A Word to the Wise: How Managers and Policy-Makers Can Encourage Employees to Report Wrongdoing

When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e. g., Rynes et al. (2007, Academy of Management Journal 50(5), 987-1008)] indi cates that many organizations fail to imple...

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Bibliographic Details
Published in:Journal of business ethics 2009-05, Vol.86 (3), p.379-396
Main Authors: Miceli, Marda P., Near, Janet P., Dworkin, Terry Morehead
Format: Article
Language:English
Subjects:
Blowers
Business and Management
Business Ethics
Business management
Business structures
Costs
Education
Employees
Ethics
Human resource management
legal issues
Management
Management reports
Morality
organizational wrongdoing
Personnel management
Philosophy
Policy making
Quality of Life Research
Reputations
Retaliation
Sexual harassment
Studies
Whistle blowing
Whistleblowing
Whistles
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Summary:When successful and ethical managers are alerted to possible organizational wrongdoing, they take corrective action before the problems become crises. However, recent research [e. g., Rynes et al. (2007, Academy of Management Journal 50(5), 987-1008)] indi cates that many organizations fail to implement evidence-based practices (i. e., practices that are consistent with research findings), in many aspects of human resource management. In this paper, we draw from years of research on whistle-blowing by social scientists and legal scholars and offer concrete suggestions to managers who are interested in encouraging internal reporting of problems requiring attention, and to observers of questionable activity who are considering reporting it. We also identify ways that research suggests policy-makers can have a more positive influence. We hope that these suggestions will help foster evidence-based practice regarding whistle-blowing.
ISSN:0167-4544
1573-0697
DOI:10.1007/s10551-008-9853-6