Criminal Justice Statistics FinalCRJS-3020-01Points 100F

Criminal Justice Statistics: Final
CRJS-3020-01
Points: 100
Final Objectives
To assess your knowledge of concepts covered in the class text
and lectures, as well as your practical knowledge using SPSS.
Make sure that this document is professional, i.e. graphs/charts
are presentable and embedded properly, results are reported
accurately, no output tables are copy and pasted. Grading will
be stricter than labs and points deducted for formatting errors,
not adhering to best practices, omitting information that should
be reported, and lack of effort in providing explanations for
results.
In addition, it is expected that you will not discuss the
questions, answers or any of the final with anyone else
including other students in the class. Evidence of cheating will
result in a grade of 0 for the final.
IMPORTANT: Make sure you submit your output file along
with this document or 5 points will be deducted from your
grade.
Course Materials Covered
One-Sample T-test, Independent Samples T-test, ANOVA, Chi-
Square, Correlation, Regression
Data
The dataset for this final contains data from 1995 for both a
national survey on crime and the Uniform Crime Report’s
annual arrest estimates. The unit of analysis is the survey
respondent and the UCR arrest data was matched to the county

where the respondent lived when they completed the survey. Do
not rely on the SPSS metadata to accurately identify the scale of
measurement for each variable, instead examine the data file
and how the variables are coded.
Questions
1. (10 points). You want to determine whether there is a
relationship between the urbanization level of the community
where the respondent lives (d8) and the main reason for why
they have a gun in their home (d12). Based on the levels of
measurement for each variable, determine which statistical test
is appropriate for testing the relationship.
a. Visualize each variable as a graph/chart using best practices.
Insert the graph/chart into this document. Also, visualize the
bivariate relationship between the two variables.
b. State your hypotheses.
c. If appropriate, check whether your dependent and/or
independent variables are normally distributed and explain why
they are, or are not, normally distributed.
d. Run the appropriate test, and report the correct results (do
not copy and paste results).
e. Finally, interpret your results. What is your explanation for
the results you found?
significant difference in a respondent’s perspective on the
legitimacy of law enforcement (POLICE_LEGITIMACY: A
summation of questions p1 through p7) based on their
race/ethnicity (d2). Based on the levels of measurement for each
variable, determine which statistical test is appropriate for
testing the relationship and provide the following information.
Insert the graph/chart into this document.

d. Run the appropriate test, and report the correct results.
significant difference in the total number of crimes in a county
(p1tot) between a known population (all counties in the USA)
and those in urban counties where the survey respondents
reside. To do this, you must filter your data for this question so
you are only looking at respondents who live in urban counties
(d8). You know that the average number of total crimes for the
population of all USA counties is 4,503. Based on the levels of
is appropriate for testing the relationship and provide the
following information.
4. (10 points). You want to determine whether the number of
violent crimes in a respondent’s county
(VIOLENT_CRIME_100K_POP) has a significant impact on a
respondent’s perceptions of problems in their neighborhood
(PROBLEMS_NEIGHBORHOOD: a summation of questions n1
through n8) and how changes in the violent crime rate change
those perceptions.

0. Visualize each variable as a graph/chart using best practices.
0. State your hypotheses.
0. If appropriate, check whether your dependent and/or
0. Run the appropriate test, and report the correct results (do
0. Finally, interpret your results. What is your explanation for
significant difference in the violent crime rate in a respondent’s
community (VIOLENT_CRIME_100K_POP) based on whether
the respondent does, or does not, have a gun in their house
(d11). Based on the levels of measurement for each variable,
determine which statistical test is appropriate for testing the
relationship and provide the following information.
significant relationship between how often respondents worry
about crime (WORRY_CRIME: a summation of questions w1
through w7) and their perceptions of problems in their

neighborhood (PROBLEMS_NEIGHBORHOOD) and you would
like to know the strength of that relationship.
0. Run the appropriate test, and report the correct results (do
significant difference in a respondent’s punitive correctional
perspective (PUNITIVE_CORRECTIONAL_PERSPECTIVE: a
summation of questions r1 through r13) across political
ideological alignment (d7). Based on the levels of measurement
for each variable, determine which statistical test is appropriate
for testing the relationship and provide the following
information.

8. (10 points). You want to determine whether a respondent’s
perception of problems in their neighborhood
(PROBLEMS_NEIGHBORHOOD) has a significant impact on a
respondent’s perceptions of how legitimate law enforcement is
in their community (POLICE_LEGITIMACY) and how changes
in the perceptions of problems change perceptions of police
legitimacy.
0. Run the appropriate test, and report the correct resul ts (do
significant difference in a how often a respondent worries about
crime (WORRY_CRIME) based on whether they are, or are not,
regular viewers of TV crime shows (m3). Based on the levels of
is appropriate for testing the relationship and provide the
following information.
independent variables are normally distributed and explain w hy

10. (10 points). Pick two variables of interest to you, whi ch you
believe should have some theoretical and empirical connection.
Based on the levels of measurement for each variable, determine
which statistical test is appropriate for testing the relationship.
CRJS-3020-01 | Parkin | Seattle University 4
HEALTH SCIENCE JOURNAL®
Volume 6, Issue 2 (April – June 2012)
Page | 212
E-ISSN: 1791-809X Health Science Journal © All rights
reserved www.hsj.gr
SYSTEMATIC REVIEW_
Health care provider’s Organizational Culture Profile: a
literature review

Eleni Siourouni1, Catherine K. Kastanioti2, Dimitris Tziallas3,
Dimitris Niakas1
1. Faculty of Social Sciences, Hellenic Open University, Patras,
Greece
2. Department of Health Management and Welfare, Higher
Technological Educational Institute of
Kalamata, Kalamata, Greece
3. Department of Internal Medicine, University Hospital of
Ioannina, Ioannina, Greece
ABSTRACT
Purpose: The objective of this critical review was to establish a
synthesis of the literature of organizational
culture and to assess whether a single dominant organizational
culture exists in public hospitals.
Data sources: A search was contacted in four electronic data
bases (MEDLINE, EMBASE, CINAHL and
SCOPUS) using terms ‘‘Organizational culture’’ AND “Health
care sector”.
Study selection: Three inclusion criteria were applied: 1) the
report of an original research study, 2) a
study focus on evaluation of organizational culture and 3) a
conceptualization of culture.

Data extraction: Data was extracted by two reviewers
independently.
Results: Twelve studies met inclusion criteria. Although most
studies were cross-sectional in design and
variability was noted with respect to assessment instruments, all
suggested a significant association
between a strong organizational culture and employee and
patient satisfaction. Operating culture found to
be inconsistency within public and private healthcare settings as
well as within health care professionals.
Conclusion: While an association between organizational
culture and healthcare performance was found,
some of the relationships were weak.
Keywords: Organizational culture, healthcare sector,
employee’s values
CORRESPONDING AUTHOR
Kastanioti K. Catherine
A-TEI Kalamata
Antikalamos Messinias
24100, Kalamata, Greece

Phone: +30 27210 45186
Mobile: +30 693 7070969
Fax: +30 2132010418
E-mail: [email protected]
INTRODUCTION
n increasing body of evidence has
indicated that successful
companies--those with sustained
profitability and above-normal financial
returns--are characterized by certain
well-defined conditions and a highly
A
mailto:[email protected]
Quarterly scientific, online publication by Department of
Nursing A’,
Technological Educational Institute of Athens
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literature review
motivated workforce, with shared values
and assumptions 1-4. Peters and
Waterman5 found that successful
organizations possess certain cultural
traits of “excellence”. All of these
companies have a major distinguishing
feature that they all highlight as a key
ingredient for their success: their readily
identifiable, organizational culture6.
Although, organizational culture and
climate are conceptually related, they are
two distinct concepts. Organizational
culture refers to a wide range of social
phenomena, including an organization's
customary dress, language, behavior,
beliefs, values, symbols of status and
authority, myths, ceremonies and

rituals, and modes of deference and
subversion; all of which help to define an
organization's character and norms7-9.
Daft10 defines culture as "the set of
guiding beliefs, understanding, and ways
of thinking that is shared by members of
an organization and is taught to new
members." On the other hand,
organizational climate reflects the
employees’ perception of the
organizational culture11. Daft10
explained that organizational culture
serves to critical functions: internal
integration and external
adaptation.Regardless of the size,
industry, or age of the organization,
organizational culture affects many
aspects of organizational performance12,

including financial performance,
customer and employee satisfaction, and
innovation13,14. Ouchi15 presented a
similar relationship between
organizational culture and increased
productivity, while Deal and Kennedy16
argued for the importance of a “strong”
culture in contributing towards
successful organizational performance.
Additionally, a supportive organizational
culture is often cited as a key component
of successful quality improvement
initiatives in a wide variety of
organizations, including health care17-18.
A hospital’s culture is reflected by what
is valued, the dominant managerial and
leadership styles, the language and
symbols, the procedures and routines,

