878
saaam
REVISEDANNOTATEDBIBLIOGRAPHY1.docxSami Hakami
Annotated Bibliography
Question Research: How Can Managers Encourage Employees To Report Wrongdoing?
Miceli, M. P., Near, J. P., & Dworkin, T. M. (2009). A word to the wise: How managers and policy-makers can encourage employees to report wrongdoing. Journal of Business Ethics, 86(3), 379-396. doi:http://dx.doi.org/10.1007/s10551-008-9853-6
Miceli and Dworkin's paper make great suggestions for managers who are interested in encouraging employees to report problems and wrongdoings. The authors have researched on the critical role played by whistle-blowing by employees within the context of a work environment. Their work has also indicated ways through which policy-makers can have a positive leverage. The article mentions steps that managers can take to avoid the potentially harmful effects. The piece of literature, therefore, is related to my question because it has many tips on how managers can motivate employees and avoid negative influences.
Park, H., Blenkinsopp, J., & Park, M. (2014). The influence of an observer's value orientation and personality type on attitudes toward whistleblowing. Journal of Business Ethics, 120(1), 121-129. doi:http://dx.doi.org/10.1007/s10551-013-1908-7
This study investigates the impact brought about by the kind of orientation, personality, and attitude with regards to the element of whistleblowing. The study offers two main examinations. First, it examines what role an observer's value orientation and personality type play in determining the attitudes. Second, it provides insights into designing an ethical training program and developing policy aimed at changing negative attitudes toward whistleblowing. This study is critical because it will help managers to avoid and change negative attitudes.
Dasgupta, S., & Kesharwani, A. (2010). Whistleblowing: A survey of literature.IUP Journal of Corporate Governance, 9(4), 57-70. Retrieved from http://proxy-s.mercer.edu/login?url=https://search-proquest-com.proxy-s.mercer.edu/docview/759597922?accountid=12381
Dasgupta, & Kesharwani point out the relevant writings regarding the types of whistleblowing and the whistleblowing process. Second, they discuss how organizational loyalty differs from whistleblowing. Then, this paper presents the reasons and the motivations of the whistleblowers. Finally, the authors confirm the results of whistleblowers and what some of the various laws used to protect whistleblowers are. In their literature, Dasgupta, & Kesharwani discuss and reiterate some of the essential elements that are meant to help managers by enlightening them on the ways through which they can protect and motivate whistleblowers to report wrongdoings in the organizations.
Near, J. P., & Miceli, M. P. (1996). Whistle-blowing: Myth and reality. Journal of Management, 22(3), 507. Retrieved from http://proxy-s.mercer.edu/login?url=https://search.proquest.com/docview/197135325?accountid=12381
In their article, Near & Miceli have focused their research on the investigation and interrogation of the dynamics and elements of whistle-blowing. Therefore, in its efforts to try and separate misconceptions from the realities of the day, the article has consulted a lot of research materials in finding the appropriate policies with which managers may be able to encourage the culture of whistleblowing in the work environment to manage organizational conduct better. While organizations fight to find ways of dealing with whistle-blowers, managers should find ways to motivate employees in reporting illegal organizational behavior. Overall, the authors of the article lay bare strategies for managers to have a better control of the work environment and at the same time discusses initiative with which to give employees the incentive of reporting wrongdoing.
Meinert, D. (2011). Whistle-blowers: Threat or asset? HRMagazine, 56(4), 27-32. Retrieved from http://proxy-s.mercer.edu/login?url=https://search.proquest.com/docview/859008139?accountid=12381
Meinert, in his paper, indicates that the best way to keep out of the legal trouble is to create a culture of integrity, starting with company leaders. "The best way for leaders to reduce the risk of whistle-blower lawsuits and expensive government investigations is to set high ethical standards and treat whistle-blowers as assets," opines Steven J. Pearlman, a partner at Seyfarth Shaw LLP in Chicago. According to the article, Company managers have to step up internal reporting procedures and management training to encourage employees to report their troubles to the company first and that it is incumbent upon managers to play an essential role in the process. This article helps managers to build good relationships with employees and provide managers ways of using the law in the protection of whistle-blowers.
University, S. C. (February 04, 2003). Encouraging internal whistleblowing in organizations. Retrieved from https://www.scu.edu/ethics/focus-areas/business-ethics/resources/encouraging-internal-whistleblowing/
The article is founded on explaining how organizations can prevent and encourage internal whistle-blowing. In so doing, it provides some best practices for promoting employees to present unethical or illegal practices to the management for a remedy to be found before an organization is impacted negatively. This article has laid bare great insights for managers in motivating whistle-blowing.
