None of the Google Books links work for me, though.
Some say that whistleblowers are noble characters, willing to sacrifice personally and professionally to expose organizational practices that are wasteful, fraudulent, or harmful to the public safety.
Others suggest that whistleblowers are, by and large, disgruntled employees who maliciously and recklessly accuse individuals they feel have wronged them in order to attain their own selfish goals. The truth, as is often the case, probably lies somewhere between these two extremes.
Whistleblowers do call attention to genuine abuses of power by decision-makers in business and government. They do often suffer retaliation for their ethical resistance. However, whistleblowers may often be wrong in their accusations and their motives are not always pure.
Their actions can disrupt a workplace, and may cause serious harm to individuals wrongly accused. Whatever your personal view of whistleblowers and whistleblowing, as an organizational policy-maker you must consider the issue objectively.
It is not an issue that can be ignored, due to the possible negative consequences for both your employees and your organization. Recent whistleblowing cases further demonstrate the potential problems facing companies that do not adequately address the issue.
For example, after an employee of the entertainment company MCA notified his supervisor of a possiblc kickback scheme, he was fired. The employee filed a wrongful discharge suit, alleging that he was fired because of his attempt to stop the scheme. He recently received a favorable ruling in a California appellate court.
Both companies have appealed the rulings. Yet, management was apparently unresponsive, even hostile, to the employees' concerns, with unfortunate results. What can you do to ensure that your company handles whistleblowing more effectively? Whistleblowing research suggests several conditions that are necessary if whistleblowing is to be effectively managed.
First, your employees must be informed of the appropriate steps to take in communicating their ethical concerns internally. Studies of federal government employees indicate that there is a significant association between employees' knowledge of appropriate internal channels and the likelihood that they will report perceived wrongdoings.
Studies suggest that many employees who first report their concerns internally later go outside the company with their information if they perceive their organizations to be unresponsive.
Whistleblowing studies suggest that employees who believe that management will retaliate for expressing concerns may be more likely to blow the whistle outside the organization.
These policies should provide standard guidelines within which organizations respond to the ethical or moral concerns of their employees. Whistleblowing policies should have the following components as a minimum: A clear statement that employees who are aware of possible wrongdoing within the organization have a responsibility to disclose that information to appropriate parties inside the organization; The designation of specific individuals or groups outside the chain of command as complaint recipients; A guarantee that employees who in good faith disclose perceived wrongdoing to the designated parties inside the organization will be protected from adverse employment consequences; and The establishment of a fair and impartial investigative process.
To succeed, policies must have the commitment of top management and must be adequately communicated to employees. I believe that the whistleblowing research mentioned earlier points to legal, practical, and ethical imperatives that compel organizations to develop whistleblowing policies.Sep 08, · Do you believe Oiler’s employee rights were violated?
Explain your position. 2. What do you see as the consequences of organizations that punish employees for certain off-the-job behaviors? Explain.
3. Would you consider Winn-Dixie an organization that exhibits characteristics of progressive discipline or the hot stove approach?5/5.
How to Discipline and Fire Employees This is a situation no entrepreneur wants to face. But when it happens, you need to know how to do it sensitively--and legally. The more you know about what you can and can’t do, the better you can protect yourself and your company.
What employers can’t do You cannot forbid employees – either verbally or in written policy – from discussing salaries or other job conditions among themselves.
Table 2, based on the Army's 77 BCT program, shows the changes in terms of Army battalions. The Army's decision to increase the number of maneuver companies in its modular heavy BCT battalions from three to four makes it necessary to consider the number of combat maneuver companies as well as the number of battalions.
The Tax Protester FAQ Introduction What is the purpose of this FAQ? The purpose of this FAQ is to provide concise, authoritative rebuttals to nonsense about the U.S. tax system that is frequently posted on web sites scattered throughout the Internet, by a variety of fanatics, idiots, charlatans, and dupes, frequently referred to by the courts as “tax protesters”.