Reducing the Risk of Whistleblowers

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Reducing the Risk of Whistleblowers There are varied motivations that drive whistleblowers to take action. As Schrieber (2006, 42) explains, whistleblowers manifest in myriad ways, "from disgruntled employees or customers to high-level executives trying to do what they see as the right thing." Thus, their motivations are just as likely to be altruistic as they are self-serving. Regardless, whistleblowing reflects poorly on the company and can severely damage the company's well-being, as the cases of Enron and Freddie Mac testify. There are, however, a number of measures that corporations can take to protect themselves. First, a company should anticipate that whistleblowing will occur; jaded employees invariably exist, and while a company should do their best to promote worker satisfaction, whistleblowing may still occur. Accordingly, the company should construct complaint procedures, internal investigation procedures, and a training program for managers and high-end officials, as this will allow them to quickly and efficiently deal with whistleblowing before it reaches a court of law. It is also necessary to keep track of employees' behavior, in order to identify the possibility of whistleblowing occurring before the event takes place. In order to protect whistleblowers, it is necessary to disclose as little as possible and avoid retaliation, which is illegal. A recent whistleblowing case resulting in $46.5 million dollars in settlement paid to a group of whistleblowers
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