General Information About Whistleblowing and Retaliation (n.d.). Workplace fairness. Retrieved from https://www.workplacefairness.org/general-whistleblowing
In this article, the focus is placed on the discussion of statutes and federal laws that protect whistle-blowers from possible stale relationship that may transpire with their employers. It also interrogates the ways through which anti-retaliation laws can defend employees when they do the right thing by reporting wrongdoing. The article comes in handy for managers because it is bound to assist them in learning about federal laws meant to protect whistle-blowers.
MacDougall, D. R. (2016, March 01). Whistleblowing: Don't encourage it, prevent it; Comment on. Retrieved from http://www.ijhpm.com/article_3116_0.html
In this paper, MacDougall asserts the importance of readers not misinterpret his conclusions as to allude to "whistle-blowing." That is because the approach would be both unfeasible and undesirable for the discussion of whistleblowing in the event it is defined that way.
He reiterates the significance of distinguishing internal reporting about wrongdoing from proper whistle-blowing because they are different and should not be dealt with in some way. MacDougall's submission is therefore related to my topic because it will help leaders to differentiate between wrongdoing and whistleblowing.
Miceli, M. P., Near, J. P., & Dworkin, T. M. (2009). A word to the wise: How managers and policy-makers can encourage employees to report wrongdoing. Journal of Business Ethics, 86(3), 379-396. doi:http://dx.doi.org/10.1007/s10551-008-9853-6
The article penned by Miceli, Near, and Dworkin provides a thorough examination of three studies of changing techniques that are intended to complement and build upon each other. The authors look at how supervisory moral administration is related to workers' reporting unethical leads within the organization. They also examine the positive impact of managers as enhanced by other critical social influences. This article is related to my question because it will provide managers and organizations information to how to support and motivate internal whistle-blowing.
Rachagan, S., & Kuppusamy, K. (2013). Encouraging whistleblowing to improve corporate governance? A Malaysian initiative. Journal of Business Ethics, 115(2), 367-382. doi:http://dx.doi.org/10.1007/s10551-012-1402-7
In their article, Rachagan, & Kuppusamy seek to examine the introduction of new laws in the encouragement and protection of whistle-blowers is adequacy to develop corporate governance in Malaysian public-listed companies. Also, it provides suggestions with which to formulate internal whistle-blowing policies for organizations. The article offers a lot of alternate ways that may be employed to encourage whistle-blowing in Malaysian companies. This article is useful to my topic because it provides managers and organizations information on how to support and enhance internal whistle-blowing.
Krell, E. (2002). Corporate whistle-blowers: How to stop wrongdoing in its tracks. Business Finance, 8(9), 16-22. Retrieved from http://proxy-s.mercer.edu/login?url=https://search.proquest.com/docview/211033480?accountid=12381
Krell, in his paper, talks about how top managers have to hear and respond to worker concerns if they want to help the organizations. Senior managers must understand the motivations of whistle-blowers as well as the position and significance of whistle-blowing. Therefore, the article is relevant to my question because it will help managers to develop channels to encourage the culture of whistle-blowing.
Gundlach, M. J., Martinko, M. J., & Douglas, S. C. (2008). A new approach to examining whistle-blowing: The influence of cognitions and anger. S.A.M. Advanced Management Journal, 73(4), 40-50. Retrieved from http://proxy s.mercer.edu/login?url=https://search.proquest.com/docview/231264445?accountid=12381
In their article, authors Gundlach, Martinko, & Douglas, article explains how specific cognitive and emotional responses to understand workplace wrongdoing informs whistle-blowing decisions. The authors highlight and interrogate the complicated relationship between awareness and emotions. This paper is essential to managers because it has information that will help directors to understand emotions and feelings of whistle-blowers. As such, the managers will be at a vantage point from which to better offer management in such contexts.
Barnett, T. (1992). Why your company should have a whistleblowing policy. S.A.M.Advanced Management Journal, 57(4), 37. Retrieved from http://proxy-s.mercer.edu/login?url=https://search.proquest.com/docview/231241282?accountid=12381
As determined by Barnett, the research indicates that many factors are necessary if whistle-blowing is to be managed more efficiently. First, employees must be informed of the right steps to take in communicating their ethical concerns. Second, employees have to believe that their interests will be considered essential and will be researched. Finally, employees must feel safe. This research is necessary because it will help managers to take steps to make employees feel safe and appreciated within the confines of the workplace.
