Research Report Archives - Page 5 of 5 - Ethics & Compliance Initiative

Increasing Employee Reporting Free From Retaliation

The National Business Ethics Survey® (NBES®) generates the U.S. benchmark on ethical behavior in corporations. Findings represent the views of the American workforce in the private sector. Since 1994, the NBES and its supplemental reports have provided business leaders a snapshot of trends in workplace ethics and an identification of the drivers that improve ethical workforce behavior. With every report, ERC researchers identify strategies that business leaders can adopt to strengthen ethics cultures.

2024-03-22T14:09:00-04:00Wednesday, April 22, 2015|

The State of Ethics in Large Companies

When the largest companies (those with 90,000 or more employees) invest resources in ethics and compliance, they get impressive results. The strength of a company’s ethics culture and the effectiveness of its internal ethics and compliance (E&C) program are closely tied to workplace behavior. Each key indicator of ethical performance - pressure to compromise ethics standards, observation of misconduct, reporting of violations, and retaliation for reporting - improves in large companies with strong ethics cultures. Ethical performance is strengthened in companies with effective E&C programs. In fact, pressure and retaliation become extremely rare in the largest companies when they implement effective ethics programs.

2024-03-22T14:09:14-04:00Wednesday, April 22, 2015|

Ethics Leadership – Every Leader Sets a Tone

In every human endeavor, including ethics, leadership can make the difference between success and failure. As part of its National Business Ethics Survey, ERC set out to learn what?s required for successful ethical leadership and what leaders can do to set an ethical tone at the top and inspire employees to do the right thing. With data from the survey, we explored the relationship between management behaviors and employee conduct. Among the most notable findings: the most significant factor in ethical leadership is employees? perception of their leaders? personal character. Leaders who demonstrate they are ethical people with strong character have a much greater impact on worker behavior than deliberate and visible efforts to promote ethics.

2024-03-22T14:09:59-04:00Tuesday, April 22, 2014|

Men, Women, and Ethical Leadership

A wealth of studies have shown that women have historically experienced discrimination in the workplace, earned less money for equal work, and found it harder to reach leadership positions. In recent years, as more women have climbed the corporate ladder, studies have looked for gender-based differences in leadership styles. But few of these studies have focused on ethics and whether male and female leaders approach it differently. To address this gap, the Ethics & Compliance Initiative (ECI), decided to take a look at the critical question through a randomized re-survey of a portion of respondents from the National Business Ethics Survey® (NBES®) 2013.

2024-03-22T14:10:35-04:00Monday, April 22, 2013|