The Whistleblowing Process

Janet Pollex Near · Tamila C. Jensen

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Ethics in Business and Education Job Satisfaction and Organizational Behavior Workplace Violence and Bullying

Abstract

Little empirical work has been completed on the whistleblowing process in organizations. This study examines questionnaire data from 72 respondents who blew the whistle on their employers with regard to alleged sex discrimination. Results indicate that whistleblowers considered the process to be more effective when their cases were determined to have merit and when they felt they had succeeded in changing management's attitudes. Retaliation by employer had little influence on whether the whistleblower considered the process to be effective. Further, retaliation was less likely to occur when the whistleblower's case was determined to have merit.

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References

2023The Presentation of Self in Everyday Life 1962Power-Dependence Relations 1948The Theory of Social and Economic Organization 1971A Strategic Contingencies' Theory of Intraorganizational Power 1977Ambiguity and Choice in Organizations 1982Correlates of Whistle-Blowers' Perceptions of Organizational Retaliation 1972Whistle blowing : the report of the Conference on Professional Responsibility

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2000Investigating the relationship between superior‐subordinate relationship quality and employee dissent 2003Derogating the Victim: The Interpersonal Consequences of Blaming Events on Discrimination 2004A Stress and Coping Perspective on Confronting Sexism 1999Examining the Relationship between Organizational Dissent and Aggressive Communication 2002Someone’s Going to Hear about This 2000Exploring the relationship between workplace freedom of speech, organizational identification, and employee dissent 2004

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