Blackman, S. (2009, June 22). Three ways to encourage internal whistle-blowing. Retrieved from https://www.cbsnews.com/news/three-ways-to-encourage-internal-whistle-blowing
The article indicates three ways which to promote internal whistle-blowing to deal successfully with wrongdoing. According to Blackman, It is imperative that management establishes a great policy in organizations. The author suggests conducting training, establishment of means of reporting wrongdoing, and offer financial incentives to encourage internal whistle-blowing. Evidently, this article is essential for managers as it gives them some ways with which to motivate whistle-blowing.
The CleanGovBiz. (2012). Whistleblower protection: Encouraging reporting. Retrieved from http://www.oecd.org/cleangovbiz/toolkit/50042935.pdf
The CleanGovBiz in their paper, review how whistleblower protection is fundamental to the encouragement of the reporting of fraud and corruption. When companies provide effective protection for whistleblowers, they will motivate employees to report wrongdoing. Also, the article mentions that the protection of both public and private sector whistleblowers sets precedence and the relationship to reporting other wrongdoing. This paper presents good ideas and ways to help managers and organizations to protect their employees when they report wrongdoings.
Xu, Y., & Ziegenfuss, D. E. (2008). Reward systems, moral reasoning, and internal auditors' reporting wrongdoing. Journal of Business and Psychology, 22(4), 323-331. doi:http://dx.doi.org.proxy-s.mercer.edu/10.1007/s10869-008-9072-2
Xu and his colleagues analyze the issue of whistle-blowing behavior that consequences from internal auditors discovering company wrongdoing. They examine that how reward systems such as cash incentives have an impact on auditors' exposing wrongdoing behavior. The consequences point that internal auditors are more likely to report wrongdoing to managers when incentives are provided. Reward systems have a good impact on exposing companies' wrongdoing. This study is related to my question because it will provide managers and organizations information about how reward systems can play a prominent role to encourage employees to report wrongdoing.
MacGregor, J., Robinson, M., & Stuebs, M. (2014). Creating an effective whistleblowing environment. Strategic Finance, 95(9), 35-40. Retrieved from http://proxy-s.mercer.edu/login?url=https://search-proquest-com.proxy-s.mercer.edu/docview/1510249776?accountid=12381
MacGregor and his co-authors outline many ways to create an effective whistleblowing environment. Also, this article shows a general reporting process to explain how the whistleblower makes decisions. Companies need to understand what they can do to impact employees' decision to blow the whistle and make a dynamic system of whistleblowing procedures. This paper is crucial to my question since it indicates how to create an effective whistleblowing environment to reduce the danger of wrongdoing that might go unreported.
Brain, P. (2014, May 30). Why you should encourage whistleblowing at your company. Retrieved from https://www.fastcompany.com/3031223/5-ways-to-actually-make-whistleblowing-work-for-your-business
Brain, in his article, provides five ways with which to insight the practice for more conscious leadership. The report observes that organizations are bound to avoid pitfalls of the brands that may be under criticism through the encouragement of whistleblowers by practicing the open-door policy, provision of an anonymous suggestion box, walking the talk, taking the good and the bad, and exhibiting a caring and listening attitude. This article is related to my question because I believe that these five ways will help managers and organizations to encourage whistleblowers.
Martin, L. (2017, May 04). How to cultivate a whistleblowing culture. Ethical Corporation Retrieved from http://www.ethicalcorp.com/content/how-cultivate-whistleblowing-culture
Leo Martin in his article explains how to develop a whistleblowing culture. He points out that according to the 2015 ethics at Work survey by IBE, half of the employees who notice misconduct would not raise concerns and 61% said they were not happy with the outcome. He mentions three ways to plant a whistleblowing culture in organizations. The three methods include setting the right tone, getting training right, and recruiting stakeholders. This paper is fundamental for managers and teams to learn how to encourage a whistleblowing culture.
Steven Mints, in his Blog, illustrates how the prevention of whistleblowing can encourage whistleblowing. He talks about the advantages of a keen whistleblower program and ethical culture. Also, he submits that a successful whistleblowing program depends on having the right leaders in place. Steven points out the objectives and barriers to a successful internal whistleblowing program. This blog is beneficial for managers and organizations because it will provide them some information about how agencies can encourage internal whistleblowing.