and the definitions of success that make
a hospital unique. In the health care
organizations physicians and nurses are
generally familiar with the concept of
culture and its importance in the
provision of individualized patient care.
Therefore, organizational culture has
been considered as a variable
influencing hospital performance that
contribute to quality of care19-23, and a
tool that can be used for better nursing24-
27, medical28-29, patient30-32, and system
outcomes including improved workplace
environments9, 33-35, and patient and staff
safety. Moreover, it has been suggested
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that regardless of individual’s
motivation, capabilities and resources, a
supportive work culture may have
significant impact on the feelings
towards one quality of working life as
well as on health consequences in this
health sector29. Two approaches have
been suggested in order to describe
differences in organizational culture
between organizations; either a typology
or a dimensional approach36. Harrison37
adopting the typology approach,
suggests four main types of
organizational culture: power; role;
task/achievement; and person/support.
Deal and Kennedy16 also have proposed

four generic culture types as determined
exclusively by one aspect of
organizational behaviour – the degree
and speed of feedback on whether
decisions or strategies are successful.
Cameron and Quinn38 characterized
organizational cultures as clannish,
hierarchical, market-oriented, or
adhocratic. On the other hand, adopting
dimensional scales Hofstede1 analysed
cultural differences between nationalities
and suggested that culture has four
dimensions: power distance; uncertainty
avoidance; individualism/collectivism;
and masculinity/femininity39. The
designers adopting a dimensional
approach described culture by its
position on a number of continuous

variables using a Likert-type scale for
respondents to indicate their level of
agreement with predefined statements40-
42. Although, there has been an upsurge
of interest in the quantitative
measurement of health care provider’s
behavioural patterns43-55, the overall
organizational culture profile remains
poorly evaluated, in the health care
environment. To the best of our
knowledge, only two reviews of
organizational culture research in
nursing were published. In 1996 Mark
and his colleagues56 including 12 studies,
reviewed methodological and conceptual
issues in nursing organizational culture
research. More recently, Scott-Findlay
and his colleagues57 updated Mark’s

review and demonstrated an increasing
development in nursing organizational
culture research. Specifically, they
included twenty-nine studies pinpointing
a variation in cultural definitions as well
as a larger pool of cultural instruments
in line with Mark’s review. Moreover,
researchers pointed an inconsistency in
use of organizational culture term using
organizational culture and climate
interchangeably. Therefore, the aim of
this critical review is to provide a further
insight in the organizational culture
research in heath care sector, specifically
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literature review
in public hospitals as the unit of analysis.
Furthermore, we aimed to establish a
synthesis of the literature measuring co-
existing sub-cultures within hospitals.
Methods
Data sources
A literature search was contacted
between January 1998 and December
2008 by using the following electronic
data bases; MEDLINE, EMBASE,
CINAHL, SCOPUS and Cochrane
Library. These databases combine
coverage of the majority of major
medical, nursing and management
journals. Dissertations and “grey

literature” (e.g. conference proceedings)
were not included in the search. Grey
literature is relatively inaccessible to
researchers and, therefore we suggested
that it has less impact than published
studies. Furthermore, meta-analysis of
data was not feasible as a result of
differences in reporting culture measures
and perspectives. The inclusive terms
“organizational culture” OR
“organizational behaviour” OR
“organizational culture” AND “hospital”
OR “nurses” OR “physicians” OR “work
environment” OR “work culture” were
used in the searches.
Study selection The search generated
5.698 titles and abstracts. The first
author electronically assessed the titles

and abstracts using the following
inclusion criteria: i) prospective research
study published during the past 10 years
(1998–2008); ii) in English; iii) focus on
defining the type of organizational
culture using a clear definition of it. The
objective of this critical review was to
assess whether and by how much a
single dominant organizational culture
exists in public hospitals. Using the
previous inclusion criteria, only twelve
articles remained in the data set.
Data extraction
Data for the studies was extracted by
two reviewers independently using a pro-
forma designed for the purpose. Initially,
two reviewers read brief study details

(title, abstract) of papers identified with
the search strategy. Those not relevant
were excluded at this stage. Then, both
reviewers assessed studies that appeared
to meet the inclusion criteria to
determine acceptance in the review. Any
disagreements were resolved by
discussion. The information collected
from each study43-53, 55 included aim and
setting of study, sample, study design
and findings.
Results
The outcome of the search revealed 12
studies in relation to define the
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dominant organizational culture in
public hospitals. Table 1 describes the
research methods for the eligible studies.
In organizational culture research, the
appropriate definition of the “unit of
analysis” is an important methodological
issue. The dilemma is that organizational
culture can be conceptualized as a
psychological variable with the data
collected at the individual level or it can
be understood as a group or
organizational level variable54. In the
latter case, the individual level data are
aggregated to a higher level. The
authors of studies included in this review
analysed their data at the unit or
organizational level. The samples ranged

from 120 health care professionals
[physicians, nurses and administrative
staff] to almost 2,065 healthcare
providers and the studies were
geographically diverse. The increase in
the number of studies published between
2004 and 2008 is a reflection of the
growing interest in organizational
culture as an important element of
successful organizational initiatives,
including quality of services. All
researchers used cross-sectional designs,
and response rates varied across studies,
and ranged from 36% to 90%.
Furthermore, most of the investigators
employed validated instruments to assess
organizational culture; however its
scientific properties varied across

studies. Each of the studies are
discussed below.
Bellou43 aimed to recognize the operating
culture in 20 out of 107 public hospitals
among a sample of front-line employees
[n=1,000], which included a large
number of doctors, nurses and
administrative staff. Using the
organizational culture profile
instrument42, this researcher found that,
the most prevalent characteristics of
culture are aggressiveness and
supportiveness, whereas this operating
culture does not appear very strong.
After examining for potential subcultures
Bellou43 concluded that significant
differences revealed based on age, job
position and tenure in position whereas

gender, occupation and type of
employment do not affect significantly
employee perceptions of culture.
In a recent study, Bosch et al., 44
reported on data originally collected in
2004 from health care professionals [n=
146] in 40 primary care practices. The
investigators examined the relationship
between specific types of organizational
culture, team climate and quality of care
provided to patients as well as clinical
outcomes. Organizational culture was
assessed using the Competing Values
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literature review
Framework, while team climate among
members of the practices was evaluated
by the Team Climate Inventory. Clinical
outcomes were HbA1c level, systolic
blood pressure and total cholesterol
levels and clinical performance was
measured by a sum score of ten process
indicators of diabetes care quality. The
researchers showed that primary care
organizations characterized by a strong
group culture and they went on to
indicate that a strong group culture was
negatively associated to the quality
indicators for managing care well,
whereas a more balance culture among
the different types of culture [group,

hierarchical, developmental and rational]
was positively correlated to diabetes care
quality. No associations were found
according to the study between
organizational culture, team climate and
clinical patient outcomes. Another study
by Stordeur and colleagues45 conducted
involved a large sample of nurses
[n=1.175] employed in 12 hospitals.
Using a questionnaire, including
perceptions of job demands, work
schedules and organizational climate,
researchers aimed to identify structural
and managerial characteristics of low-
and high-turnover hospitals. The
investigators found that whereas
selected indicators of hospital structure
were comparable between attractive and

conventional hospitals, profiles of nurse
perceptions towards the organizational
features and climate were significantly
different. The authors concluded that
attractive hospitals with selected
organizational characteristics succeeded
in nurse attraction and retention.
A 2003 paper by Mallak et al., 46 studied
culture, built environment and outcome
variables in a healthcare provider
organization using a composite of
existing scales. The authors supported
that organizations with stronger cultures
tend to achieve higher performance and
potentially improved clinical outcomes
than those with weak cultures.
According to the study, job satisfaction
and patient satisfaction were found to be

significantly and positively correlated
with culture strength. Culture strength
referred to the extent of agreement with
statements concerning the hospital’s
culture. The authors, also found that
strong cultures result from consistent,
visible role modeling and leadership,
consistent feedback on performance –
positive and negative – to ensure people
known what is allowed and what is not,
constant communication about what is
important in the organization, and
sharing stories where the strength of the
organization’s culture played a critical
role in a patient’s, staff’s or visitor’s
experience.

