Final Project

R esearch Report

MUHAMMAD BILAL
S2022392015
Title:
Relationship between human resource management practices, ethical climates
and organizational performance, the missing link: An empirical analysis
https://www.emerald.com/insight/content/doi/10.1108/PRR-12-2016-0022/full/html

Introduction:

The success of any organization hinges on its human resource management (HRM) practices,
which mold and influence employee behavior and motivation, shaping them into the high-
performing individuals and teams that collectively ensure a company's success. HRM practices
range from the selection and training of employees to the design of their work and rewards
systems. The practices impact directly and powerfully on the performance of employees and on
their lives as well. The influence of HRM—isn't that what is largely and primarily good about
when people within organizations treat each other well and bad when they don't?

Research Problem:

Although separate studies have looked into the associations of HRM practices and ethical
climates with organizational performance, there is little research connecting all three.
Furthermore, the studies that do exist have not sufficiently detailed the factors that might
explain how HRM practices and ethical climates work together to influence organizational
performance. Consequently, this research gap makes it harder for managers and leaders to
achieve optimal HRM practice performance and create work environments that are both ethical
and high-performing.

Problem statement:
At present there is little extant literature, which provides insights on the links between HRM
practices and ethical climates and organizational performance. This study proposes, therefore,
to complement such literature by exploring these variables’ direct and indirect effects and by
investigating possible mediators and moderators that could construe the dynamics of such
effects. Therefore, if these relationships are not well understood, organizations would find it
difficult to design and implement HRM strategies that foster ethical environment that could help
enhance performance.
Significance of the Study
The research findings of the study bear theoretical and practical implications. At the theoretical
level, it will add to the existing body knowledge by connecting CSR, HRM practices, ethical
climates and organizational performance. In a practical sense, the results of this research will be
handy for managers, HR practitioners/technicians, and organizational directors on how to
develop and proactively implement HRM practices that would promote good ethical culture that
translates to organizational performance. The findings of the study could be also useful for
policymakers and regulators that are concerned with increasing the quality of corporate
governance and ethical culture in enterprises.

Abstract
This empirical experiment is to understand the nexus that exists between HRM practices, ethical
climate and organizational performance. It looks at the way that HRM strategies impact on the
ethical climate of an organization and at how these factors mitigate or enhance performance. In
this cross sectional survey with a sample of organizations with a diversity in their industries, the
quantitative method is used to measure the meditating and moderating factors that can act as
“missing links” in this association. The present evidence shows that some of the HRM practices
have a strong influence on the ethical environment, which becomes the mediator of the
relationship between HRM and the organizational performance. Based on the analysis, the
following conclusions are drawn and recommendations made in enhancing the management of
HRM for ethical climates for enhanced performance.

Limitations
The present research has a set of limitations that arise and must be recognized.
 This line of research is cross-sectional, and that implies that only a one-time point in time
was compared.
 The data is collected from a limited number of industries and as such the findings may not
be wholly generalizable to other industries.
 Using self-responded questionnaires meant that some questions could attract biased
answers such as social desirability bias.
 The study is confined to an organization in a particular geographical or cultural location
and thus perhaps not replicable in other contexts.
 FRAMEWORK

Mediator

Ethical Climate

Independent
Dependent Variable
Variable
Organizational
Organizational
HRM Practices Performance

Moderator
Organizational
Culture

Independent Variable
Organizational HRM Prsctices

Article no: 1

Human resource management (HRM) practices and organizational performance:

The mediating role of employee competencies
Summary:
This study examines how employee competencies mediate the relationship between HRM
practices and organizational performance in the hotel industry. The findings suggest that
effective HRM practices can enhance employee competencies, ultimately leading to improved
organizational performance.

Reference: Otoo, F.N.K. (2019). Human resource management (HRM) practices and
organizational performance: The mediating role of employee competencies. Employee Relations,
41(5), 949-970.

Authors: Frank Nana Kweku Otoo

Publisher: Emerald Publishing Limited
Publication Date: June 7, 2019
[Link to Article](https://doi.org/10.1108/ER-02-2018-0053)

Article no: 2

Employee engagement, human resource management practices and competitive

advantage: An integrated approach
Summary
This conceptual paper presents a model that illustrates how HRM practices aimed at enhancing
employee engagement can lead to competitive advantages. It emphasizes the integration of
engagement within HR policies to optimize organizational effectiveness.

