Date of Conferral

2021

Degree

Ph.D.

School

Public Policy and Administration

Advisor

Gregory Koehle

Abstract

AbstractThe culture of the workplace setting intertwined with how one interprets ethics and code of conduct can be factors that separate acceptable and unacceptable conduct in policing. The reluctance of police agency executives willingness to assess the integrity of their departments often stems from the fear of negative community perceptions followed by unwanted oversight and operational recommendations. The purpose of this qualitative phenomenological study was to explore the lived experiences and perceptions of police officers regarding the influence of organizational subculture on ethical decision-making. The theoretical framework for this study used Sutherland’s Differential Association Theory and Aker’s Social Learning Theory. The research questions focused on exploring police officers’ perceptions, attitudes, and experiences regarding organizational socialization and police culture. Data from 13 participants’ semistructured interviews utilizing open-ended questions were analyzed through manual coding. The analysis identified the following themes and associations (a) perception of ethics (b) existence of subculture (c) personal integrity and socialization, and (d) police culture versus rewards and punishment. Findings indicated participants’ experiences were strongly influenced by the subculture. Moreover, subcultures impacted how an officer decided to socialize, the difference in how ethical conduct was understood, and factors that drove the process of decision-making. Implications for positive social change include improvement of public policies addressing police culture and organizational structure, coupled with the inclusion of mandatory oversight and accountability programs to aid in decreasing negative perceptions of police.

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