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A previous work by Mackenzie47 focused
on staff employed on four strategic
business units of the Combined
Healthcare NHS trust. A sample of 120
employees was surveyed on 12
dimensions of organizational culture
which were measured using quantitative
and qualitative methods. The researcher
concluded that a high level of teamwork
was enjoyed by all respondents. The
majority of respondents felt they
provided high quality care, which
comprised both listening to consumers
and involving them in planning their
care. According to the results, staff

considered the following organizational
values: providing quality care, innovative
practice, the development of staff, the
achievement of goals and targets,
satisfying consumers and competing
effectively. In a sample of 530 executive
employees recruited from six
organizations in the Queensland public
sector, Parker et al.,48 conducted a mail-
out survey of employees with managerial
responsibilities to determine whether
organizational culture reflected the
emphasis on group, developmental and
rational culture, using a later version of
an instrument by Zammuto and
Krakower which measured culture from
a competing values framework. Contrary
to the expectations, authors found that

four out of six departments were
dominated by a hierarchical or internal
process model of organizational culture
involving a commitment to rules and
attention to technical details. The
findings are suggestive of the proposition
that culture in the public sector remains
aligned with a traditional bureaucratic
model. A possible explanation for this
finding according to the authors is that
public organizations are fundamentally
different from private organizations and
will, therefore, remain oriented towards
a traditional model involving a
hierarchical culture.
Regarding financial performance, a study
conducted by Rondeau et al., 49
suggested that culture can have a

significant role in the prediction of
strategic choices that hospitals make in
response to fiscal distress. The findings
also suggested that healthcare
organizations with different operating
cultures tend to take different
approaches in response to reductions in
their funding. A recent study by Gregory
et al.,50 provided a further insight into
the relationship between organizational
culture and organizational effectiveness
by exploring how and why this
relationship exists. Organizational
culture was measured by surveying
members of the top management team
Nursing A’,

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literature review
from 99 hospitals across USA. They
found that culture impacts on employee
attitudes (employee satisfaction and
physician satisfaction) and those
attitudes have an influence on
organizational effectiveness as measured
by patient satisfaction and controllable
expenses. Although both group and
balance culture predicted patient
satisfaction, neither type of culture had a
direct impact on controllable expenses.
Zazzali and colleagues51 measured the
organizational culture within 52
physician group practices involving
1.593 physicians across the USA through

the Competing Values framework. The
findings indicated that more positive
physician satisfaction toward key aspects
of their practice was associated with
stronger group culture and negatively
associated with groups dominated by a
hierarchical culture. Furthermore, the
researchers suggested that culture
represents an important feature of group
practices that influence the attitudes of
physicians towards the organizati ons in
which they work.
In 2007 Seren et al., 52 reported on the
effect of organizational culture and
healthcare professionals’ attitudes on
change. Unlike with private hospitals
where collaboration culture was most
dominant, power culture dominated in

public hospitals. Savic and Pagon53
investigated in a cross-sectional study in
Slovenia how nurses and physicians
perceive organizational culture. The
authors found out that physicians and
nurses had significantly different scores on
current culture type, however there was no
significantly differences between physicians’
and nurses’ scores on preferred culture type
both of them favoring the culture of internal
focus, stability and control. Moreover,
there were significantly differences between
nurses and physicians in flexible and control
organization, with nurses favoring flexible
organization and physicians favoring
control organization.
Norwiski and her colleagues55 reported
initial results from a 4-year project

examining changes in organizational culture
following adoption of a single electronic
health record system. Contrary to
expectation, their findings from baseline
and 12-month follow-up data suggest that
employees perceived the organizational
culture as becoming more hierarchical and
rational. May be cultural readiness for an
innovation is the key requirement for
hospitals when preparing for IT
infrastructure58.
Discussion
To our knowledge, this is the first critical
review of assessing whether and by how
much a single dominant organizational
culture [the underlying assumptions that

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inform beliefs and guide behaviours in an
organization] exists in public hospitals.
Research has indicated the importance
of identifying organizational culture as
well as characteristics of any co-existing
subcultures as a prerequisite for
organizational change or quality of
services43, 52-53. A primary first step to
organizational culture change is to assess
the organizational culture54 whereas,
hospitals with strong prevailing
organizational culture tend to achieve
higher performance and potentially
improved clinical outcomes than those

with weak cultures46. Culture strength
referred to the extent of agreement with
statements concerning the hospital’s
culture, whereas operating culture
referred to the existing or established
culture.
With respect to the type of
organizational culture five out of twelve
studies unveiled the dominant culture of
the healthcare providers. Bellou43
showed that aggressiveness and
supportiveness were the two most
prominent cultural characteristics in
public hospitals; however the operating
culture did not seem to be very strong.
In another study52 identifying the
organizational culture in private and
public healthcare sector, power culture

was found to be the most common
culture in public hospitals, while the
cooperation culture was the most
evident culture in private hospitals. On
the contrary, Parker et al., 48 found that
a hierarchical or internal process model
of organizational culture involving a
commitment to rules and attention to
technical details dominated public
sector. In primary and group practice
settings the review findings revealed a
strong group culture44,53. In a study in
primary care setting44 a strong group
culture was negatively associated to the
quality of diabetes care provided to
patients, whereas a more 'balanced
culture' was positively associated to
diabetes care quality. No associations

were found between organizational
culture, team climate and clinical patient
outcomes.
Regarding employee satisfaction we did
find evidence for a significant and
positive correlation with culture
strength46, 51-52. According to a recent
study54, examining the organizational
culture among nurses in Korea, the
consensual culture which is a part of
Korean culture had a positive effect on
nurses’ job satisfaction. Consensual
culture includes spending time
maintaining group harmony,
encouraging and mentoring staff.
Nursing A’,

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literature review
Patient satisfaction is a vital
effectiveness indicator, as it measures
the quality of the service that hospital
provides to its patients. Maintaining
financial viability and providing quality
care are the two critically important
objectives for health care sector49.
According to a recent study by Gregory
et al., 50 culture has an influence on
organizational effectiveness as measured
by patient satisfaction. Large health
service organizations with matched
structures, caseloads, profiles and
environments may have different results
and varying successes depending upon

their cultural characteristics58.
Furthermore, Mallak et al., 46 showed
that patient satisfaction was found to be
significantly and positively correlated
with culture strength.
To conclude, we found heterogeneity for
the overall research outcome regarding
the existence of a strong culture in
hospitals as well as a lack of uniform
definition as most studies used different
assumptions for organizational culture.
Moreover, in most studies different
qualitative instruments were used to
measure organizational culture
dimensions as well as its scientific
properties strongly varied. Furthermore,
in most studies, organizational culture
was studied in relation to other factors

such as job satisfaction59-60, patient
satisfaction and safety61-62 or
organizational changes63.
Our results indicated that the majority of
public hospitals have weak
organizational cultures even though
strong cultures offer compelling benefits
to hospitals as higher employee
satisfaction and potentially improved
clinical outcomes46. Since a strong
culture is associated with positive
benefits, it is prudent for a public
hospital to build a strong culture. And
how does culture become strong?
Culture strength is resulting from
consistent, visible role modelling and
leadership and is certainly something we
can observe in a hospital as nearly all

employees will respond the same way.
There are strengths and limitations to
this body of research evidence.
Strengths of this research review include
the sample populations studied. Since
culture is, by definition, a collective
phenomenon, most researchers
examined culture at group level, even
where the unit of collection is the
individual. Moreover, a wide range of
valid and reliable quantitative
instruments used in the studies
measured culture.
There are a number of limitations of this
review. While extensive effort was made
to conduct a comprehensive review,
eligible studies may have been missed.

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The majority of studies have surveyed
only front-line or top managers.
Although, this is an important group in
terms of formal leadership roles, to
assess organization’s culture, such an
approach clearly results in only a partial
view of the organizational culture. The
most difficult but the most effective
method in assessing culture would be
best accomplished by surveying all staff
members of an organization. Also, an
adequate sample to allow subgroup
analysis alongside whole organization
analysis is another important sample

issue. Despites these limitations, this
review provides support that there is a
growing body of evidence assessing
organizational culture in healthcare
performance. In an era of increased
pressure toward efficiency and cost
containment, the most important issue is
how will a hospital be able to create a
visible culture to others in order to
ensure organizational survive and
commitment and loyalty among
professionals64-65.
BIBLIOGRAPHY
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Consequence: International
differences in work related
Values Sage, Beverly Hills CA,

1980
2. Fletcher B., Jones F. Measuring
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3. Chan L, Shaffer A, Snape E. In
search of sustained competitive
advantage: the impact of
organizational culture, competitive
strategy and human resource
management practices on firm
performance. Int J Human
Resources 2004; 15(1): 17-35.
4. Schein EH. Three cultures of
management: The key to
organizational learning. Sloan
Management Review.1996; 38(1):
9-20.