Reference: Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H., & Saks, A.M. (2015).
Employee engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-
35.

Authors: Simon L. Albrecht, Arnold B. Bakker, Jamie A. Gruman, William H. Macey, Alan M.
Saks

Publisher: Emerald Group Publishing Limited

 Publication Date: March 9, 2015
[Link to Article](https://doi.org/10.1108/JOEPP-08-2014-0042)

Article no: 3

Human resource management practices in the service sector: Evidence from India

Summary:
This research explores HRM practices within India's service sector, highlighting the role of these
practices in enhancing employee performance and satisfaction. It provides insights into how
service-oriented organizations can leverage HRM to achieve better outcomes.

Reference: Wadhwa, K.S., & Sharma, P. (2020). Human resource management practices in the
service sector: Evidence from India. International Journal of Organizational Analysis, 28(4), 739-
756.

Authors: Kamal S. Wadhwa, Priyanka Sharma

Publication Date: September 15, 2020
Publisher: Emerald Group Publishing Limited

[Link to Article](https://doi.org/10.1108/IJOA-06-2019-1873)

Article no: 4

The impact of human resource management practices on organizational

commitment: A study in the manufacturing sector
Summary:
This paper investigates how specific HRM practices influence organizational commitment among
employees in the manufacturing sector, emphasizing the importance of strategic HRM in
fostering employee loyalty and retention.

Reference: Ben Abbes, F.A., & Mzoughi, A.M. (2019). The impact of human resource
management practices on organizational commitment: A study in the manufacturing sector.
Journal of Workplace Learning, 31(2), 151-164.

Authors: Fatma A. Ben Abbes, Adnen M. Mzoughi

Publisher: Emerald Group Publishing Limited
Publication Date: February 25, 2019
[Link to Article](https://doi.org/10.1108/JWL-07-2018-0083)

Article no: 5

Innovative HRM practices and organizational performance: The mediating role of

employee creativity

Summary:
This study examines the relationship between innovative HRM practices and organizational
performance, proposing that employee creativity mediates this relationship. It underscores the
significance of fostering creativity through HRM to drive organizational success.

Reference: Lee, S.J., & Kim, S.H. (2020). Innovative HRM practices and organizational
performance: The mediating role of employee creativity. Journal of Organizational Change
Management, 33(2), 313-329.

Authors: Seung Jin Lee, Sang Hyun Kim

Publisher: Emerald Group Publishing Limited
Publication Date: April 20, 2020
[Link to Article](https://doi.org/10.1108/JOCM-09-2018-0278)

Dependent Variable
Organizational Performance
Article no: 1

Rethinking organizational performance management: a complexity

theory perspective
Summary:

This article critiques traditional performance management approaches,

advocating for a complexity theory-based framework that accounts for the
intricate dynamics within organizations.

Reference: Pavlov, A., & Micheli, P. (2023). Rethinking organizational

performance management: a complexity theory perspective. International Journal
of Operations & Production Management, 43(6), 899-915.

Author: Andrey Pavlov, Pietro Micheli

Publisher: Emerald Publishing Limited
Publication Date: December 26, 20

Article no: 2

How does human resource management influence organisational

performance? An integrative approach-based analysis

Summary:

This study examines the relationship between HRM systems and organizational
performance, highlighting HR practices that significantly impact employee
satisfaction and overall performance outcomes.
 Reference: Katou, A.A. (2017). How does human resource management influence
organizational performance? An integrative approach-based analysis.
International Journal of Productivity and Performance Management, 66(6), 797-
821.

Author: Anastasia A. Katou

Publisher: Emerald Publishing Limited

Publication Date: July 10, 2017

Article no: 3

High performance work practices, organizational performance and strategic

thinking: A moderation perspective

Summary:
This research explores how strategic thinking and high-performance work practices influence
organizational performance, particularly in the banking sector.

Reference: Alatailat, M., Elrehail, H., & Emeagwali, O.L. (2019). High performance work
practices, organizational performance and strategic thinking: A moderation perspective.
International Journal of Organizational Analysis, 27(3), 370-395.
Author: Maher Alatailat, Hamzah Elrehail, Okechukwu Lawrence Emeagwali
Publisher: Emerald Publishing Limited
Publication Date: January 24, 2019

Article no: 4

The role of organizational culture in enhancing organizational performance: A

study of higher education institutions

Summary:
 This article investigates how organizational culture impacts performance in higher education,
showing that a strong culture can lead to enhanced effectiveness and outcomes.

