-Nov-2012.pdf.

(XURSHDQ2UJDQLVDWLRQIRU3UREDWLRQ3UREDWLRQLQ(XURSH6XPPDULHV3RVMHHQRQDPUHQRMVWUDQLFLKWWSZZZFHSSUREDWLRQRUJGHIDXOWDVS"SDJHBLG PDSBLG

)DUURZ.6WLOO&RPPLWWHG$IWHU$OO7KHVH


67

*UHJRU\0-E3UDFWLFDO:LVGRPDQGWKH(WKLFRI&DUHLQ3UREDWLRQ3UDFWLFH(XURSHDQ-RXUQDORI3UREDWLRQ3, 3, 60-70.

+DED]LQ,LPEHQLFL]DGRYROMVWYDSRVORPLL]JDUDQMDQDSRVOXPHGLFLQVNLKVHVWDUDLWHKQLDUD]DSRVOHQLKX]GUDYVWYHQRPLSHQDOQRPVXVWDYX'RNWRUVNDGLVHUWDFLMD(GXNDFLMVNRUHKDELOLWDFLMVNLIDNXOWHW6YHXLOLWDXZagrebu.

,DIIDOGDQR070XFKLQVN\30-REVDWLVIDFWLRQDQG-RE3HUIRUPDQFH$0HWD$QDO\VLV3V\FKRORJLFDOBulletin, 97, 2, 251-273.

Judge, T. A., Bono, J. E., Thoresen C. J., Patton, G. K. (2001): The Job Satisfaction-Job Performance Relationship:

A Qualitative and Quantitative Review. Psychological Bulletin, 127, 3, 376-407.

Justice Committee (2011): The role of the Probation Service - Eight Report- Justice Committee HC 519-I. London:

7KH6WDWLRQHU\2IILFH/LPLWHG3RVMHHQRQDPUHQRMVWUDQLFLKWWSZZZSXEOLFDWLRQVSDUOLDPHQWuk/pa/cm201012/cmselect/ cmjust/519/519i.pdf.

.LFNHUW:-07KH6WXG\RI3XEOLF0DQDJHPHQWLQ(XURSHDQGWKH8QLWHG6WDWHV$&RPSDUDWLYH$QDO\VLVRI1DWLRQDO'LVWLQFWLYHQHVVGHUPRGHUQHVWDDWGPV=HLWVFKULIWIU3XEOLF3ROLF\5HFKWXQG0DQDJHPHQW1, 221-234.

.LP'(PSOR\HH0RWLYDWLRQ-XVW$VN


68

0F.HQQD(L%HDFK1+XPDQ5HVRXUFH0DQDJHPHQW$&RQFLVH$QDO\VLV+DUORZ3HDUVRQ(GXFDWLRQLimited.

0HMRYHN08YRGXSHQRORNXSVLKRORJLMX1DNODGD6ODS-DVWUHEDUVNR(GXNDFLMVNRUHKDELOLWDFLMVNLIDNXOWHW=DJUHE0LNDM7RGRURYL/-1RYDN7,VWUDLYDQMHHPRFLRQDOQRJGREURVWDQMDLVDJRULMHYDQMDQDSRVOX]DWYRUVNRJ

osoblja. Kriminologija i socijalna integracija, 16, 1, 45-61.

0LQLVWDUVWYRSUDYRVXD5+6HNWRU]DSUREDFLMXPMHVHQDVWDWLVWLND3RVMHHQRQDPUHQRMstranici http://www.mprh.hr/mjesecna-statistika.

0XOOLQV/-0DQDJHPHQWDQG2UJDQLVDWLRQDO%HKDYLRXU+DUORZ)LQDQFLDO7LPHV3UHQWLFH+DOO1RYDN7/DXL+-DQGUL1LHYL$=DGRYROMVWYRSRVORPSURIHVLRQDOQLVWUHVLVDJRULMHYDQMHRVREOMDX

penalnim institucijama - pregled literature. Kriminologija i socijalna integracija, 16, 1, 1-126.

Park, J. (2007): Work stress and job performance. Perspectives on Labour and Income. Statistics Canada Catalogue

no. 75-001, 8, 12. 5-17.

Paterson, B, (1992): Job Experience and Perceived Job Stress among Police, Correctional, and Probation/Parole

Officers. Criminal Justice and Behaviour, 19, 3, 260-285.

Persson, A., Svensson, K. (2011): Signs of resistance? Swedish probation officers attitudes towards risk assessments.

European Journal of Probation, 3,3, 95-107.

3HWULOOR03RZHUVWUXJJOH*HQGHULVVXHVIRUIHPDOHSUREDWLRQRIILFHUVLQWKHVXSHUYLVLRQRIKLJKULVNoffenders. Probation Journal, 54, 4, 394: 406.

Phillips, J. (2011): Target, audit and risk assessment cultures in the probation services. European Journal of Probation,

3, 3, 108-122.

Pitts, W. J. (2007): Educational Competency as an Indicator of Occupational Stress for Probation and Parole Officers.

American Journal of Criminal Justice, 32, 1-2, 57-73.

3ROOLWW&0DQDJHULDOLVP5HYLVLWHG83HWHUV*6DYRLH'-XU7DNLQJ6WRFN$VVHVVLQJ3XEOLF6HFWRU5HIRUPVVWU2WWDZD&DQDGLDQ&HQWUHIRU0DQDJHPHQW'HYHORSPHQW

3XUYLV0:DUG7:LOOLV*7KH*RRG/LYHV0RGHOLQ3UDFWLFH2IIHQFH3DWKZD\VDQG&DVH0DQDJHPHQWEuropean Journal of Probation, 3, 2, 4-28.

