Whistleblowers

Whistleblowers

Student’s Name

Professor’s Name

Subject

University

The Employee’s Perspective

Stanley must disclose the information to his employer or any other trusted member of the organization. However, most of the employees hesitate to report such wrongdoings due to the fear of losing their jobs or falling victim to harassment (Lewis, 1997). CJC (1999, p.36) recommends that employees must understand that they can be unfairly vilified for whistleblowing. Therefore, Stanley must first carefully examine the motives behind blowing the whistle to ensure that they are genuine and serve the public interest instead of his personal interests. Next, he must document and verify all relevant information (CJC, 1999, p.13). Finally, he must decide to whom he should report the wrongdoing.

The Company’s Perspective

Strong presence and regular practice of good policies and procedures for whistleblowing encourage employees to disclose such information (Lewis, 2001). Therefore, the company, Dynamic International, must work on both internal and external ways to tackle with such situations (Vandekerckhove, 2016).

The Legal Perspective

Many such ways through which an employee can do whistleblowing without getting fired have already been described in the law (Perritt, 2006). One of them is Prescribed Persons; they are mainly professional bodies and regulators (Lewis & Uys, 2007). It is an external disclosure option. If the employee experience unfair treatment on blowing a whistle, he/she can take the matter to employment tribunal as well.

The Ethical Perspective

Whistleblowing has a strong ethical perspective. It brings loyalty and fairness in a conflict. However, the whistleblower must act reasonably (Beauchamp, 2004). He must only act when he firmly believes that not blowing the whistle will bring more harm than good to the organization (Chiu, 2003). Therefore, Stanley must confirm his motives before reporting the wrongdoing.

The Business Perspective

Whistleblowing is a sign of healthy businesses. It shows that the businesses are successfully making use of the information being provided to them through the whistleblowers. Also, it indicates presence of strong code of conduct within the company.

References

Beauchamp, T. L., Bowie, N. E., & Arnold, D. G. (Eds.). (2004). Ethical theory and business.

Chiu, R. K. (2003). Ethical judgment and whistleblowing intention: Examining the moderating role of locus of control. Journal of business ethics, 43(1-2), 65-74.

CJC. Criminal Justice Commission, 1999. Available at: http://www.ccc.qld.gov.au/research-and-publications/browse-cjc-publications (Accessed: 2nd June 2019).

Lewis, D. (1997). Whistleblowing at work: ingredients for an effective procedure. Human Resource Management Journal, 7(4), 5-11.

Lewis, D. (2001). Whistleblowing at work: on what principles should legislation be based?. Industrial Law Journal, 30(2), 169-193.

Lewis, D., & Uys, T. (2007). Protecting whistleblowers at work: A comparison of the impact of British and South African legislation. Managerial Law, 49(3), 76-92.

Perritt, H. H. (2006). Employee dismissal law and practice. Aspen Publishers Online.

Vandekerckhove, W. (2016). Whistleblowing and organizational social responsibility: A global assessment. Routledge.