Can Organizational Practices Inadvertently Silence Potential Whistleblowers?

Authors

  • Keith R. Credo University of Louisiana at Lafayette
  • Susie S. Cox University of Arkansas at Little Rock
  • Curtis F. Matherne, III University of Louisiana at Lafayette
  • Patricia A. Lanier University of Louisiana at Lafayette

Keywords:

Management, organizational ethics

Abstract

This study examines how employee perceptions of organizational ethics, safety practices, and manager-subordinate relationships might influence employees’ silence in regards to workplace hazards using a sample of 178 workers in the mining, manufacturing, and petrochemical industries. The findings support a model in which employee perceptions of endangerment by their organization and fear of retaliation for whistleblowing mediate the relationship between manager-subordinate relationships and the practice of withholding negative (and sometimes vital) information from organizational management. Results suggest that even with high quality superior/subordinate relationships, employees may still withhold important information due to the overall perception of the current safety climate.

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Published

2016-09-06

How to Cite

Credo, K. R., Cox, S. S., Matherne, III, C. F., & Lanier, P. A. (2016). Can Organizational Practices Inadvertently Silence Potential Whistleblowers?. American Journal of Management, 16(3). Retrieved from https://articlegateway.com/index.php/AJM/article/view/1868

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Section

Articles