Raynor, P., Robinson, G. (2009): Why help offenders? Arguments for rehabilitation as a penal strategy. European

Journal of Probation, 1,1, 3-20.

Reiners, P. (2011): Auensicht der Innensicht - Bewhrungshilfe in der Erinnerung ehemaliger Bewhrungshelfer.

Kln: DHB-Fachverband fr Soziale Arbeit, Strafrecht und Kriminalpolitik.

5KLQH((+LQ]PDQ*&RUEHWW53%HWR'53DSDUR]]L07KH%URNHQ:LQGRZV0RGHORIProbation: A Call for Transforming Community Supervision, Perspectives. 25, 2, 30-33.

5LFLMD10DORL65DML6'RLYOMDMSRVODSUREDFLMVNLKVOXEHQLNDX+UYDWVNRMPHXQDURGQL]QDQVWYHQLVNXS,VWUDLYDQMDXHGXNDFLMVNRUHKDELOLWDFLMVNLP]QDQRVWLPD=DJUHE+UYDWVND3RVMHHQRQDPUHQRMVWUDQLFLKWWSELELUEKUSULND]LUDG"UDG

6FKDXIHOL:%3HHWHUV0&:-RE6WUHVVDQG%XUQRXW$PRQJ&RUUHFWLRQDO2IILFHUV$/LWHUDWXUH5HYLHZ,QWHUQDWLRQDO-RXUQDORI6WUHVV0DQDJHPHQW

Schloss, C. S., Alarid, L. F. (2007): Standards in the Privatization on Probation Services: A Statutory Analysis. Criminal

Justice Review, 32, 3, 233-245.

Simmons, C., Cochran, J. K., Blount, W. R. (1997). The effects of job-related stress and job satisfaction on probation

officers inclinations to quit. American Journal of Criminal Justice. 21, 2, 213-229.

6ODWH51:HOOV7/-RKQVRQ::2SHQLQJWKH0DQDJHUV'RRU6WDWH3UREDWLRQ2IILFHU6WUHVVDQG3HUFHSWLRQVRI3DUWLFLSDWLRQLQ:RUNSODFH'HFLVLRQ0DNLQJ&ULPHDQG'HOLQTXHQF\


69

6ODWH51-RKQVRQ::&ROEHUW663ROLFH6WUHVV$6WUXFWXUDO0RGHO-RXUQDORI3ROLFHDQG&ULPLQDOPsychology, 22, 2, 102-112.

Stinson, A. (2010): Anxiety and Stress: How Poor Performance and Absenteeism Affect the Workplace. Boca Raton:

Universal-Publishers.

Tot, B. (2008): Povezanost dimenzija sagorijevanja na radu i nekih samoiskazanih psiholokih tegoba u policijskih

VOXEHQLND.ULPLQRORJLMDLVRFLMDOQDLQWHJUDFLMH7RW%(YDOXDFLMDXSLWQLNDRUJDQL]DFLMVNLKLRSHUDWLYQLKL]YRUDVWUHVDQDUDGXNRGSROLFLMVNLKVOXEHQLND

Kriminologija i socijalna integracija, 18, 1, 1-130.

7URWWHU&3URVRFLDO0RGHOOLQJ(XURSHDQ-RXUQDORI3UREDWLRQ:HOOV7&ROEHUW66ODWH51*HQGHU0DWWHUV'LIIHUHQFHVLQ6WDWH3UREDWLRQ2IILFHU6WUHVV-RXUQDORI

Contemporary Criminal Justice, 22, 63-79.

:KLWH:*DVSHULQ'1\VWURP-$PEURVH7(VDUH\&7KHRWKHUVLGHRIEXUQRXWH[HPSODU\erformance and health among probation officers. Perspectives: The Journal of the American Probation and Parole

Association, 29, 2, 2631.

Whitehead, J., Lindquist, C. (1985): Job Stress and Burnout among Probation/Parole Officers: Perceptions and Causal

Factors. International Journal of Offender Therapy and Comparative Criminology, 29, 109-119.

Whitehead, J. T. (1987): Probation officer job burnout: A test of two theories. Journal of Criminal Justice, 15, 1, 116.

:LOF]HN77KH&ODVVLFDO0RGHOIRU3UDFWLVLQJ+XPDQ5HVRXUFH0DQDJHPHQW0XQLFK*ULQ9HUODJ:ORGDUF]\N$=:RUN0RWLYDWLRQ$V\VWHPLF)UDPHZRUNIRU0XOWLOHYHO6WUDWHJ\%ORRPLQJWRQ

AuthorHouse.

Wright, T. A., Cropanzano, R. (2000): Psychological Well-Being and Job Satisfaction as Predictors of Job Performance.

Journal of Educational Health Psychology, 5, 84-94.

CHALLENGES TO PROBATION OFFICERS JOB SATISFACTION - WHAT CAN WE LEARN FROM

INTERNATIONAL POLICY AND PRACTICEAbstract:7KHUVWSURIHVVLRQDOSUREDWLRQRIFHUVLQ&URDWLDEHJDQWKHLUZRUNLQ-XQHZKHQSUREDWLRQRIFHVZHUHRSHQHG

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

Key words:SUREDWLRQSUREDWLRQRIFHUVPRWLYDWLRQMREVDWLVIDFWLRQVWUHVV

Documents

Maloic_Ricijas.pdf