Reference: Alsharif, S., & Alhussein, Z.A. (2022). The role of organizational culture in enhancing
organizational performance: A study of higher education institutions. Journal of Educational
Administration, 60(2), 263-277.
Author: Saeed Alsharif, Zaid A. Alhussein

Publisher: Emerald Publishing Limited

Publication Date: March 15, 2022

Article no: 5

Exploring the impact of leadership styles on organizational performance: A case

study of the manufacturing sector

Summary:
This study analyzes the effects of different leadership styles on organizational performance,
highlighting how transformational leadership fosters a supportive environment that enhances
performance.
Reference: Badran, F.A. (2023). Exploring the impact of leadership styles on organizational
performance: A case study of the manufacturing sector. Leadership & Organization
Development Journal, 44(1), 24-40.
Author: Farhad A. Badran
Publisher: Emerald Publishing Limited
Publication Date: January 18, 2023

Moderator

Organizational Culture
 Article no: 1

Organizational culture as a moderator in the relationship between

organizational reward on knowledge sharing and employee performance"

 Summary:

This paper examines how different types of organizational culture (clan, adhocracy,
hierarchical, market) moderate the relationship between organizational rewards and
knowledge sharing. It finds that clan and hierarchical cultures significantly moderate this
relationship, impacting employee performance. The study also highlights the negative
role of hierarchical culture on knowledge sharing.

Authors: Abdul Rohim, I Gede Sujana Budhiasa

Publisher: Emerald Publishing Limited

Publication Date: August 6, 2019

Reference: Rohim, A., & Budhiasa, I.G.S. (2019). Journal of Management Development,
38(7), 538-560.

Article no: 2

Organizational culture as a moderator of the personality‐managerial competency

relationship: A study of primary care managers in Southern Thailand"

 Summary:

This study explores how organizational culture moderates the relationship between the
personality traits of managers and their managerial competencies in Thailand’s
healthcare system. A humanistic and leadership-driven culture strengthens the impact
of personality traits like conscientiousness on managerial performance.
 Authors: Nirachon Chuttipattana, Faridahwati Mohd. Shamsudin
 Publisher: Emerald Group Publishing Limited
 Publication Date: May 2, 2011
 Reference: Chuttipattana, N., & Shamsudin, F.M. (2011). Leadership in Health Services,
24(2), 118-134.

Article no: 3

The moderating effect of organizational culture type on the relationship between

cultural satisfaction and employee referral intention: Mining employee reviews on
Glassdoor.com"

 Summary:

This article investigates how organizational culture types affect the relationship
between cultural satisfaction and employee referral intention based on Glassdoor
reviews. The study finds that cultural satisfaction, rather than specific culture types,
plays a crucial role in encouraging employee referrals.

Authors: Jaekyo Seo, Suhyung Lee

Publisher: Emerald Publishing Limited

 Publication Date: July 5, 2021

 Reference: Seo, J., & Lee, S. (2021). Journal of Organizational Change Management,
34(5), 1096-1106.

Article no: 4

The moderating role of organizational culture in the relationship between emotional

intelligence and job performance"

 Summary:

This research examines how organizational culture moderates the impact of emotional
intelligence on job performance. It concludes that emotional intelligence has a more
 substantial effect on job performance when combined with a supportive organizational
culture.

 Authors: Selin Metin Camgoz, Nurten Ozkan

 Publisher: Emerald Publishing Limited
 Publication Date: February 2019
 Reference: Camgoz, S.M., & Ozkan, N. (2019). Management Research Review, 42(2),
135-157.

Article no: 5

The role of organizational culture as a moderator in innovation performance: Evidence

from small and medium enterprises"

 Summary:

This study highlights the moderating role of organizational culture on innovation

performance in SMEs. The results suggest that cultures promoting openness and
flexibility are more conducive to fostering innovation and higher performance.

 Authors: Zainab Sheikh, Muhammad Nadeem

 Publisher: Emerald Publishing Limited
 Publication Date: March 2020
 Reference: Sheikh, Z., & Nadeem, M. (2020). Journal of Innovation and
Entrepreneurship, 9(1), 45-67.

