Blowing the Whistle on Data Fudging: A Controlled Field Experiment1

This experiment examined determinants of “whistle blowing,” the disclosure of organizational wrongdoing. Previous research, limited largely to analyses of cross-sectional, self-reported data, has not established cause-effect relations, and dispositional variables generally have not been examined. In this study, 295 students witnessed apparent wrongdoing by a research assistant and were given an opportunity to report it to a university authority. Results indicated that men were more likely than women to report the wrongdoing. Whistle blowing also was a function of lower, rather than higher, levels of moral judgment development. More whistle blowing occurred when there were more, rather than fewer, observers of wrongdoing. Implications for research and practice are descried.     

INDIVIDUAL AND SITUATIONAL CORRELATES OF WHISTLE-BLOWING

Although popular interest in whistle-blowing continues to increase, little is known about why some employees who observe wrongdoing report it, while others do not. In the present study, we analyze archival survey data from individuals who observed wrongdoing in any of 22 organizations. Results are generally consistent with predictions based on a model of whistle-blowing as a type of prosocial behavior. Whistle-blowing was more likely when observers of wrongdoing (1) held professional positions, (2) had more positive reactions to their work, (3) had longer service, (4) were recently recognized for good performance, (5) were male (though race was unrelated to whistle-blowing), (6) were members of larger work groups, and (7) were employed by organizations perceived by others to be responsive to complaints. Implications for research and practice are described.     

Reward Systems,Moral Reasoning,and Internal Auditors’ Reporting Wrongdoing

This study investigates the issue of whistle-blowing behavior that results from internal auditors discovering company wrongdoing in the process of preparing financial information. An experiment was conducted to examine whether reward systems such as cash incentives or employment contracts have an impact on auditors’ disclosing wrongdoing behavior. The results indicate that internal auditors are more likely to report wrongdoing to higher authorities when incentives are provided, suggesting reward systems have a positive effect on disclosing company’s wrongdoing or even fraud. In addition, the result reveals that internal auditors with lower levels of moral reasoning are more sensitive to cash incentives.     

Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations

A field study and an experimental study examined relationships among organizational variables and various responses of victims to perceived wrongdoing. Both studies showed that procedural justice climate moderates the effect of organizational variables on the victim's revenge, forgiveness, reconciliation, or avoidance behaviors. In Study 1, a field study, absolute hierarchical status enhanced forgiveness and reconciliation, but only when perceptions of procedural justice climate were high; relative hierarchical status increased revenge, but only when perceptions of procedural justice climate were low. In Study 2, a laboratory experiment, victims were less likely to endorse vengeance or avoidance depending on the type of wrongdoing, but only when perceptions of procedural justice climate were high.     

The White standard: racial bias in leader categorization

In 4 experiments, the authors investigated whether race is perceived to be part of the business leader prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders. The first 2 studies revealed that "being White" is perceived to be an attribute of the business leader prototype, where participants assumed that business leaders more than nonleaders were White, and this inference occurred regardless of base rates about the organization's racial composition (Study 1), the racial composition of organizational roles, the business industry, and the types of racial minority groups in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could best account for differences in White and non-White leader evaluations, where White targets were evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only when the leader had recently been given credit for organizational success, consistent with the prediction that leader prototypes are more likely to be used when they confirm and reinforce individualized information about a leader's performance. The results demonstrate a connection between leader race and leadership categorization.     

Better than ever? Employee reactions to ethical failures in organizations,and the ethical recovery paradox

This research examines organizational attempts to recover internally from ethical failures witnessed by employees. Drawing on research on service failure recovery, relationship repair, and behavioral ethics, we investigate how witnessing unethical acts in an organization impacts employees and their relationship with their organization. In two studies—one in the lab and one in the field—we examine the extent to which it is possible for organizations to recover fully from these ethical lapses. Results reveal an ethical recovery paradox, in which exemplary organizational efforts to recover internally from ethical failure may enhance employee perceptions of the organization to a more positive level than if no ethical failure had occurred.     

Punishing Those Responsible for the Prison Abuses at Abu Ghraib: The Influence of the Negative Reciprocity Norm (NRN)

The negative reciprocity norm (NRN) is the personal moral code specifying retaliation as a proper response to wrongdoing ( Eisenberger, Lynch, Aselage, & Rohdieck, 2004 ). We examined the role of negative reciprocity in interpreting and reacting to the prison abuses at Abu Ghraib. Results showed that people who believed that American soldiers behaved wrongly at Abu Ghraib were more likely to view punishing the soldiers responsible as a highly moral response and were less likely to contribute money to a charitable organization that helps American soldiers. These relationships were only present among those highly endorsing the negative reciprocity norm.     

