Whistle Blowers Case Study

2906 Words 12 Pages
Register to read the introduction… An organisation that was so willing to act unethically would have also discouraged any whistle-blowers. Whistle-blowers are people who report unethical conduct within an organisation. Depending on the organisational culture of their workplace they face the risk of backlash from their peers, reduced future career opportunities and possibly dismissal (Schermerhorn et al. 2011, p. 146). Employees face these reprimands because of the inherent requirement of employees to be part of a team that is cohesive and supportive of the team norms. Members that do not support these norms face reprehension (Schermerhorn et al. 2011, p. 439). There have been vocal critics of whistleblowing. James M Roche, Chairman of the Board of General Motors once referred to whistleblowing as a tactic for spreading disunity and creating conflict. His views stem from the idea that an employee’s allegiance is to their employer and not the public (Snoeyenbos et al. 1983, p. 292). However some organisations have a proactive strategy in place to be socially responsible. These organisations look up to ethical role models. They have a code of ethics and may also provide ethical training. Here the organisational culture encourages unethical, socially irresponsible practices to be eliminated. In the case of News of the World and the London Metropolitan Police, unethical practices were condoned to such an extent that there was a highly likely possibility of whistle-blowers in these organisations being reprimanded. There were members of both organisations that were rewarded with greater remunerations when News of the World was profiteering regardless of how the information was obtained. This reinforced the practise of unethical conduct and brings to mind the notion of law of effect where behaviour that results in a pleasing outcome will be repeated (Schermerhorn et al. 2011, p. 378). …show more content…
As mentioned before, the individual was rewarded for their work - and their consequential illegal activity - by their managers, with managers promoting the law of effect (Peter 2010, p. 108-109), and the company promoted their own self interests at the cost of the interests of the society in which they work. NotW is the embodiment, when considering their view on what is ethical behaviour and their social responsibility strategy, of Milton Friedman's belief that, "there is one and only one social responsibility of business--to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud" (Friedman

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