5. Peters T, Waterman R. In Search
of Excellence - Lessons from
America's Best Run Companies.
Warner Communications, New
York, 1982.
6. Schein EH. Culture: the missing
concept in organization studies.
Administrative Science Quarterl y
1996; 41: 229-240.
7. Ott J. The Organizational Culture
Perspective, Social Systems and
the Evolution of Action Theory.
Free Press, New York, 1989.
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60.Tzeng HM, Ketefian S, Redman RW.
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61.Chiu CH, Pan WH, Wei CJ. Does
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64.Seago J. Registered nurses,
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65.Braithwaite J, Westbrook MT,
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assessing cultural landscapes and
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Page | 228
reserved www.hsj.gr
ANNEX
Table 1: Summary of the research methods of the eligible
studies

STUDY Setting,
Sampling,
Response
rate
Design of
study
Operational Measures Findings
V. Bellou43 Setting: 20
public
hospitals in
Greece
Sample: 749
responses
out of 1.000
front-line
employees
[35.2%
doctors,
45.6%
nurses and
Response
rate:
74,9 %
A cross-
sectional
analysis

Organizational Culture
Profile (OCP) 42
It is composed of 54 values
and can be used to provide
overall value profiles of
organizations or individuals.
It is based on Q-sort
methodology; responders
sort items into nine
categories ranging from the
least to the most
characteristic of their
organization.
hospitals were found
consider attention to detail,
outcome and team
orientation to be the least
prevalent cultural
characteristics of their
employing organizations.
variations in the way that
employees view the
operating organizational
culture, significant
differences were revealed
based on age, job position
and tenure in position.
Nevertheless, gender,
occupation and type of
employment relationship do

not seem to affect employee
perceptions of culture.
M. Bosch et
al. 44
Setting: 40
primary care
practices in
the
Netherlands
Sample:146
health care
professionals
[general
practitioners
, practice
nurses and
practice
assistants]
Response
rate: 63%
A cross-
sectional
analysis
Competing Values
Framework
(CVF)

Adopts a typological
approach for understanding
an organization’s culture. A
four-cell model of value
systems (clan, adhocracy,
hierarchy, market) within
two axes, reflecting different
value orientations: 1.
organization’s focus –
internal or external
environment, 2.
organization’s structure –
preference for flexibility or
control.
Team Climate Inventory67
negatively associated to the
quality of primary care
provided to patients,
whereas a more 'balanced
culture' was positively
associated to diabetes care
quality.
between organizational
culture, team climate and
clinical patient outcomes.
Nursing A’,

Page | 229
literature review
It is 14 item version
answered on 5-point Likert
scale. The underlying theory
argues that group
innovations often result
from team activities which
are characterized by 1)
focusing on clear and
realistic objectives in which
the team members are
committed (vision), 2)
interaction between team
members in a participative
and inter-personally non-
threatening climate
(participative safety), 3)
commitment to high
standards of performance
and, thus, preparedness for
basic questions and
appraisal of weaknesses
(task orientation), and
finally, 4) enacted support
for innovation attempts
including, e.g. cooperation
to develop and apply new

Ideas (support for
innovation).
S. Stordeur,
et al. 45
Setting: 12
hospitals
in the
Belgium
Sample:
1.175 out of
2.065
registered
nurses
Response
rate : 53.8%
in attractive
hospitals and
54.5% in
conventional
hospitals
A questionnaire covered
demographic data and work
situations of nurses, as well
as their prospects and
intentions. Several scales
were used to describe
nurses’ perceptions in the
following domains: physical

health-related factors, job
demands and stressors,
work schedules,
organizational climate and
work adjustments
antecedent to turnover.
not differentiate attractive
and conventional hospitals,
but employee perceptions
towards the organization
differed strikingly.
for risk exposure, emotional
demands, role ambiguity and
conflicts, effort-reward
imbalance and the meaning
of work, all in favour of
attractive hospitals.
commitment were higher in
attractive hospitals, whereas
burnout and intention to
leave were lower.
L.A. Mallak
et al.46
Setting: A
main
Competing Values

cultures tend to achieve
Page | 230
reserved www.hsj.gr
hospital and
a satellite
hospital in
USA
Sample: 432
responses.
two axes, reflecting
different value orientations:
1. organization’s focus –

environment, 2.
control.
higher performance and
potentially improved clinical
outcomes than those with
weak cultures.
consistent, visible role
modeling and leadership,
consistent feedback on
performance – positive and
negative – to ensure people
known what is allowed and
what is not, constant
communication about what
is important in the
organization, and sharing
stories where the strength of
the organization’s culture
played a critical role in a
patient’s, staff’s or visitor’s
experience.
S.
Mackenzie
47
Setting: NHS
Trust in UK

Sample: 120
administrati
ve staff
Response
rate : 80%
Qualitative data collection
techniques in the form of in-
depth interviews.
A questionnaire was
constructed comprising 76
statements covering the 12
dimensions of culture.
was enjoyed by respondents.
organization and to their
clients. The majority of
respondents felt they
provided high quality care,
which comprised both
listening to consumers and
involving them in planning
their care.
the organization’s mission
and were not clear about the
future direction of the

organization.
considered by staff to be the
organizational values:
providing quality care,
innovative practice, the
development of staff, the
achievement of goals and
targets, retaining business
and acquiring business,
satisfying consumers and
competing effectively.
R. Parker
and L.
Bradley48
Setting: 6
organization
s in
Queensland
public sector
in Australia
Sample: 191
out of 530
A questionnaire utilized a
later version of an
instrument published by
Zammuto and Krakower
which measured culture
from Competing Values
Framework.

Departments were
dominated by a hierarchical
or internal process model of
organizational culture.
process model and the
rational goal model were
equally dominant.
the internal process model
Nursing A’,
Page | 231
literature review
managers.
Response
rate: 36%

not the most dominant
cultural model. In
Department F, the internal
process model was less
dominant than the rational
goal model.
variables was related to
perceptions of the current
culture for any of the
models.
K. V.
Rondeau
and T. H.
Wagar49
Setting:
1.014
Canadian
hospitals
Sample: 441
responses,
out of 1,014
chief
executive
officers.
Response

rate: 43.5%.
A modified 12-item, self-
administered questionnaire
was used to assess
organizational culture,
based on a framework
proposed by Zammuto and
Krakower
A modified 12-item, self-
administered
questionnaire based on a
framework proposed
by Zammuto and Krakower
and the competing-values
typology. Survey
respondents were asked to
indicate, using a six-point
Likert scale, the degree to
which they agreed or
disagreed with the
prevalence of 12 normative
statements that describe
potential organizational
value propositions for their
organizations. Four unique
and distinct organizational
cultures types can be
identified:

1 consistency and cultures
significant impact on
distress.
Page | 232
reserved www.hsj.gr
2 involvement;
3 mission also; and
4 adaptability cultures.
B. Gregory
et al.50
Setting: 99
hospitals
across the
U.S.A.
Sample: 354
responses,
out of 677
managers.

Response
rate: 52.3%.
Competing Values
Framework
two axes, reflecting different
value orientations: 1.
organization’s focus –
environment, 2.
control.
and balanced culture
predicted patient
satisfaction, neither type of
culture had a direct impact
on controllable expenses.
organizational effectiveness
as measured by patient
satisfaction and controllable
expenses.

J. L. Zazzali
et al.51
Setting: 52
medical
groups
affiliated
with 12
integrated
health
systems
from across
the U.S.A.
Sample:
1,593
physician
respondents
Response
rate: 38.3 %.
Competing Values
Framework

environment, 2.
control.
satisfaction was associated
with stronger group culture
and negatively associated
with groups dominated by a
hierarchical culture.
implications for the design
and effectiveness of
physician group practices
S. Seren
and U.
Baykal52
Setting: 8
hospitals (4
private and 4
public) in
Istanbul
Sample: 570
participants
out of 3,067
employees
(physicians
A 28-item Culture scale
developed by Erkmen and

Ordun, and attitude
toward change scale were
used for data collection.
The scale was chosen
because of its previous
applications in service
sectors and the suitability of
its culture type
dominant in public
hospitals that have received
quality certificates and
collaboration culture
dominated in private
hospitals.
attitudes toward change
were positive.
organizational culture
Nursing A’,
Page | 233

literature review
and nurses) classification for hospitals.
Its four subscales are power
culture, role culture,
competition culture, and
cooperation culture.
should be defined before
initiation of change
processes.
Savic BS and
Pagon M.53
Setting: 14
Slovenian
hospitals
Sample: 106
physicians
and 558
nurses
Response
rate: 44.3 %.
A cross-
sectional
study
Competing Values
Framework

environment, 2.
control.
favored a culture of internal
focus, stability and control
There is a lack of support
for individual work and
teamwork, and employee
growth
Nowinski CJ
et al.55
Setting: 3
hospitals in
USA
Sample: 621
employees at
baseline and

471 at 12-
month
follow-up
Response
rate: 38%.
The culture and quality
questionnaire [CQQ]
It is a two part, self
administered questionnaire.
The first part is a 20 item
instrument, participants
distribute 100 points among
four descriptions that
represent different culture
environments- reflect group,
developmental, hierarchical
or rational culture types.
Scores reveal a culture
profile for the organization.
The second part is a 58 item
instrument to measure
quality improvement
implementation within the
organization.
ore hierarchical
organizational culture at
12-month follow-up.

Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.
NATIONAL OPINION SURVEY OF CRIME AND
JUSTICE, 1995
PART 2: NATIONAL DATA
(ICPSR 6720)
Principal Investigators

Timothy J. Flanagan and Dennis R. Longmire
Sam Houston State University
First ICPSR Version
August 1995
Inter-university Consortium for
Political and Social Research
P.O. Box 1248

BIBLIOGRAPHIC CITATION
Publications based on ICPSR data collections
should
acknowledge those sources by means of
bibliographic
citations. To ensure that such source attributions are
captured for social science bibliographic utilities,
citations must appear in footnotes or in the reference
section of publications. The bibliographic citation for
this data collection is:
Flanagan, Timothy J., and Dennis R. Longmire.