Examining Perceptions of Ambiguous and Unambiguous Threats of Racial Harassment and Managerial Response Strategies1

Scenarios involving ambiguous or unambiguous threats of racial harassment were crossed with four managerial response strategies (taking action, acknowledgment, reframing, denial). Results suggest that minority members are more likely to view repeated racial jokes as severe and are more likely to report the behavior to a manager. For minority group members, racial identification moderated the relationship between type of harassment and perceived severity. For majority group members, blindness to privilege and unawareness of racial issues moderated the relationship between type of harassment and likelihood to report the incident. Taking action was associated with more positive perceptions of organizational justice and a belief that the organization would be less tolerant toward future incidents involving racial harassment. Differences across groups (Whites, African Americans, Hispanics/Latinos, and Asians) were found, suggesting a perceptual gap based on racial schema.     

Predictors of responses to organizational wrongdoing: a study of intentions of management accountants

It has been proposed that employees aware of organizational wrongdoing face two decisions: whether or not to blow the whistle and whether or not to leave their organizations. Of these only the decision to blow the whistle has received attention, leaving a gap in knowledge; thus, a survey of 330 management accountants was analyzed to examine potential predictors of intended responses to organizational wrongdoing. Analysis of ratings indicated that intent to leave increased with seriousness of wrongdoing and expected retaliation for whistleblowing and decreased with expected effectiveness of whistleblowing. Intent to stay and blow the whistle increased with expected effectiveness of whistleblowing and role responsibility for reporting and decreased with expected retaliation for whistleblowing; intent to leave and blow the whistle increased with expected effectiveness of whistleblowing and role responsibility for reporting.     

When are transgressing leaders punitively judged? An empirical test

Using Hollander's (1958) idiosyncrasy credit theory of leadership as the theoretical backdrop, we examined when and why organizational leaders escape punitive evaluation for their organizational transgressions. In a sample of 162 full-time employees, we found that leaders who were perceived to be more able and inspirationally motivating were less punitively evaluated by employees for leader transgressions. These effects were mediated by the leaders' LMX (leader-member exchange) with their employees. Moreover, the tendency of leaders with higher LMX to escape punitive evaluations for their transgressions was stronger when those leaders were more valued within the organization. Finally, employees who punitively evaluated their leaders were more likely to have turnover intentions and to psychologically withdraw from their organization. Theoretical and practical implications associated with relatively understudied leader-transgression dynamics are discussed.     

Moral emotions and the envisaging of mitigating circumstances for wrongdoing

Anger may be more responsive than disgust to mitigating circumstances in judgements of wrongdoing. We tested this hypothesis in two studies where we had participants envision circumstances that could serve to mitigate an otherwise wrongful act. In Study 1, participants provided moral judgements, and ratings of anger and disgust, to a number of transgressions involving either harm or bodily purity. They were then asked to imagine and report whether there might be any circumstances that would make it all right to perform the act. Across transgression type, and controlling for covariance between anger and disgust, levels of anger were found to negatively predict the envisioning of mitigating circumstances for wrongdoing, while disgust was unrelated. Study 2 replicated and extended these findings to less serious transgressions, using a continuous measure of mitigating circumstances, and demonstrated the impact of anger independent of deontological commitments. These findings highlight the differential relationship that anger and disgust have with the ability to envision mitigating factors.     

分配不公正下的退缩行为：程序公正和互动公正的影响

以160名中学教师为被试,采用2×2的完全随机设计,以模拟故事（scenarios）的方法呈现刺激,研究了在职称评定中分配不公正的前提下,程序公正/不公正,互动公正/不公正对教师的退缩行为（消极怠工、拒绝帮助、离职、对校长的消极态度）的影响。结果表明,在分配不公正条件下：（1）程序公正、互动公正均影响教师的消极怠工程度;（2）程序公正、互动公正均影响教师的拒绝帮助行为程度,而且交互作用显著;（3）互动公正影响教师对上司的消极态度,程序公正无显著影响;（4）程序公正和互动公正对离职意愿影响均不显著     

The Effect of Professional Partnership on the Development of a Mutual-help Organization

The effects of partnership between Schizophrenics Anonymous (SA, a mutual-help organization) and the Mental Health Association in Michigan (MHAM, a professionally staffed advocacy organization) on SA's growth and development were explored. Following the initiation of a formal partnership, SA groups were more available throughout the state, more likely to be associated with formal mental health settings, and less likely to have leaders who had been participants in other SA groups. Groups with consumer leaders had significantly greater longevity than groups with professional leaders. Changes in the organizational structure and process of SA were also identified. SA leaders reported that SA moved from a collective to a more bureaucratic structure. As a result, there was greater consistency, administrative capacity, and response capacity. This enhanced capacity came with costs reported by SA leaders. The leadership role of SA members became less defined. SA members expressed concerns about the more hierarchical structure of SA's organization, decreased consumer control, increased professional involvement in SA, and an excessive focus on group development as opposed to group maintenance. Mental Health Association in Michigan staff reported that MHAM was also impacted by the partnership, both with regard to internal functioning and external perception. Implications for effective partnerships between mutual-help and professional organizations are discussed.     

