WHISTLEBLOWING POLICY

Implementing Whistleblowing Policy in an Organization

[Name of the Institute]

Table of Contents

Introduction3

Who is a Whistleblower?3

Whistleblowers and their Organizations4

What we learn about organizations from their whistleblowers5

What we learn about those who remain behind6

Implementing a whistleblowing policy7

Attitude towards Whistleblowing7

Understanding the Benefits of whistleblowing policy8

Understanding the problems that arise from such a policy9

Involving staff in policy development11

To prevent whistleblowing, encourage whistleblowing15

Conclusion17

Implementing Whistleblowing Policy in an Organization

Introduction

Whistleblowing refers the practice to disclosing facts about the current or former members of an organization engaged in illegal or unlawful conducts, under the supervision of their employers. This fact-sharing is against those individuals or associations that could harm a company's performance, reputation, operations or actions. This definition provides the grounds for different types of misconducts, about which such revelation s might arise and take many forms of whistleblowing. It is also the widely used and commonly accepted definition of whistleblowing.

Whistleblowing is taken as a mean disclosure of the members of an organization about the matter that may be related to the public interest. This related to the suspected or unproven misconducts that threaten more than the personal and professional internet of the members involved in disclosing irrefutable facts. This stipulation supports with most public policy outsets of the term and presents the purposes of many different governmental administrations for public-sector whistleblower protection (Johnson, 2003).

Who is a Whistleblower?

A whistleblower may be any member of an organization who speaks for that organization in the cause of public good, termed as a whistle blower. Some speakers include those members who share certain facts within the organization. Fred C. Alford presented the idea that when an organization confronts those members who are outspoken to perceive and observed organizational misconducts, against those who choose to remain silent. According to Alford whistleblower are defined, not by the facts they share or misconducts they inform but the retaliation they receive form others involved. Their emergence can be based, when the whistleblower involves a supervisor, or it was his retaliation against the supervisor that turns him into a whistleblower. Considering a broader aspect of the definition, a whistleblower does not have to engage in public concerns and gets into trouble against the organization. Communicating his concerns to the public will affect the market reputation of the organization, allowing a number of unwanted public issues into the business. Sharing internal information and concerns of an organization to the outside world, considered as an indefensible organizational sin. Alford questions the image of an organization in the perspective of a person, who is forcefully relocated. Therefore, his studies tell more about the experiences and narrative of whistleblowers, and what circumstances they faced after whistleblowing, in answering his own question (Alford, 2002).

Whistleblowers and their Organizations

Alford define organizations as a primitive entity, where power is personal, as well as decentralized. Organizational objectives are mold into the entrepreneur purposes. In the classical study, of organizational life Robert Jackall presented the same essence in Moral Mazes: The world of corporate managers. He outlined some unwritten rules that were practiced in classical organizational ...