JUSTICE,
1995. ICPSR version. Huntsville, TX: Sam
Houston State University, Criminal Justice
Center, Survey Research Program [producer],
1995. Ann Arbor, MI: Inter-university
Consortium for Political and Social Research
[distributor], 1996.
REQUEST FOR INFORMATION ON USE OF ICPSR
RESOURCES
To provide funding agencies with essential
information
about use of archival resources and to facilitate the
exchange of information about ICPSR participants'
research activities, users of ICPSR data are requested to
send to ICPSR bibliographic citations for each
completed
manuscript or thesis abstract. Please indicate in a cover

letter which data were used.
DATA DISCLAIMER
The original collector of the data, ICPSR, and the
relevant funding agency bear no responsibility for uses
of this collection or for interpretations or inferences
based upon such uses.

DATA COLLECTION DESCRIPTION
Timothy J. Flanagan and Dennis R. Longmire

JUSTICE, 1995
(ICPSR 6720)
SUMMARY: The purpose of this survey was to provide
legislators,
public officials, and Texas residents with a reliable
source of
information about citizens' opinions and attitudes concerning
crime
and criminal justice related-topics. The data collection
consists
of two distinctly different files, National Data (Part 2) and
Texas
Data (Part 1), which can be linked or used separately for
analysis.
The survey questions concern neighborhood
atmosphere and
presentation of crime in the media, worries regarding
possible
attacks--both robbery and physical attacks, confidence in
and
opinions of police and their effectiveness, problems
dealing with

courts, and attitudes regarding prisoners and prisons, drug
laws
and drug problems, and juvenile gangs. Other questions
focused on
attitudes concerning the death penalty, guns, and the
availability
of firearms. The National Data file contains additional
information
expanding on the respondent's sources of crime news and
gang-
related questions. Demographic information on respondents
includes
sex, age, race, income, education, and religion.
UNIVERSE: Individuals in the continental United States
with a
telephone in their residence.
SAMPLING: The survey employed a random sampling
design. The
response rate from Texans is 64% and 65% from the rest
of the
nation.

RESTRICTIONS: In order to preserve respondent
confidentiality,
certain identifying variables are restricted from
general
dissemination. Aggregations of this information for
statistical
purposes that preserve the anonymity of individual
respondents can
be obtained from ICPSR in accordance with existing
servicing
policies.
EXTENT OF COLLECTION: 2 data files + machine-
readable documentation
(text) + SAS data definition statements + SPSS data
definition
statements + data collection instrument
EXTENT OF PROCESSING: DDEF.ICPSR/
MDATA.ICPSR/ REFORM.DOC/ RECODE
DATA FORMAT: Logical Record Length with SAS and
SPSS data

definition statements.
Part 1: Texas Data Part 2: National Data
File Structure: rectangular File Structure: rectangular
Cases: 501 Cases: 1,005
Variables: 114 Variables: 103
Record Length: 184 Record Length: 191
Records Per Case: 1 Records Per Case: 1
Part 3: SAS Data Part 4: SAS Data
Definition Statements Definition Statements
for Texas Data for National Data
Record Length: 75 Record Length: 75

RELATED PUBLICATIONS:
Sims, Barbara. "The National Opinion Survey of
Crime and
Justice, 1995: Development and Methods". In T.J. Flanagan
and D.R.
Longmire (ed.), AMERICANS VIEW CRIME AND
JUSTICE. Thousand Oaks,
CA: Sage Publications, forthcoming.
Longmire, D.R., and Barbara Sims. "1995 Crime Poll:
Texas and
the Nation" (Executive Summary). Huntsville, TX: Sam
Houston State
University, Survey Research Program, Criminal Justice
Center, 1995.

Page
CODEBOOK 1
(includes appropriate column locations for the data)
APPENDIX A. SURVEY INSTRUMENT
33

CODEBOOK FOR ICPSR 6720
JUSTICE, 1995
PART 2: NATIONAL DATA
PLEASE NOTE: The "M" between the code and the code
label indicates
the code has been designated as a missing value.
---------------------------------------------------------------------
--
BEG END
NAME VARIABLE LABEL COL
COL FMT
---------------------------------------------------------------------
--

RESPNUM RESPNUM 1 5 F5
TIME TIME 6 7 F2
M1 LOCAL MEDIA ATTENTION TO VIOLENT
CRIME 8 8 F1
1 Too much
2 About right
3 Too little
8 M Dk
9 M Rf
M2 WHERE GET NEWS ABOUT CRIME
9 10 F2
1 Tv
2 Newspapers
3 Radio
4 Co-workers
5 Friends/neighbors

6 Other
8 Dk
9 Rf
10 Police officer
11 From work
12 All sources
13 Public
14 All above
15 Out of country
16 Court room
17 Tune all out
M3 REGULAR VIEWER OF TV CRIME SHOWS
11 11 F1
1 Yes
2 No
8 M Dk
9 M Rf

M4 HOW MANY HOURS WATCH TV PER WEEK
12 14 F3
777 Other
Page 2 ICPSR 6720
---------------------------------------------------------------------
--
BEG END
COL FMT
---------------------------------------------------------------------
--
M4 (cont.)
778 None
888 M Dk
999 M Na

N1 PROBLEM: TRASH AND LITTER 15
15 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N2 PROBLEM: NEIGHBORHOOD DOGS LOOSE
16 16 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N3 PROBLEM: GRAFFITI 17 17
F1

1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N4 PROBLEM: VACANT HOUSES/UNKEMPT LOTS
18 18 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N5 PROBLEM: UNSUPERVISED YOUTH
19 19 F1

1 Serious problem
2 Somewhat problem
ICPSR 6720 Page
3
---------------------------------------------------------------------
--
BEG END
COL FMT
---------------------------------------------------------------------
--
N5 (cont.)
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf

N6 PROBLEM: TOO MUCH NOISE 20
20 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N7 PROBLEM: PEOPLE DRUNK/HIGH IN PUBLIC
21 21 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N8 PROBLEM: ABANDONED CARS/CAR PARTS
22 22 F1

1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
N9 HOW CRIME RATE IN NEIGHBORHOOD
CHANGE 23 23 F1
1 Increased
2 Stayed same
3 Decreased
8 M Dk
9 M Rf
N10 HOW SAFE FEEL ON NEIGHBORHOOD STREETS
24 24 F1
1 Safer

2 Not as safe
Page 4 ICPSR
6720
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N10 (cont.)
3 About same
8 M Dk
9 M Rf
W1 WORRY: YOU/FAMILY SEXUALLY ASSAULTED

25 25 F1
1 Very freq
2 Somewhat freq
3 Seldom
4 Never
8 M Dk
9 M Rf
W2 WORRY: ATTACKED WHILE DRIVING CAR
26 26 F1
1 Very freq
2 Somewhat freq
3 Seldom
4 Never
8 M Dk
9 M Rf
W3 WORRY: GETTING MUGGED 27
27 F1

1 Very freq
2 Somewhat freq
3 Seldom
4 Never
8 M Dk
9 M Rf
W4 WORRY: GETTING BEATEN UP, KNIFED OR
SHOT 28 28 F1
1 Very freq
2 Somewhat freq
3 Seldom
4 Never
8 M Dk
9 M Rf
W5 WORRY: GETTING MURDERED 29
29 F1

1 Very freq
2 Somewhat freq
ICPSR 6720 Page
5
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W5 (cont.)
3 Seldom
4 Never
8 M Dk

9 M Rf
W6 WORRY: HOME ROBBED WHILE AT HOME
30 30 F1
1 Very freq
2 Somewhat freq
3 Seldom
4 Never
8 M Dk
9 M Rf
W7 WORRY: HOME ROBBED WHILE NOT AT HOME
31 31 F1
1 Very freq
2 Somewhat freq
3 Seldom
4 Never
8 M Dk
9 M Rf

P1 POLICE CONFIDENCE: PROTECT FROM CRIME
32 32 F1
1 Great deal
2 Some
3 Little
4 None
8 M Dk
9 M Rf
P2 POLICE CONFIDENCE: SOLVE CRIMES
33 33 F1
1 Great deal
2 Some
3 Little
4 None
8 M Dk
9 M Rf
P3 POLICE CONFIDENCE: PREVENT CRIME

34 34 F1
1 Great deal
Page 6 ICPSR
6720
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P3 (cont.)
2 Some
3 Little
4 None

8 M Dk
9 M Rf
P4 RATE POLICE: RESPOND QUICKLY TO CALLS
35 35 F1
1 Very high
2 High
3 Average
4 Low
5 Very low
8 M Dk
9 M Rf
P5 RATE POLICE: FRIENDLINESS 36
36 F1
1 Very high
2 High
3 Average
4 Low