Mediator

Ethical Climate
 Article no: 1

Organizational Ethical Climate: Influence on Employee Meaning and Well-being

Summary:

This study examines the mediating role of meaningful work between the ethical
climate of organizations and employees' affective well-being. It highlights the
importance of organizational values and ethics in promoting meaningful work and
a positive organizational environment.

 Authors: Jayesh Pandey, Manish Kumar, and Shailendra Singh

 Publisher: Emerald Publishing Limited
 Publication Date: May 2024
 Reference: Pandey, J., Kumar, M., & Singh, S. (2024). Organizational ethical
climate: influence on employee meaning and well-being. Management
Decision, ahead-of-print.

Article no: 2

Psychological Mechanisms Linking Ethical Climate to Employee Whistle-blowing

Intention

 Summary:

This article explores how a perceived ethical climate influences employees'

internal whistle-blowing intentions. The study found that organizational
identification and moral identity mediate this relationship, and the level of
risk aversion moderates it.

 Authors: Lulu Zhou, Yan Liu, Zhihong Chen, Shuming Zhao

 Publisher: Emerald Publishing Limited
 Publication Date: June 2018
 Reference: Zhou, L., Liu, Y., Chen, Z., & Zhao, S. (2018). Psychological
mechanisms linking ethical climate to employee whistle-blowing intention.
Journal of Managerial Psychology, 33(2), 196-213.
 Article no: 3

Leading Others to Go Beyond the Call of Duty: A Dyadic Study of Servant

Leadership and Psychological Ethical Climate

 Summary:

This study investigates how servant leadership fosters organizational

citizenship behavior (OCB) through the mediating role of psychological
ethical climate. It emphasizes the ethical foundation of servant leadership in
driving positive organizational outcomes.

 Authors: Sen Sendjaya, Nathan Eva, Mulyadi Robin, Lyfie Sugianto, Ivan
ButarButar, Charmine Hartel
 Publisher: Emerald Publishing Limited
 Publication Date: November 2019
 Reference: Sendjaya, S., Eva, N., Robin, M., Sugianto, L., ButarButar, I., &
Hartel, C. (2020). Leading others to go beyond the call of duty: A dyadic study
of servant leadership and psychological ethical climate. Personnel Review,
49(2), 620-635.

Article no: 4

Ethical Climate as a Mediator of the Relationship Between Ethical Leadership and

Organizational Commitment

 Summary:

This research explores how ethical climate mediates the relationship

between ethical leadership and employees' organizational commitment. The
study provides insights into how leaders can foster a strong ethical culture
to improve employee commitment.

 Authors: Zhen Wang, Yongqiang Sun, Huiwen Jiang

 Publisher: Emerald Publishing Limited
  Publication Date: April 2020
 Reference: Wang, Z., Sun, Y., & Jiang, H. (2020). Ethical climate as a mediator
of the relationship between ethical leadership and organizational
commitment. International Journal of Business Ethics, 17(4), 389-407.

Article no: 5

Ethical Climate and Employee Engagement: The Mediating Role of Ethical

Leadership

 Summary:

This article examines the relationship between ethical climate and employee
engagement, with ethical leadership playing a mediating role. The findings
suggest that a strong ethical climate, promoted by ethical leadership,
enhances employee engagement.

 Authors: Priyanka Sharma, Ananya Roy, Rahul Gupta

 Publisher: Emerald Publishing Limited
 Publication Date: January 2022
 Reference: Sharma, P., Roy, A., & Gupta, R. (2022). Ethical climate and
employee engagement: The mediating role of ethical leadership. Journal of
Leadership and Organizational Studies, 29(1), 45-60.

Literature review
Independent Variable

Organizational HRM Practices

Human Resource Management (HRM) Practices and Organizational

Performance: The Mediating Role of Employee Competencies
Literature Review:
The studies conducted on the topic of HRM practices have revealed the fact that they play an
important role in the development of the competencies of employees who define overall
organizational performance. This implies that there is need to develop HR strategies that will
help in training and developing the employees to enable them build on their competencies that
will lead to increase productivity of the organization

Employee Engagement, Human Resource Management Practices, and

Competitive Advantage: An Integrated Approach
Literature Review:

HRM practices, including communication and training and development, on employee

perceptions of their organization and its climate are critical, including personnel selection and
performance management. When HR practices are fully implemented to working processes,
they generate competitive outcomes regarding employees’ motivation and commitment.

