The purpose of the following questionnaire is to gain insight into

perceptions, attitudes and policies of nepotism in the workplace.

The information you will provide will be added to my research on the
topics of nepotism, political patronage and productivity.
Thank you for your time and assistance.
Please Email your response to:
whit...@frodo.mece.ualberta.ca
QUESTIONNAIRE

1. What Country are you responding from?

2. What is the nature of your Organization?

(ie. Federal, State, Country/Local, University, Private, Non-Profit)

3. Does your organization have a nepotism policy?

4. Year of present policy adoption?

A
B
C
D
E

before 1960
1960 - 1969
1970 - 1979
1980 - 1989
1990 - present

5. Have you ever been related to another employee in a company where you
were an employee yourself?

6. Are you related to another employee in your company currently?

7. Elsewhere in your organization, are relatives of employees employed?

8. Do patronage appointments occur in your organization?

Select as many as necessary

9. Whom does your nepotism policy cover?

A
B
C
D
E

Brothers, Sisters, Fathers, Mothers, Sons and Daughters

Spouses
Cousins, In-laws
Divorced Spouses
Other relatives (eg. Grandparent, Grandchild, etc.)

10. Are these exceptions to your policy?

A
B
C

Those who marry while employed

Those employed prior to adoption of the policy
Others (Senior Management approved exceptions)

11. People prohibited from employment?

A
B
C
D

executives' relatives only

relatives working in the same department only
employees supervised by a relative only
any relative of any employee

Scale for the remaining questions

A = strongly disagree
B = mildly disagree
C = neither agree nor disagree
D = mildly agree
E = strongly agree

12. Salespeople bearing the organization's name are more likely

to impress clients.

13. Relatives of executives feel a greater pressure to perform well

because they are relatives.

14. Relatives of executives feel a stronger sense of commitment to the

firm than nonrelatives.

15. It proves that an organization has high morale and good working
conditions when employees' relatives seek employment there.

16. Relatives of executives are freed from participating in wasteful

office politics; their careers are assured.

17. It takes less time to train and indoctrinate relatives of employees.

18. It is helpful to have relatives work together because they share

common goals and values.

19. Employing executives' relatives benefits the organization by

providing smooth continuity of managerial policy when transferring
power from one generation to the next.

20. Having relatives working together improves communications throughout

the organization.

21. Organizations can obtain better managerial talent by recruiting relatives.

22. Organizations permitting employment of executives' relatives have a

difficult time firing or demoting them if they prove inadequate.

23. Supervisors are afraid of subordinates who are related to high-level

executives.

24. Family disagreements become business problems in organizations

allowing nepotism.

25. Relatives who are pushed up the ladder of success by family ties
hurt the organization; they don't have the experience or benefits
of competing for the job.

26. An employee can never get out from under the shadow of a higher
ranking relative.

27. When you talk to relatives of higher level executives, you never can
tell if they are acting as spies.

28. Organizations permitting employment of executives' relatives have a

difficult time attracting and retaining quality people who are not
relatives.

29. Executives' relatives are frustrated by never really knowing whether

they succeeded on their talent or family ties.

30. Family dominated organizations are more concerned with taking care
of their family than the business.

31. If a relative of an executive gets a job here, he or she can never

live up to the expectations of the other employees.

32. Having a family dominated firm makes administering the human resource
function difficult.

33. Nepotism complicates personnel's role in training for executive succession.

34. Dual career marriages make nepotism policies obsolete.

35. There is really no difference between hiring good friends and hiring
relatives of employees.

36. Affirmative action programs make nepotism policies irrelevant.

37. Nepotism is all right as long as the people who are related do not
work for the same supervisor.

38. Nepotism is all right as long as the relatives are not boss and
subordinate.

39. Overall, organizations which allow nepotism are less effective than
organizations that prohibit it.

40. I would dislike having a relative of mine working with me in my department.

41. I would dislike having a relative of mine directly under me as a

subordinate.

42. I would dislike having one of the senior executives' relatives working
in my department.

(Source : https://groups.google.com/forum/#!topic/k12.ed.business/-E5pE7O3iLM)