Resources

ERC's Latest Documents

ERC produces research that informs your work and advances the ethics and compliance field as a whole. ERC's latest contributions include:

  • July 23, 2015
    Document
    ECI’s latest National Business Ethics Survey (NBES®), reveals that culture, leadership and values-based ethics and compliance (E&C) programs make a big difference in increasing employee reporting of workplace misconduct free from retaliation. The research shows that in organizations with effective, values-based ethics and compliance programs, employee reporting of wrongdoing increases by 61 percent. These values-based program efforts also decrease retaliation by as much as 93 percent. The likelihood of retaliation against reporters is also lessened in instances where employees believe that individuals at all levels of the organization are held accountable if they violate company standards or the law.
  • May 28, 2015
    Document
    Recently, government enforcement officials, representatives of the business community, and compliance professionals gathered for the Ethics Research Center's (ERC) Policy and Enforcement Summit, "Monitoring the Monitors." The purpose of the summit was to discuss use of independent monitors to oversee business organizations' compliance with the terms of Non-Prosecution Agreements (NPAs) and Deferred Prosecution Agreements (DPAs). A summary of the report is available for download.
  • March 26, 2015
    Document
    Large companies can dramatically improve their integrity by implementing effective ethics and compliance programs to reduce employee misconduct and improve every key measure of workplace behavior. On average, large companies (90,000 or more employees) with effective programs face half of the rules violations as those without effective programs. Their employees experience less retaliation for blowing the whistle on rule-breaking and feel less pressure to compromise standards.
  • December 11, 2014
    Document
    A Research Report from the National Business Ethics Survey® (NBES®). 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.
  • July 31, 2014
    Document
    ERC Tells Congress That Strong Ethics Programs Would Bolster False Claims Act
  • February 4, 2014
    Document
    The eighth National Business Ethics Survey (NBES) reveals that workplace misconduct is at an historic low, having steadily and significantly declined since 2007.
  • November 19, 2013
    Document
    According to ERC's latest NBES study “National Business Ethics Survey® of the U.S. Construction Industry”, employees in the U.S. construction industry are more at risk for facing workplace ethics issues, but they are also more willing to blow the whistle on misconduct than employees in other industries.
  • August 16, 2013
    Document
    Social networking is transforming the office environment in unpredictable ways, with changes that could potentially involve employees at all levels. Watch the August 12, 2013 webinar discussing the findings of ERC's NBES of Social Networkers.
  • July 17, 2013
    Document
    This study investigates how social networking is affecting the way work gets done, reshaping relationships among workers at all levels of an organization, and altering attitudes about the type of conduct that is acceptable in the workplace.
  • June 24, 2013
    Document
    This report delves into trends among four specific generational groups- Millennials, Generation X (Gen X’ers), Boomers, and Traditionalists. Each generation, shaped by significant world events and cultural trends, exhibits distinct differences when it comes to ethics. According to the study, certain age groups are more “at risk” than others when it comes to the four key measures of ethical performance- pressure to compromise standards, misconduct, reporting, and retaliation. For instance, the report reveals that the younger the worker, the more likely they are to feel pressure, observe misconduct, and experience retaliation for reporting.