| | Strongly |
|
|
May Or May |
|
|
Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 1) | My organization does not have methods for detecting | | | | |
| | |
| ethical concerns within the organization. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 2) | My organization has methods for detecting ethical | | | | |
| | |
| concerns externally with suppliers and/or customers. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 3) | There is open communication between superiors and | | | | |
| | |
| subordinates to discuss ethical conflicts and dilemmas. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 4) | My organization has specific policies on the legal and | | | | |
| | |
| ethical conflicts that are common in the industry. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 5) | Top management in my organization accepts | | | | |
| | |
| responsibility for unethical and illegal decision | | | | |
| | |
| making on the part of employees. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 6) | My organization values integrity and ethics | | | | |
| | |
| as much as profits and performance. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 7) | In my organization there is a sense of responsibility | | | | |
| | |
| among employees for maintaining an ethical | | | | |
| | |
| reputation. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 8) | Some employees in my organization are allowed to perform | | | | |
| | |
| certain questionable actions because they are successful in | | | | |
| | |
| achieving other organizational objectives. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 9) | Top management has established a legacy of integrity | | | | |
| | |
| for the organization. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 10) | In my organization, there are no rewards for good | | | | |
| | |
| ethical decisions. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| | Strongly | | |
May Or May | | | Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 11) | There is a shared value system and an understanding | | | | |
| | |
| of what constitutes appropriate behavior in | | | | |
| | |
| my organization. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 12) | In order to prevent misconduct within my | | | | |
| | |
| organization, there are training programs to | | | | |
| | |
| create an effective ethical culture. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 13) | There is a system to determine ethical and legal risks | | | | |
| | |
| associated with doing business in my industry. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 14) | My organization does not communicate its ethical | | | | |
| | |
| standards to suppliers. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 15) | My organization does not communicate with employees | | | | |
| | |
| concerning the procedures and activities that are | | | | |
| | |
| considered unacceptable ethical behavior. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 16) | Top management in my organization has a mechanism | | | | |
| | |
| for detecting ethical issues relating to employees. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 17) | Top management in my organization does not have a | | | | |
| | |
| mechanism for detecting ethical issues relating | | | | |
| | |
| to customers. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 18) | Top management in my organization has a mechanism | | | | |
| | |
| for detecting ethical issues relating to the local | | | | |
| | |
| community. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 19) | My organization does not have an ethics committee | | | | |
| | |
| or team that deals with ethical issues in the | | | | |
| | |
| organization. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 20) | Top management consistently enforces ethical | | | | |
| | |
| standards. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| | Strongly | | |
May Or May | | | Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 21) | Top management consistently punishes ethical | | | | |
| | |
| transgressions. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 22) | My organization does not have a formal ethics | | | | |
| | |
| training program focusing on ethics. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 23) | Top management evaluates the ethics training | | | | |
| | |
| programs on a regular basis. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 24) | Top management is not involved in ethical | | | | |
| | |
| training programs. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 25) | Top management believes that ethical behavior, | | | | |
| | |
| not just legal compliance, is paramount to the | | | | |
| | |
| success of the organization. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 26) | Top management believes that our organization | | | | |
| | |
| should help to improve the quality of life and the | | | | |
| | |
| general welfare of society. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 27) | My organization does not conduct ethics audits | | | | |
| | |
| on a regular basis. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 28) | My organization does not have a top-level person(s) | | | | |
| | |
| responsible for ethics compliance programs. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 29) | My organization does not have training programs | | | | |
| | |
| that effectively communicate ethical standards | | | | |
| | |
| and policies. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 30) | My organization has standards and procedures, | | | | |
| | |
| such as a code of ethics, that are reasonably effective | | | | |
| | |
| in detecting and preventing misconduct. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| | Strongly | | |
May Or May | | | Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 31) | My organization consistently enforces | | | | |
| | |
| ethical standards and codes. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 32) | My organization has not integrated its core | | | | |
| | |
| ethical values into the strategic planning process. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 33) | Managers in my organization take responsibility | | | | |
| | |
| for encouraging integrity and ethics at work. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 34) | Generally speaking, I am very satisfied with | | | | |
| | |
| this job. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 35) | I frequently think of quitting this job. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 36) | I am generally satisfied with the kind of work I | | | | |
| | |
| do in this job. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 37) | Most people on this job are very satisfied | | | | |
| | |
| with the job. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 38) | People on this job often think of quitting. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 39) | Employees feel as though their future is intimately | | | | |
| | |
| linked to that of this organization. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 40) | Employees would be happy to make personal | | | | |
| | |
| sacrifices if it were important for the business unit's | | | | |
| | |
| well-being. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| | Strongly | | |
May Or May | | | Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 41) | The bonds between this organization and its | | | | |
| | |
| employees are weak. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 42) | In general, employees are proud to work for this | | | | |
| | |
| business unit. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 43) | Employees often go above and beyond the call of duty | | | | |
| | |
| to ensure this business unit's well-being. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 44) | Our people have little or no commitment to this | | | | |
| | |
| business unit. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 45) | It is clear that employees are fond of this business |
| | | | | | |
| unit. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 46) | People in this business unit are genuinely concerned | | | | |
| | |
| about the needs and problems of each other. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 47) | A team spirit pervades all ranks in this business unit. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 48) | Working for this business unit is like being part of |
| | | | | | |
| a big family. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 49) | People in this business unit feel emotionally attached | | | | |
| | |
| to each other. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 50) | People in this organization feel like they are | | | | |
| | |
| "in it together." |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| | Strongly | | |
May Or May | | | Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 51) | This business unit lacks an "espirit de corps." |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 52) | People in this business unit view themselves as | | | | |
| | |
| independent individuals who have to tolerate others | | | | |
| | |
| around them. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 53) | Questions of what is ethical for everyone cannot be | | | | |
| | |
| resolved, because what is (im)moral is up to the | | | | |
| | |
| individual. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 54) | Different moral and ethical codes cannot be compared | | | | |
| | |
| as to "rightness." |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 55) | Moral standards are simply personal rules that indicate |
| | | | | | |
| how a person should behave-and are not to be used |
| | | | | | |
| to make judgments of others. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 56) | Because what I believe is morally right or wrong may | | | | |
| | |
| differ from other people, my moral code cannot be | | | | |
| | |
| meaningfully compared to anyone else's. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 57) | I should refrain from judging other people's actions | | | | | | | |
| because my moral code applies only to me. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 58) | I know the rules of regulations associated with my job. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 59) | I know "how things are done around here." |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 60) | I know what's considered (in)appropriate behavior in | | | | |
| | |
| my company. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| | Strongly | | |
May Or May | | | Strongly |
| | Disagree | | |
Not Agree | | | Agree |
| 61) | I know what's considered (un)important to my | | | | | | | |
| company. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 62) | The ethics and social responsibility of a firm is essential | | | | |
| | |
| to its long-term profitability. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 63) | Business ethics and social responsibility are critical to | | | | |
| | |
| the survival of a business enterprise. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 64) | The overall effectiveness of a business can be determined | | | | |
| | |
| to a great extent by the degree to which it is ethical | | | | | | | |
| and socially responsible. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 65) | Good ethics is often good business. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 66) | Business has a social responsibility beyond making | | | | |
| | |
| a profit. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 67) | Corporate planning and goal-setting sessions should | | | | | | | |
| include discussions of ethics and responsibility. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
| 68) | Social responsibility and profitability can be | | | | | | | |
| compatible. |
1 |
2 |
3 |
4 |
5 |
6 |
7 |