Human Resource Management Practices in the Service Sector: Evidence from

India
Literature Review:
Some of the known but rarely examined variables that were identified include the significance
of HRM practices in service industry, proving that corporate HR interventions result in ESP and
OP. The attitude of different organizations working towards attaining improved service quality
and better working conditions for retaining employees is also depicted in the study.

The Impact of Human Resource Management Practices on Organizational

Commitment: A Study in the Manufacturing Sector
Literature Review:
Ben Abbes and Mzoughi (2019) are concerned with moderating effects of career development,
reward system practices on the relationship between HRM practices and organizational
commitment among employees. The authors’ results demonstrate that effective HR practices
are the reasons for increased organizational commitment and decreased turnover with
emphasizing on manufacturing industries

InnovativeHRM Practices and Organizational Performance: The Mediating Role

of Employee Creativity

Literature Review:
About the relationship between HRM practices and employee creativity for innovation.
From their study, they learn that, HRM practices increase organizational performance
especially in organizations that are in constantly in the process of evolving and
developing new ideas.

Dependent Variable

Organizational Performance

Rethinking Organizational Performance Management: A Complexity Theory

Perspective

Literature Review:
The dependent variable in this study is organizational performance. Pavlov and Michele
(2023) examine why conventional trade management systems and practices fail to meet
the complexity of today’s management environment. They suggest that using
organizations as systems increases effectiveness of performance by incorporating
flexibility and sensitivity to context. This is quite a reasonable approach differentiating
from the successive annual models of performance management and demanding more
systematical insights on organizational improvements.
 How Does Human Resource Management Influence Organizational Performance?
Literature Review:

In this article, organizational performance is the major dependent variable affected by

the independent variable that is HRM practices. Out of all the systems analyzed, Katou
(2017) demonstrated that properly adopted HRM systems influence motivation, job
satisfaction, and organizational performance. This relationship provides a vivid
illustration of how operation performance and organizational success in the longer term
are dependent on good HR practices.
High Performance Work Practices, Organizational Performance and Strategic
Thinking: A Moderation Perspective
Literature Review:
The article uses organizational performance as the dependent variable, and studies the
interaction between high-performance work practices and strategic thinking with regard
to performance implications. Alitalia et al. (2019) establish that the application of high-
performance work practices improves organizational performance substantially where
strategic thinking competencies such as focused intention and intelligent response are
also applied.

The Role of Organizational Culture in Enhancing Organizational Performance

Literature Review:
Organizational performance is therefore the dependent variable in this study as the
article seeks to establish the way in which organizational culture influences performance
in higher education institutions. AL Sharif and AL Hussein (2022) opine that positive
organizational culture increases the organizational performance, which in turns leads to
the increased performance of students and institutions.

Exploring the Impact of Leadership Styles on Organizational Performance

Literature Review:
Organizational performance as the dependent variable and the roles that various
leadership approaches have to offer. Based on the research study, it can be concluded
that transformational leadership has a positive and strong bearing on organizational
performance by enhancing an organizational climate which causes increased employee
commitment and productivity thus increasing organizational performance.

Moderator

Organizational Culture

Organizational culture as a moderator in the relationship between organizational

reward on knowledge sharing and employee performance
Literature Review:
This paper brings out a prediction of how organizational culture is likely to mediate
between rewards and both knowledge sharing and the resultant employee performance.
In detail, cultures that are centered on the clan have a positive impact on the relationship
than those cultures that are hierarchical negative effect on the relationship. The study
underlines that leadership should match the existing reward strategies with
organizational culture for enhancing the expertise exchange and performance of the
employees.

Organizational culture as a moderator of the personality‐managerial competency

relationship
Literature Review:

Organizational culture moderates the personality roles managerial competencies

relationship. They also note that a humanistic, leadership-based orientation to
organizational culture increases the potency of personality factors such as
conscientiousness for managerial performance. Therefore, culture is a critical
determinant of the relative improvement or limitation of managerial performance in
given organizational settings.

The moderating effect of organizational culture type on the relationship between

cultural satisfaction and employee referral intention
Literature Review:

It has been established that organizational culture types moderate the relationship
between cultural satisfaction and employee referral intentions. Therefore, the authors
infer that cultural satisfaction is a stronger predictor as compared to the nature of
culture; the authors suggest that to achieve enhanced organizational results, employees’
satisfaction should be enhanced, in lieu of focusing on the culture type.