5 Very low
8 M Dk
9 M Rf
P6 RATE POLICE: FAIRNESS DEALING W/PEOPLE
37 37 F1
1 Very high
2 High
3 Average
4 Low
5 Very low
8 M Dk
9 M Rf
P7 PROBLEM: LOCAL POLICE USE EXCESIVE
FORCE 38 38 F1
1 Serious problem
2 Somewhat problem
3 Minor problem

4 Not a problem
8 M Dk
9 M Rf
ICPSR 6720 Page
7
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P8 HAD CONTACT WITH POLICE IN PAST 2 YEARS
39 39 F1

1 Yes
2 No
8 M Dk
9 M Rf
P9 HOW SATISFIED WITH THAT CONTACT
40 41 F2
1 Very satis
2 Somewhat satis
3 Neither
4 Somewhat dissatis
5 Very dissatis
8 M Dk
9 M Rf
99 M Unknown
C1 COURT PROB: INFLUENCED BY POLITICS
42 42 F1
1 Serious problem

2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C2 COURT PROB: TREAT POOR AND RICH DIFF
43 43 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C3 COURT PROB: TREAT MINORITIES WORSE
44 44 F1
1 Serious problem
2 Somewhat problem

3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
Page 8 ICPSR
6720
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C4 COURT PROB: DISREGARD DEFENDANT RIGHT
45 45 F1

1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C5 COURT PROB: DISREGARD VICTIM INTERESTS
46 46 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C6 COURT PROB: 6 MONTHS BEFORE TRIED
47 47 F1
1 Serious problem

2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C7 COURT PROB: LAWYERS TOO EXPENSIVE
48 48 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C8 COURT PROB: COURTS TOO EXPENSIVE
49 49 F1
1 Serious problem
2 Somewhat problem

3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
ICPSR 6720 Page
9
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C9 COURT PROB: BAIL FOR PREVIOUS CRIMINALS
50 50 F1

1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C10 COURT PROB: NOT DECREASE AMOUNT OF
CRIME 51 51 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk
9 M Rf
C11 CASES COME OUT WAY YOU THINK THEY
SHOULD 52 52 F1

1 Yes
2 No
3 Not applicable
8 M Dk
9 M Rf
C12 HOW DO COURTS DEAL WITH CRIMINALS
53 53 F1
1 Too harshly
2 Not harshly enough
3 About right
8 M Dk
9 M Rf
C13 HOW DO COURTS DEAL WITH DRUNK
DRIVERS 54 54 F1
1 Too harshly
2 Not harshly enough
3 About right

8 M Dk
9 M Rf
C14 MOST APPROPRIATE DRUNK DRIVING
SENTENCE 55 55 F1
1 License revoked
Page 10 ICPSR
6720
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--
C14 (cont.)

2 $1000 fine
3 Commun service
4 1-year jail
5 > 1-year jail
8 M Dk
9 M Rf
C15 FAVOR/OPPOSE PLEA BARGAINING
56 56 F1
1 Favor
2 Oppose
3 Neither
8 M Dk
9 M Rf
A1 MAIN PURPOSE OF SENTENCING ADULTS
57 57 F1
1 Discourage others

2 Separate
3 Rehabilitate
4 Punish
8 M Dk
9 M Rf
A2 MAIN PURPOSE OF SENTENCING JUVENILES
58 58 F1
1 Discourage others
2 Separate
3 Rehabilitate
4 Punish
8 M Dk
9 M Rf
A3 SENTENCING MANDATED OR JUDGE-DECIDED
59 59 F1
1 Good idea
2 Let judges

3 Both
4 Neither
8 M Dk
9 M Rf
A4 SPEND ON SOCIAL PROBLEMS OR
ENFORCEMENT 60 60 F1
1 Socioeconomic
ICPSR 6720 Page
11
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--
A4 (cont.)
2 Prisons/police
3 Both
4 Neither
8 M Dk
9 M Rf
A5 GOVT FOCUS ON REHABILITATE OR
PUNISHMENT 61 61 F1
1 Rehabilitate
2 Punish
3 Both
4 Neither
8 M Dk
9 M Rf
R1 NUM VIOLENT CRIMINALS THAT CAN BE
REHABD 62 62 F1

1 Most
2 Some
3 Only few
4 None
8 M Dk
9 M Rf
R2 PROPOSE: LEARN TRADE BEFORE RELEASED
63 63 F1
1 Good idea
2 Bad idea
3 Neither
8 M Dk
9 M Rf
R3 PROPOSE: MUST READ/WRITE BEFORE
RELEASED 64 64 F1
1 Good idea

2 Bad idea
3 Neither
8 M Dk
9 M Rf
R4 PROPOSE: PRISONERS DO STATE
CONSTRUCTION 65 65 F1
1 Good idea
2 Bad idea
Page 12 ICPSR
6720
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--
R4 (cont.)
3 Neither
8 M Dk
9 M Rf
R5 PROPOSE: PAY/RETAIN PRISONERS WAGES
66 66 F1
1 Good idea
2 Bad idea
3 Neither
8 M Dk
9 M Rf
R6 PROPOSE: SPOUSAL VISITS 67 67
F1
1 Good idea

2 Bad idea
3 Neither
8 M Dk
9 M Rf
R7 PROPOSE: REFUSE TO PAROLE TWICE
68 68 F1
1 Good idea
2 Bad idea
3 Neither
8 M Dk
9 M Rf
R8 PROPOSE: APPOINT MORE JUDGES 69
69 F1
1 Good idea
2 Bad idea
3 Neither
8 M Dk

9 M Rf
R9 FAVOR: SHORTENING SENTENCES
70 70 F1
1 Favor
2 Oppose
3 Neither
8 M Dk
9 M Rf
R10 FAVOR: EARLY RELEASE FOR GOOD
BEHAVIOR 71 71 F1
1 Favor
ICPSR 6720 Page
13
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--
R10 (cont.)
2 Oppose
3 Neither
8 M Dk
9 M Rf
R11 FAVOR: LOCAL PROGRAMS FOR NONVIOLENT
72 72 F1
1 Favor
2 Oppose
3 Neither
8 M Dk
9 M Rf

R12 FAVOR: ALLOW PAROLE BOARD RELEASE
EARLY 73 73 F1
1 Favor
2 Oppose
3 Neither
8 M Dk
9 M Rf
R13 FAVOR: MORE TAXES FOR PRISONS
74 74 F1
1 Favor
2 Oppose
3 Neither
8 M Dk
9 M Rf
CP1 FAVOR: DEATH PENALTY FOR MURDERERS
75 75 F1

1 Favor
2 Oppose
3 Neither
8 M Dk
9 M Rf
CP2 WHAT IF: DP NOT DETERRENT TO MURDER
76 76 F1
1 More favor
2 Not matter
3 More oppose
8 M Dk
9 M Rf
Page 14 ICPSR
6720

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--
CP3 WHAT IF: MINORITIES MORE LIKELY GET DP
77 77 F1
1 More favor
2 Not matter
3 More oppose
8 M Dk
9 M Rf
CP4 WHAT IF: INNOCENT HAVE RECEIVED DP
78 78 F1
1 More favor
2 Not matter

3 More oppose
8 M Dk
9 M Rf
CP5 WHAT IF: POOR MORE LIKELY TO GET DP
79 79 F1
1 More favor
2 Not matter
3 More oppose
8 M Dk
9 M Rf
CP6 WHAT IF: LIFE SENTENCE WAS AVAILABLE
80 80 F1
1 More favor
2 Not matter
3 More oppose
8 M Dk
9 M Rf

CP7 WHAT IF: LIFE SENTENCE CHEAPER THAN DP
81 81 F1
1 More favor
2 Not matter
3 More oppose
8 M Dk
9 M Rf
CP8 WHAT IF: MURDERER IS A TEENAGER UNDER
18 82 82 F1
1 More favor
2 Not matter
ICPSR 6720 Page
15
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--
CP8 (cont.)
3 More oppose
8 M Dk
9 M Rf
CP9 WHAT IF: MURDERER IS SEVERELY
RETARDED 83 83 F1
1 More favor
2 Not matter
3 More oppose
8 M Dk
9 M Rf
G1 KEEP/CHANGE LAWS ON SALE OF FIREARMS

84 84 F1
1 More strict
2 Less strict
3 Kept same
8 M Dk
9 M Rf
G2 ARMED = BEST DEFENSE AGAINST CRIMINALS
85 85 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
G3 ARMED = BEST DEFENSE AGAINST GOVT
ABUSE 86 86 F1

1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
G4 PARENTS CHARGED IF KIDS INJURE WITH GUN
87 87 F1
1 Strongly agree
2 Agree
Page 16 ICPSR
6720
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--
G4 (cont.)
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
G5 SHOULD BE EASIER TO CARRY CONCEALED
GUNS 88 88 F1
1 Strongly agree
2 Agree
3 Neither

4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
G6 NONSPORT GUN COMPANIES SHOULD BE
RESPONS 89 89 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
G7 LAST 5 YRS, ACTIVE IN GUN CONTROL ISSUE
90 90 F1
1 Yes
2 No

