Charles L. Mulford

General Versus Specific Victim Blaming

Abstract The authors investigated (a) whether victim blaming is a general variable in a persons make-up or (b) whether the extent of blaming depends on the kind of victim considered. The authors evaluated scales for blaming (a) victims in general, (b) society in general, (c) a specific kind of victim (i.e., AIDS), and (d) the society in which AIDS victims live. The general and specific scales had favorable psychometric properties, including reliability. General and specific victim blaming were significantly and positively correlated, whereas victim blaming and society blaming were not significantly correlated. Multiple regression analyses provided evidence of construct validity for the scales. All blaming variables were significantly related in the hypothesized directions to social distance, social responsibility, and discrimination (regarding persons with AIDS). The general and specific scales made significant and unique contributions. Implications for attribution theory and research are specified.

Victim-blaming tendency toward people with AIDS among college students

The victim-blaming tendency toward people with AIDS was examined in relation to gender, fraternity-sorority affiliation, classification (freshmen vs. others), religion (Catholic vs. others), and academic major (business college vs. others) in a survey of 818 students at a midwestern state university in the United States. Desired social distance from gay men and lesbians, the intervening variable in these relations, significantly mediated the indirect effect of fraternity-sorority affiliation, classification, and gender on the victim-blaming tendency. Gender and desired social distance were found to be significant direct determinants of the victim-blaming tendency toward people with AIDS. The study suggests that attitudes toward gay men and lesbians must change if attitudes toward people with AIDS are to change.

RELIABILITY AND VALIDITY OF AIDS VICTIM BLAMING SCALES

Scales were developed to measure the tendencies to blame AIDS victims or the society in which victims live. Data from a sample of 874 students were used to examine the construct validity and reliability of the scales. The list-wise deletion reduced the sample size to the usable sample size of 824. The data showed satisfactory validity and reliability of the scales so they may be used to study attitudes toward those who are suffering from AIDS and related problems.

A causal model of effectiveness in organizations

The purpose of this research is to develop and test a causal model of organizational effectiveness in normative organizations. The variables included in the model were selected from Etzionis propositions relating correlates of compliance to effectiveness. Causal relations not suggested by Etzioni were added to the model. Path analysis techniques were applied to available data to test the postulated causal ordering and estimate path values. Considerable empirical support was found for the causal ordering.

Why They Don't Even When They Ought To: Implications of Compliance Theory for Policymakers

to implement policies frequently fail. Some critics even suggest that the typical governmental program is, in truth, unmanageable. Outcomes from programs are seldom as planned, and program recipients and bureaucrats who administer programs almost always fail to behave in the rational ways expected. It is suggested that the present linkages between policymakers and other relevant subsystems should be improved and that more careful attention should be given

Moderator Effects on Attitude Scale Construction1

Data from a study on smoking and health are used to examine three methodological questions: (1) Does the method of scale construction influence the items in the resultant scales? (2) Do alternative subgroup delineations influence the formulation of scales? (3) If different scales are formed, what is the influence on measurement criteria, such as reliability, inter-item and item-total correlations, and statistical testing? Attitude scales were formed for subgroups based on smoking behavior, sex, and area of residence. Cluster analysis and theory were used to formulate the scales. The data provide empirical support that: (1) the method used to construct scales and (2) the moderators or subgroups do influence items in the scales, measurement criteria, and statistical testing.

Interorganizational Relationships in Three Communities: Implications for Community Development

The major purpose of this research is to explore some of the correlates of organizational interdependence for voluntary organizations in three communities. The aspects of interdependence considered here include participation in joint programs for the community, scope of cooperation, and scope of conflict with other voluntary organizations. In the sections that follow, propositions will be developed that focus upon innovation in organizations and the development of interdependencies. Propositions about comparative properties and dyadic interaction will also be presented. The possible moderating role of the community environment on interdependencies will be discussed and the three community environments will be analyzed. Implications for community development will be presented.

Interdependence and Intraorganizational Structure for Voluntary Organizations

The major purpose of this research is to explore some of the correlates of organizational interdependence for voluntary organizations. The aspects of interdependence considered here include participation in joint activities for the community, and scope of cooperation, and conflict with other voluntary organizations. We are interested in relating aspects of interdependence to structure and internal behavior in voluntary organizations. Some have discussed the relationship between environments and organizational structure and functioning (Rose, 1955; Thompson and McEwen, 1958; Simpson and Gulley, 1962) and have suggested that the organizational environment can affect goal-setting in organizations, internal communications, and membership involvement. Terryberry (1968) has stated that organizational change is sometimes induced by forces in the environment, and Yuctman and Seashore (1967) define organizational effectiveness in terms of an organization’s success in obtaining resources from the environment. Pfeffer and Salancik (1978: 152-154) indicate that a major goal has been to determine the structural correlates of interdependencies.