The 2009 National Business Ethics Survey - Ethics Resource Center

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Specific Forms of RetaliationFifteen percent of employees who observe and report misconduct perceivethey were retaliated against as a result. In 2009, NBES asked employees aboutthe kind of retaliation they experienced. The majority of employees experiencedinterpersonal responses from their colleagues, rather than a direct impacton their job status or responsibilities.Specific Forms of Retaliation Experienced as a Resultof Reported Misconduct (2009)60%62%55%48%Other employees gave you acold shoulderYour supervisor or management excludedyou from decisions and work activityYou were verbally abused by yoursupervisor or someone else in managementYou almost lost your job42%43%27%20%You were verbally abused by other employeesYou were not given promotions or raisesYou were relocated or reassignedAny other form of retaliation©2009 Ethics Resource Center18%4%You were demotedYou experienced physical harm to your person or property36©2009 Ethics Resource Center
PressureOnly a small percentage of employees indicate in any given NBES year thatthey feel pressure to compromise ethics standards in order to do their jobs.Nevertheless, since 2000 NBES has been reporting a strong relationship betweenemployees’ indication that they feel such pressure and the extent towhich they observe misconduct taking place. In 2009, this finding continued;86 percent of employees who felt pressure to compromise company standardsalso observed at least some form of misconduct taking place at work. In otherwords, where there is smoke, there is fire. Pressure is therefore an importantindicator that wrongdoing may be taking place.Consistent with most of the other outcome measures for 2009, fewer employeessaid that they feel pressure to cut corners in order to do their jobs.Percentage of US Workforce Perceiving Pressureto Commit Misconduct (NBES Survey Years 1994-2009)30%28%*20%10%14%11% 11%10%8%©2009 Ethics Resource Center19942000 2003 2005 2007 2009* Differences in the wording of the answer choices may account for the higher numbers in 1994©2009 Ethics Resource Center 37
Page 2 and 3: Library of Congress Cataloging-in-P
Page 5 and 6: Welcome to ERC’s 2009 National Bu
Page 7: MethodologySince 1994, the Ethics R
Page 12 and 13: Ethics in the RecessionThe Backgrou
Page 16 and 17: From its series of NBES surveys, ER
Page 18 and 19: Even when employees didn’t say th
Page 20 and 21: Not only perceptions of culture are
Page 22 and 23: To which ERC would add:establishes
Page 24 and 25: ERC also calculated an accountabili
Page 26 and 27: Executive CompensationAs some of th
Page 28 and 29: Similarly, the stronger the ethical
Page 30 and 31: We asked employees in areas of high
Page 32 and 33: Other Key FindingsThe following cha
Page 34 and 35: Poor product qualityStealingSexual
Page 38 and 39: Transparency and AccountabilityThe
Page 40 and 41: The Impact on Standards and Culture
Page 42 and 43: Establish performance goals for sen
Page 44 and 45: Start with management, especially i
Page 46 and 47: For more information, please contac
Page 48 and 49: Ask about our workplace ethics surv
Page 50: This report was made possible in pa

The 2009 National Business Ethics Survey - Ethics Resource Center

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