Reduction of recidivism, the primary, and often the only goal of probation and parole agencies, is basically unattainable for several reasons. The very definition of recidivism has not been consistent from agency to agency. Furthermore, there is currently no way of knowing what happens to all offenders who move to other jurisdictions. Moreover, for the most part, probation and parole officers cannot do much to consistently reduce the recidivism rate of the probationers ahd parolees they supervise, other than by refraining from reporting the violations they commit. Thus, the officers are almost doomed to failure before they begin, which negatively affects their job satisfaction. To increase job satisfaction of the officers and subsequently, their performance, measurable goals should be set jointly by probation and parole agencies and the officers employed in them. The goals should be functionally related to the work done by probation and parole such as report-writing, referral to other agencies, educating the public, and monitoring the behavior of offenders under their supervision. Goals should also be challenging yet attainable; evaluative methods that determine how well officers perform these functions should be established. To meet the needs of line probation and parole officers for upward mobility , a 'career ladder' for officers should be developed. A total of 18 footnotes and about 20 references are included. For part I of this report, see NCJ-75545.