The Whistleblowing Process

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Abstract
Little empirical work has been completed on the whistleblowing process in organizations. This study examines questionnaire data from 72 respondents who blew the whistle on their employers with regard to alleged sex discrimination. Results indicate that whistleblowers considered the process to be more effective when their cases were determined to have merit and when they felt they had succeeded in changing management's attitudes. Retaliation by employer had little influence on whether the whistleblower considered the process to be effective. Further, retaliation was less likely to occur when the whistleblower's case was determined to have merit.