The Effect of Acceptance/Rejection Status, Status Notification, and Organizational Obligation Fulfillment on Applicant Intentions

Reactions to receiving or failing to receive rejection/acceptance letters were examined from the perspective of psychological contracts. In Study 1, a laboratory experiment, organizational obligation fulfillment was predicted by status (rejection/acceptance) and notification (no notification; notification only; notification plus explanation) such that those rejected without notification reported the lowest level of organizational obligation fulfillment. In Study 2, a field survey, applicants who were rejected with no rejection communication were more likely to believe that the organization failed to fulfill its obligations, and reported more negative intentions toward the organization compared to those who received a rejection communication. In both studies, organizational obligation fulfillment accounted for incremental variance in applicant intentions, beyond that of applicant status and type of rejection notification.     

Feeling left out? The mediating role of perceived rejection on workgroup mistreatment and affective,behavioral, and organizational outcomes and the moderating role of organizational norms

This two‐study paper examines the detrimental impact of workgroup mistreatment and the mediating role of perceived rejection. In Study 1, perceived rejection emerged as a mediator between workgroup mistreatment and depression, organization‐based self‐esteem, organizational deviance, and organizational citizenship behaviors. In Study 2, the role of organizational norms was examined. Employees who experienced supportive organizational norms reported lower levels of perceived rejection, depression and turnover intentions, and higher levels of organization‐based self‐esteem and job satisfaction. Employees in the supportive norms condition reported that they were more likely to seek reconciliation after experiencing mistreatment than those who experienced low support. Perceived rejection also emerged as a mediator. Results, practical implications, and future research directions are discussed.     

Silence is golden? Characteristics and experiences of self-reported whistleblowers

This study investigates the characteristics of whistleblowers, the prevalence and nature of whistleblowing, and the occurrence of retaliation after whistleblowing using a randomly selected and representative sample of Norwegian employees. The results showed that 12 per cent self-reported as whistleblowers according to an operational definition. Being a leader, or a union or personnel safety representative was significantly related to whistleblowing. The most frequently reported wrongdoing was harassment conducted by a single colleague. Wrongdoer(s) received mixed responses, from no reaction to reprimand. Even though most whistleblowers were not sanctioned, they reported less job satisfaction and more workplace bullying than did nonwhistleblowers. Only a few were rewarded. For the most part, wrongdoing was stopped or reduced. However, whistleblowing was only partially effective, because whistleblowers reported lack of feedback about the result of their report. Results also showed that the status of the wrongdoer was related to the reaction he or she received afterwards, as were the type of wrongdoing and the effect on the wrongdoing, and the type of wrongdoing and the effect on the wrongdoer(s). Potential explanations for the results, such as the type of sample and power distance, are discussed. Practical implications of the study are also addressed, such as the importance of providing feedback to whistleblowers.     

For whom and why organizational dehumanization is linked to deviant behaviours

‘We are humans not robots!’ This protest slogan denounces a working reality in which employees perceive that they are reduced to a mere tool or instrument at the service of the organization. Such an experience refers to organizational dehumanization. Researchers have recently indicated that organizational dehumanization may shape employee work behaviours. However, why, and for whom, organizational dehumanization leads to maladaptive work behaviours remains unclear in this literature. Drawing upon social exchange theory, we first propose that employees who experience organizational dehumanization engage in a reciprocity process by first developing thoughts of revenge that, in turn, materialize into more organizational deviance. We further argue that compliance buffers the indirect effect of organizational dehumanization on deviant behaviours via thoughts of revenge. Overall, the combined results of two experimental studies, a cross-sectional study and two three-wave studies provide strong evidence for our hypothesized relationships. Our research suggests that when experiencing organizational dehumanization, compliant employees are less likely to engage in a homeomorphic reciprocity in the exchange relationship with their organization.     

Looking back and judging our predecessors

The Advisory Committee on Human Radiation Experiments has correctly argued that persons and institutions can sometimes be held responsible for actions taken more than a half-century ago, when practices and policies on the use of research subjects were strikingly different. In reaching its conclusions, the Committee did not altogether adhere to the language and commitments of its own ethical framework. In its Final Report, the Committee emphasizes judgments of wrongdoing, to the relative neglect of culpability; it discusses mitigating conditions that are exculpatory, but does not provide a thoroughgoing assessment of either culpability or exculpation. However, the Committee's shortcomings are mild in comparison to the deficiencies in the "Report of the UCSF Ad Hoc Fact Finding Committee on World War II Human Radiation Experiments" of the University of California at San Francisco. The latter report reaches no significant judgments of either wrongdoing or culpability. The findings that should have been reached by both committees are discussed.