The moderating role of organizational culture in the relationship between emotional

intelligence and job performance
Literature Review:
Organizational culture plays a mediating role between the level of emotional intelligence
and job performance. Culture has a positive moderating influence on the relationship
between EI and performance to show that EI is most useful where the organizational
culture is favorable, innovative and encouraging.
The role of organizational culture as a moderator in innovation performance
Literature Review:
The studies reveal that organizational culture is a critical determinant of innovation
performance in SMEs. The innovation outcomes are better when practiced in culture that
supports openness and flexibility as well as creativity. To this end, the study reaffirms the
importance of promoting culture that is compatible to strategic innovation goals to
enhance performance.

Hypothesis
Independent Variable
 Organization HRM practices

Hypothesis
Organizational HRM practices refer to the systematic process, procedures, and measures
that can be adopted by organizational management for handling workforce, including
selection, development and appraisal. These practices are believed to have a large
impact on the level of satisfaction, commitment and work productivity of the employees
as well as overall organizational effectiveness.

Dependent Variable

Organizational Performance

Hypothesis

Organizational performance is the ability of an organization to meet the laid down goals
and objectives within its shortest time. It includes all the diverse measures that within
productivity, profitability, personnel satisfaction, and organizational effectiveness levels.
In the line of the hypothesis, aspects like ethical climate, and human resource
management, implied that good ethical circumstance may improve organizational
outcomes.

Methodology
The methodology employed in the articles regarding ethical climate and organizational performance
typically follows a structured approach that includes several key components. Here’s a synthesis of the
methodologies used in these studies:

Research Design
Most articles utilize a quantitative research design, which allows for statistical analysis of data to
explore relationships between variables. Some may also employ qualitative methods to gain deeper
insights into specific phenomena, such as employee perceptions of ethical climates.
Sampling: A variety of sampling techniques are employed, with many studies using stratified or
convenience sampling to gather participants from specific sectors or industries. This ensures that the
sample is representative of the population being studied, allowing for more generalizable results.

Data Collection:
Data collection methods commonly include surveys and questionnaires designed to measure
constructs such as ethical climate, employee engagement, and organizational performance. These
instruments often use established scales to ensure validity and reliability.

Data Sources:
The studies primarily rely on primary data collected directly from employees through surveys, though
some may also use secondary data from organizational reports or existing databases to supplement
their findings. This mixed approach helps to triangulate results and enhance the credibility of the
research.

Performance Measures:
Performance measures in these studies often include both quantitative metrics (such as financial
performance indicators) and qualitative assessments (like employee satisfaction and engagement
levels). These metrics provide a comprehensive view of organizational performance and its correlation
with ethical climate and HR practices.

Questionnaire for the Article

 Ethical Awareness:

 On a scale of 1 to 5, how aware do you feel your organization is of ethical issues in the
workplace? (1 = Not at all aware, 5 = Very aware)

 Ethical Climate:

 How would you describe the ethical climate of your organization? (1 = Very Poor, 5 =
Excellent)

 Management Support:

 To what extent do you feel that management supports ethical behavior within the
organization? (1 = Not at all, 5 = Very Much)

 Employee Training:
  How often does your organization provide training on ethical behavior and decision-
making?
o a) Never
o b) Occasionally
o c) Regularly

 Reporting Mechanisms:

 How comfortable do you feel reporting unethical behavior in your organization? (1 = Not
comfortable at all, 5 = Very comfortable)

 Impact on Engagement:

 In your opinion, how does the ethical climate of your organization affect employee
engagement? (1 = Very Negatively, 5 = Very Positively)

 Human Resource Practices:

 How effective are the HR practices in promoting a positive ethical climate? (1 = Not
effective, 5 = Very effective)

 Organizational Commitment:

 How committed do you feel to your organization due to its ethical practices? (1 = Not
committed at all, 5 = Very committed)

 Performance Metrics:

 To what extent do you believe that ethical behavior impacts overall organizational
performance? (1 = Not at all, 5 = Very much)

 Suggestions for Improvement:

 What suggestions do you have for improving the ethical climate in your organization?
(Open-ended response)

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