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Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?

Author

Listed:
  • Jarle Løwe Sørensen

    (USN School of Business, University of South-Eastern Norway, 3603 Kongsberg, Norway)

  • Ann Mari Nilsen Gaup

    (USN School of Business, University of South-Eastern Norway, 3603 Kongsberg, Norway)

  • Leif Inge Magnussen

    (USN School of Business, University of South-Eastern Norway, 3603 Kongsberg, Norway)

Abstract

This organizational study aims to explore whistleblowing in Norwegian Municipalities. The purpose is to explore whether employees perceive that their workplace has a well-functioning reporting system, to investigate what kind of rewards, if any, the employees considered most desirable, and to map, if any, the relationship between all types of compensation and the willingness to notify within one’s own organization. This study reports on 2018 interview data from a medium-sized Norwegian municipality. The main findings indicated that the municipally exhibits little perceived every-day focus on fighting corruption and that the employees have limited knowledge of the systems and routines available to them. Further, results showed that multiple factors influenced the employee’s willingness to report and receive compensation. Especially was increased management recognition and a more clearly formalized reporting processes perceived as important motivation factors. This study contributes to organization and leadership studies and identifies problem areas, possibly helping managers and organizers focus further on the importance of anti-corruption work and whistleblowing processes within organizations. Further studies are recommended to increase the field of knowledge related to employees’ willingness and motivation to notify when they witness workplace corruption.

Suggested Citation

  • Jarle Løwe Sørensen & Ann Mari Nilsen Gaup & Leif Inge Magnussen, 2020. "Whistleblowing in Norwegian Municipalities—Can Offers of Reward Influence Employees’ Willingness and Motivation to Report Wrongdoings?," Sustainability, MDPI, vol. 12(8), pages 1-12, April.
    • Handle: RePEc:gam:jsusta:v:12:y:2020:i:8:p:3479-:d:349884
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    References listed on IDEAS

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    1. Near, Janet P. & Miceli, Marcia P., 2016. "After the wrongdoing: What managers should know about whistleblowing," Business Horizons, Elsevier, vol. 59(1), pages 105-114.
    2. Janet P. Near & Terry Morehead Dworkin & Marcia P. Miceli, 1993. "Explaining the Whistle-Blowing Process: Suggestions from Power Theory and Justice Theory," Organization Science, INFORMS, vol. 4(3), pages 393-411, August.
    3. Arvind K. Jain, 2001. "Corruption: A Review," Journal of Economic Surveys, Wiley Blackwell, vol. 15(1), pages 71-121, February.
    4. Tom Redman & Ed Snape, 2005. "Unpacking Commitment: Multiple Loyalties and Employee Behaviour," Journal of Management Studies, Wiley Blackwell, vol. 42(2), pages 301-328, March.
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    Cited by:

    1. Jawad Khan & Imran Saeed & Muhammad Zada & Amna Ali & Nicolás Contreras-Barraza & Guido Salazar-Sepúlveda & Alejandro Vega-Muñoz, 2022. "Examining Whistleblowing Intention: The Influence of Rationalization on Wrongdoing and Threat of Retaliation," IJERPH, MDPI, vol. 19(3), pages 1-20, February.

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