8 M Dk
9 M Rf
S1 WHICH MARIJUANA POLICY DO YOU FAVOR
91 91 F1
1 Legal
2 For prescription
3 Minor violation
4 Crime
8 M Dk
9 M Rf
S2 LEGAL TO SELL MARIJUANA IF LEGAL TO USE
92 92 F1
1 Yes
ICPSR 6720 Page
17

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S2 (cont.)
2 No
8 M Dk
9 M Rf
S3 WHICH IS MORE EFFECTIVE TO REDUCE DG
USE 93 93 F1
1 Punish user
2 Treat user
3 Both

4 Neither
8 M Dk
9 M Rf
S4 WHICH APPROACH MOST EFFECTIVE
94 94 F1
1 Military border
2 Police streets
3 Education
4 Drug treatment
8 M Dk
9 M Rf
S5 WHICH APPROACH LEAST EFFECTIVE
95 95 F1
1 Military border
2 Police streets
3 Education
4 Drug treatment

8 M Dk
9 M Rf
S6 EFFECT OF 'WAR ON DRUGS' IN COMMUNITY
96 96 F1
1 Reduce use
2 Increase use
3 No effect
8 M Dk
9 M Rf
S7 SUPPORT LAW AGAINST DRUG USE IN MEDIA
97 97 F1
1 Yes
2 No
8 M Dk
Page 18 ICPSR

6720
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--
S7 (cont.)
9 M Rf
GA1 HOW BIG A PROBLEM ARE GANGS IN YOUR
COMM 98 98 F1
1 Serious problem
2 Somewhat problem
3 Minor problem
4 Not a problem
8 M Dk

9 M Rf
GA2 WHAT IS MAIN REASON YOUNG JOIN GANGS
99 100 F2
1 Protection
2 Family substitute
3 Their culture
4 No supervision
5 No employment
6 Commit crimes
7 Other
8 M Dk
9 M Rf
10 Nothing to do
11 Lack of education
12 Nothing to do
13 Peer pressure
14 Uneducated parents

15 For identity
16 Lack of family
17 Low self-esteem
18 They are followers
19 They are stupid
20 Ego/show off
21 Recreation/fun
22 Lack of recreation
23 Attention/recognition
24 Feel important
25 For power
26 Want something for nothing
27 Be cool/acceptance
28 Feel better
29 Be in control
30 Be attractive
31 Home life

ICPSR 6720 Page
19
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GA2 (cont.)
32 Companions/lonely
33 Law control kids
34 Be tough/macho
35 Be popular
36 Lack of activities
37 To belong

38 Drugs
39 Welfare/poverty
40 Not enough respons
41 Make money
42 Watch tv/films
43 Lack of support
44 Gain respect
45 Get into trouble
46 Rebel/defiance
47 Made bad friends
48 Curiosity
49 Lack of rules
50 No goals/future
51 Fear
55 No school discipline
56 No respect for parents
57 Only choice
58 No spiritual guidance

59 Child abuse
60 Stress
61 Racial
62 Family in gangs
63 All of above
64 Play w/guns
GA3 JUVENILE TRIED AS ADULT IF PROP CRIME
101 101 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
GA4 JUVENILE TRIED AS ADULT IF SELL DRUGS
102 102 F1

1 Strongly agree
Page 20 ICPSR
6720
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GA4 (cont.)
2 Agree
3 Neither
4 Disagree
5 Strongly disagree

8 M Dk
9 M Rf
GA5 JUVENILE TRIED AS ADULT IF VIOLENT
CRIME 103 103 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
GA6 SHOULD BE STIFFER SENTENCES FOR
JUVENILS 104 104 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree

5 Strongly disagree
8 M Dk
9 M Rf
GA7 SCHOOLS SHOULD IMPROVE SECURITY
MEASURES 105 105 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
GA8 GOV SHOULD INCREASE AID TO YOUTH
CENTERS 106 106 F1
1 Strongly agree
2 Agree
3 Neither

4 Disagree
5 Strongly disagree
ICPSR 6720 Page
21
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--
GA8 (cont.)
8 M Dk
9 M Rf
GA9 NEED MORE EMPLOYMENT OPPS FOR YOUTH

107 107 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf
GA10 PARENTS LEGALLY RESPON. FOR KIDS
ACTIONS 108 108 F1
1 Strongly agree
2 Agree
3 Neither
4 Disagree
5 Strongly disagree
8 M Dk
9 M Rf

GA11 GIVEN ENOUGH TO JUVENILE JUSTICE
PROGS 109 109 F1
1 Yes
2 No
8 M Dk
9 M Rf
GA12 HOW SUCCESSFUL ARE JUVENILE JUSTICE
PROG 110 110 F1
1 Very success
2 Successful
3 Not very
4 Not at all
8 M Dk
9 M Rf
D1 RESPONDENT'S AGE 111 112
F2
98 M Dk

99 M Rf
D2 RACIAL/ETHNIC GROUP 113 114
F2
1 Anglo
Page 22 ICPSR
6720
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D2 (cont.)

2 Hispanic
3 African
4 Other
8 M Dk
9 M Rf
10 Am.indian
11 Chinese
12 Black/indian
13 Jewish
14 Asian
15 Japanese
16 White/hispanic
17 Iranian
18 Half indian
19 Australian
20 Indian/black/white
21 Polish
22 Indian/sicilian

23 White/asian
24 Phillipean
25 Italian
26 Sicilian
27 Russian
28 Indian/white
29 French
D3 LAST GRADE OF SCHOOL COMPLETED
115 115 F1
1 Grade 0-4
2 Grade 5-8
3 Some hs
4 Hs grad
5 Some college
6 College grad
7 Graduate work
8 M Dk
9 M Rf

D4 MARITAL STATUS 116 116
F1
1 Married
2 Widowed
3 Divorced
4 Separated
ICPSR 6720 Page
23
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--

D4 (cont.)
5 Never married
8 M Dk
9 M Rf
D5 RESPONDENT'S ZIPCODE 117
121 F5
99999 M Blanked
D6 PARTY AFFILIATION 122 123
F2
1 Republican
2 Democrat
3 Independent
4 Other
8 M Dk
9 M Rf
10 Libertarian

11 Not matter
12 None
13 Socialist
14 Survivalist
15 Democr.repub
16 Radical
17 Texan party
D7 IDEOLOGICAL ALIGNMENT 124
124 F1
1 Liberal
2 Middle
3 Conservative
4 None
8 M Dk
9 M Rf
D8 URBANIZATION OF COMMUNITY
125 125 F1

1 Rural
2 Small town
3 Small city
4 Suburb
5 Urban
8 M Dk
9 M Rf
D9 RELIGIOUS PREFERENCE 126
127 F2
1 Protestant
Page 24 ICPSR
6720
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--
D9 (cont.)
2 Catholic
3 Jewish
4 Other
5 None
6 Morman
7 Agnostic
8 M Dk
9 M Rf
10 Orthodox
11 Fundamentalist
12 Islamic
13 Athiest
14 New age

15 Buddhist
16 Church of god
17 Nazarene
18 Holiness
19 Bahai
20 Unity
21 Pentecostal
22 Methodist
23 Native american
24 Reformed church
25 Episcopalian
26 Assembly of god
27 Church of christ
28 Not practicing
29 Presbyterian
30 Apostolic
31 Jehovah witness
32 Metaphysician

33 Bretheren church
34 Belief
35 Spiritual in nature
36 Saberititian
37 Non-denominational
38 Christian
39 Seventh-day adventist
40 Lutheran
41 Scientific religion
42 Baptist
43 Japanese christian
44 Congregationalist
45 Faith united
ICPSR 6720 Page
25

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--
D9 (cont.)
46 United brothers
47 Friends
48 Evangelical
49 Full gospel
50 Quaker
51 Menonite
52 Greek orthodox
58 Asian religion
59 Carolist
60 Anglican

61 Hindu
62 Disciples of christ
63 Bible church
D11 ANY GUNS IN YOUR HOUSEHOLD
128 128 F1
1 Yes
2 No
8 M Dk
9 M Rf
D12 MAIN REASON FOR GUN SPORT OR
PROTECTION 129 130 F2
1 Sport
2 Protection
3 Both
4 Neither
8 M Dk
9 M Rf

99 M Unknown
D13 NUMBER OF PEOPLE IN HOUSEHOLD
131 132 F2
98 M Dk
99 M Rf
D14 HOW MANY PHONE NUMBERS IN HOUSEHOLD
133 133 F1
1 One
8 M Dk
9 M Rf
D15 ANNUAL HOUSEHOLD INCOME
134 134 F1
1 Lt $15k
Page 26 ICPSR

6720
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D15 (cont.)
2 $15k-$30k
3 $30k-$60k
4 Gt $60k
8 M Dk
9 M Rf
D16 SEX OF RESPONDENT 135 135
F1

1 Male
2 Female
I_SDATE I_SDATE 136 143 F8
I_STIME I_STIME 144 149 F6
REC_NUM REC_NUM 150 153
F4
FIPSCODE FIPSCODE 154 158
F5
CENSDIV CENSUS DIVISION OF THE US FOR RESP
159 159 F1
1 New england
2 Mid atlantic
3 E-n central
4 W-n central
5 S atlantic
6 E-s central
7 W-s central

