Blowing the Whistle
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Case Study: Blowing the whistle
1. What kind of circumstances might drive employees to blow the whistle?
The circumstances that might drive employees to blow the whistle include, firstly, the company providing channels for reporting unethical behavior. Companies provide channels for their workers to report wayward activities (Cascio, 2013). Secondly, the law provides protection for whistle blowers. The congress passed a law that deals with whistle blowers (Cascio, 2013). Finally yet importantly, the reward one is likely to get. For instance, Doug Durand received $77 million dollars for his efforts in the six-year investigation to expose the massive fraud (Cascio, 2013).
2. Why might some employees observe wrongdoing and come forward, while others do not?
Some people are braver than others are. Some fear the consequences of whistle blowing and decide to remain mum, but others are more courageous and report wrongdoing despite the consequences. Cascio (2013) says, “Despite retaliation, financial loss, and high emotional and physical stress, whistle blowers continue to come forward.”
3. As a manager, what procedures, or processes might you suggest encouraging more employees to blow the whistle when necessary?
The procedures that I would suggest include a protection policy for whistle blowers by the company, a reward scheme for those who report wrongdoings on time and immediate investigation and acting on reported information.
4. What additional information do you need to answer the four questions
The additional information I would need from the four cases is what else these whistle blowers could have done and the reward they were getting for their efforts.
Reference
Cascio, W. (2013). Managing human resources: productivity, quality of work life, profits (9th ed.). New York: McGraw Hill.