The incidence and significance of whistleblowing

Brown, Alexander Jonathan; Mazurski, Evalynn; Olsen, Jane

doi:10.22459/waps.09/2008.02

Cited by 12 publications

(11 citation statements)

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“…First, despite the existence of codes of conduct emphasizing the importance of employee reporting of wrongdoing (APSC ), most respondents did not engage in whistle‐blowing (see figure ). It confirms Brown, Mazurski, and Olsen's () finding of low levels of whistle‐blowing in the Australian public sector. The proportion of respondents who blew the whistle also fell from 56 percent in 2012 to 32 percent in 2016 (figure ).…”

Section: Discussionsupporting

confidence: 86%

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Taylor

2018

Public Administration Review

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Although employee reporting of workplace ethical violations is recognized as an important measure for managing the integrity of the public service, not many public employees who have observed ethical violations actually report them. This article examines and compares the links between employee perceptions of trustworthiness of different organizational members and internal whistle-blowing. It differentiates between trustworthy coworkers, supervisors, and senior managers. It uses cross-sectional data from 10,850 employees in the Australian Public Service in 2013 and 2016, which are aggregated to construct longitudinal data for 60 organizations. Among the three groups examined, perceptions of trustworthy senior managers are found to be most strongly related to internal whistle-blowing. Evidence for Practice• Employees are likely to blow the whistle on wrongdoing in their organization if they trust their coworkers, supervisors, and senior managers. • Among organizational members, trust in senior managers has the most impact on employee decisions to internally blow the whistle. • As organizationally sanctioned representatives and role models, senior managers should understand that their ability, integrity, and behaviors can significantly affect employee trust in them and, in turn, internal whistleblowing.

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Section: Discussionsupporting

confidence: 86%

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Taylor

2018

Public Administration Review

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“…Whistle‐blowing is a key resource for managing corruption in the public sector (Brown et al., ; Trevino & Victor, ). Yet, this study found that many APS respondents who had observed cronyism and nepotism were unlikely to blow the whistle.…”

Section: Resultsmentioning

confidence: 99%

“…Although the respondents were willing to blow the whistle for most types of corruption, they were reluctant to do the same for nepotism and particularly, cronyism. They may perceive these forms of corruption as being more subjective and harder to identify (Bartos, ; Brown et al., ). They may find it hard to get access to evidence (IBAC, ; ICAC, ).…”

Section: Discussionmentioning

confidence: 99%

“…Corruption is difficult to detect and address through formal channels, particularly when public organisations are becoming increasingly complex and skilled at hiding corruption (Bartos, ; Miceli & Near, ). Brown, Mazurski, and Olsen (, p. 44) state that, ‘the unique position of employees within organisations gives them a strategic role as quality information sources’. Employees who engage in internal whistle‐blowing provide organisations with a unique opportunity to manage the corrupt situation before external actors are involved.…”

Section: Workplace Corruption and The Significance Of Internal Whistlmentioning

confidence: 99%

“…Brown et al. () had earlier stated that, ‘some types of perceived wrongdoing can be by definition be easier to identify and remedy, while others can be more subjective or “political” in nature’ (p. 51). Nepotism and cronyism may fall under the latter.…”

Section: Determinants Of Internal Whistle‐blowingmentioning

confidence: 99%

See 2 more Smart Citations

What causes employees to whistle while they work? Factors affecting internal whistle‐blowing in the Australian Public Service

Taylor

2019

Aust J Public Adm

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What causes employees in the Australian Public Service (APS) to internally blow the whistle on corruption in the workplace? This research examines the impact of the nature of corruption, organisational culture, and employees’ work attitudes and actions on internal whistle‐blowing in the APS. The respondents were found to internally blow the whistle for most types of corruption: fraud, conflict of interest, unlawful disclosure of government information, and perverting the course of justice. Their whistle‐blowing behaviour was, however, unaffected by observations of theft of official assets. They were also unlikely to report observations of cronyism and nepotism. Active observers of workplace bullying (those who have blown the whistle after witnessing someone else being bullied) were three times more likely to also internally report corruption than inactive observers of bullying.

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Whistleblowing: The Neglected Facilitator of Compliance

Tsahuridu

2019

Financial Compliance

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The incidence and significance of whistleblowing

Cited by 12 publications

References 0 publications

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

Internal Whistle‐Blowing in the Public Service: A Matter of Trust

What causes employees to whistle while they work? Factors affecting internal whistle‐blowing in the Australian Public Service

Whistleblowing: The Neglected Facilitator of Compliance

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