8 Mountain
9 Pacific
I_EDATE I_EDATE 160 167 F8
I_ETIME I_ETIME 168 173 F6
M2O2 OTHER SOURCE OF CRIME NEWS
174 175 F2
1 Tv
2 Newspapers
3 Radio
4 Co-workers
5 Friends/neighbors
6 Other
8 M Dk
ICPSR 6720 Page

27
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--
M2O2 (cont.)
9 M Rf
10 Police officer
11 From work
12 All sources
13 Public
14 All above
15 Out of country
16 Court room

17 Tune all out
99 M Unknown
176 177 F2
1 Tv
2 Newspapers
3 Radio
4 Co-workers
5 Friends/neighbors
6 Other
8 M Dk
9 M Rf
10 Police officer
11 From work
12 All sources
13 Public
14 All above
15 Out of country

16 Court room
17 Tune all out
99 M Unknown
178 179 F2
1 Tv
2 Newspapers
3 Radio
4 Co-workers
5 Friends/neighbors
6 Other
8 M Dk
9 M Rf
10 Police officer
11 From work
12 All sources

ICPSR
6720
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--
M2O4 (cont.)
13 Public
14 All above
15 Out of country
16 Court room
17 Tune all out
99 M Unknown

GA2O2 OTHER REASON YOUNG JOIN GANGS
180 181 F2
1 Protection
2 Family substitute
3 Their culture
4 No supervision
5 No employment
6 Commit crimes
7 Other
8 M Dk
9 M Rf
10 Nothing to do
12 Nothing to do
13 Peer pressure
15 For identity
16 Lack of family

17 Low self-esteem
19 They are stupid
20 Ego/show off
21 Recreation/fun
24 Feel important
25 For power
28 Feel better
29 Be in control
30 Be attractive
31 Home life
33 Law control kids

34 Be tough/macho
35 Be popular
ICPSR 6720 Page
29
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--
GA2O2 (cont.)
37 To belong
38 Drugs
39 Welfare/poverty

41 Make money
42 Watch tv/films
43 Lack of support
44 Gain respect
45 Get into trouble
46 Rebel/defiance
47 Made bad friends
48 Curiosity
49 Lack of rules
50 No goals/future
51 Fear
57 Only choice
59 Child abuse
60 Stress

61 Racial
62 Family in gangs
63 All of above
64 Play w/guns
99 M Unknown
GA2O3 OTHER REASON YOUNG JOIN GANGS
182 183 F2
1 Protection
2 Family substitute
3 Their culture
4 No supervision
5 No employment
6 Commit crimes
7 Other
8 M Dk
9 M Rf
10 Nothing to do

12 Nothing to do
13 Peer pressure
Page 30 ICPSR
6720
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--
BEG END
COL FMT
---------------------------------------------------------------------
--
GA2O3 (cont.)
15 For identity

16 Lack of family
17 Low self-esteem
19 They are stupid
20 Ego/show off
21 Recreation/fun
24 Feel important
25 For power
28 Feel better
29 Be in control
30 Be attractive
31 Home life
33 Law control kids

34 Be tough/macho
35 Be popular
37 To belong
38 Drugs
39 Welfare/poverty
41 Make money
42 Watch tv/films
43 Lack of support
44 Gain respect
45 Get into trouble
46 Rebel/defiance
47 Made bad friends
48 Curiosity
49 Lack of rules
50 No goals/future
51 Fear

57 Only choice
59 Child abuse
60 Stress
61 Racial
ICPSR 6720 Page
31
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--
BEG END
COL FMT
---------------------------------------------------------------------
--

GA2O3 (cont.)
62 Family in gangs
63 All of above
64 Play w/guns
99 M Unknown
D6O2 WHAT OTHER PARTY AFFILIATION?
184 185 F2
1 Republican
2 Democrat
3 Independent
4 Other
8 M Dk
9 M Rf
10 Libertarian
11 Not matter
12 None
13 Socialist

14 Survivalist
15 Democr.repub
16 Radical
17 Texan party
99 M Unknown
D101 WHICH DENOMINATION? 186
187 F2
1 Protestant
2 Catholic
3 Jewish
4 Other
5 None
6 Morman
7 Agnostic
8 M Dk
9 M Rf
10 Orthodox

11 Fundamentalist
12 Islamic
13 Athiest
14 New age
15 Buddhist
16 Church of god
17 Nazarene
18 Holiness
19 Bahai
Page 32 ICPSR
6720
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--
BEG END
COL FMT

---------------------------------------------------------------------
--
D101 (cont.)
20 Unity
21 Pentecostal
22 Methodist
23 Native american
24 Reformed church
25 Episcopalian
26 Assembly of god
27 Church of christ
28 Not practicing
29 Presbyterian
30 Apostolic
31 Jehovah witness
32 Metaphysician
33 Bretheren church

34 Belief
35 Spiritual in nature
36 Saberititian
37 Non-denominational
38 Christian
39 Seventh-day adventist
40 Lutheran
41 Scientific religion
42 Baptist
43 Japanese christian
44 Congregationalist
45 Faith united
46 United brothers
47 Friends
48 Evangelical
49 Full gospel
50 Quaker
51 Menonite

52 Greek orthodox
58 Asian religion
59 Carolist
60 Anglican
61 Hindu
62 Disciples of christ
63 Bible church
99 M Unknown
WT2 WT2 188 191
F4.2
ICPSR 6720 Page
33

APPENDIX A.
SAM HOUSTON STATE UNIVERSITY
NATIONAL CRIME & JUSTICE SURVEY
Hello, this is
___________________________________calling
from the Public Policy Research Institute at Texas A & M
University. We are conducting a nationwide survey of
people's opinions about crime and justice in America. May I
speak with the man or lady of the household who is 18 years
of age or older who had the most recent birthday?
(if under 18 then terminate)
M1 First of all, I would like to get your opinions about
issues dealing with crime and justice in America.

Concerning media coverage of crime, how much attention
does the local media in your community give to violent
crime? Would you say it is: too much, too little or
about right?
1 Too much
2 About right
3 Too little
8 Don't know
9 Refused
M2 Do you get most of your news about crime from
television, newspapers, radio, co-workers or friends
and neighbors?
1 Television
2 Newspapers
3 Radio
4 Co-workers
5 Friends and neighbors

6 Other, specify _____________________
8 Don't know
9 Refused
M3 Are you a regular viewer of television programs that
deal with crime or criminal justice issues, such as
COPS, Real Stories of the Highway Patrol, Justice
Files or America's Most Wanted?
1 Yes
2 No
8 Don't know
9 Refused
Page 34 ICPSR
6720

M4 Approximately how many hours do you watch
television
per week?
(record exact response)
_______________________
888 Don't know
999 Refused
Changing topics, I would like to ask you about various
aspects of your neighborhood. For each of the following
would you say it is a serious problem, somewhat of a
problem, a minor problem or not a problem at all?
N1 Trash and litter lying around
1 Serious problem
2 Somewhat of a problem
3 A minor problem
4 Not a problem at all
8 Don't know

9 Refused
N2 Neighborhood dogs running loose
1 Serious problem
3 A minor problem
8 Don't know
9 Refused
N3 Graffiti on sidewalks and walls
1 Serious problem
3 A minor problem
8 Don't know
9 Refused

N4 Vacant houses and unkempt lots
1 Serious problem
3 A minor problem
8 Don't know
9 Refused
N5 Unsupervised youth
1 Serious problem
3 A minor problem
8 Don't know
9 Refused

ICPSR 6720 Page
35
N6 Too much noise
1 Serious problem
3 A minor problem
8 Don't know
9 Refused
N7 People drunk or high on drugs in public
1 Serious problem
3 A minor problem
8 Don't know
9 Refused

N8 Abandoned cars or car parts lying around
1 Serious problem
3 A minor problem
8 Don't know
9 Refused
N9 In the past year do you feel that the crime rate in
your neighborhood has increased, decreased or stayed
the same?
1 Increased
2 Stayed the same
3 Decreased
8 Don't know
9 Refused
N10 In the past year do you feel safer, not as safe or

about the same on the streets in your neighborhood?
1 Safer
2 Not as safe
3 About the same
8 Don't know
9 Refused
Next, I want to ask you how much you worry about each
of the following situations. Do you worry very
frequently, somewhat frequently, seldom or never about:
Page 36 ICPSR 6720
W1 Yourself or someone in your family getting sexually
assaulted
1 Very frequently
2 Somewhat frequently
3 Seldom

4 Never
8 Don't know
9 Refused
W2 Being attacked while driving your car
1 Very frequently
3 Seldom
4 Never
8 Don't know
9 Refused
W3 Getting mugged
1 Very frequently
3 Seldom
4 Never
8 Don't know

Criminal Justice Statistics FinalCRJS-3020-01Points 100F

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