Do Good Workplace Relationships Encourage Employee Whistle-Blowing?

References

• Adkins, C. L., Ravlin, E. C., & Meglino, B. M. (1996). Value congruence between co-workers and its relationship to work outcomes. Group & Organization Management, 21(4), 439–460. doi:10.1177/1059601196214005
   Web of Science ®Google Scholar
• Bowman, J. S. (1980). Whistle-blowing in the public service: An overview of the issues. Review of Public Personnel Administration, 1(1), 15–27. doi:10.1177/0734371x8000100102
   Google Scholar
• Bowman, J. S., & Knox, C. C. (2008). Ethics in government: No matter how long and dark the night. Public Administration Review, 68(4), 627–639. doi:10.1111/j.1540-6210.2008.00903.x
   Web of Science ®Google Scholar
• Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory, 8(3), 413–440. doi:10.1093/oxfordjournals.jpart.a024390
   Google Scholar
• Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees? Review of Public Personnel Administration, 27(4), 361–379. doi:10.1177/0734371x07307149
   Google Scholar
• Bright, L. (2008). Does public service motivation really make a difference on the job satisfaction and turnover intentions of public employees? The American Review of Public Administration, 38(2), 149–166. doi:10.1177/0275074008317248
   Web of Science ®Google Scholar
• Caillier, J. G. (2012). The impact of teleworking on work motivation in a US federal government agency. The American Review of Public Administration, 42(4), 461–480. doi:10.1177/0275074011409394
   Web of Science ®Google Scholar
• Caillier, J. G. (2012). Agency retaliation against whistle-blowers: Factors affecting employee perceptions. Public Integrity, 15(1), 29–50. doi:10.2753/PIN1099-9922150102
   Google Scholar
• Caillier, J. G. (2015). Transformational leadership and whistle-blowing attitudes: Is this relationship mediated by organizational commitment and public service motivation? The American Review of Public Administration, 45(4), 458–475. doi:10.1177/0275074013515299
   Web of Science ®Google Scholar
• Caillier, J. G. (2017). Public service motivation and decisions to report wrongdoing in US Federal Agencies: Is this relationship mediated by the seriousness of the wrongdoing. The American Review of Public Administration, 47(7), 810–825. doi:10.1177/0275074015626299
   Web of Science ®Google Scholar
• Caillier, J. G., & Sa, Y. (2017). Do transformational-oriented leadership and transactional-oriented leadership have an impact on whistle-blowing attitudes? A longitudinal examination conducted in US federal agencies. Public Management Review, 19(4), 406–422. doi:10.1080/14719037.2016.1177109
   Web of Science ®Google Scholar
• Chang, Y., Wilding, M., & Shin, M. C. (2017). Determinants of whistleblowing intention: evidence from the South Korean government. Public Performance & Management Review, 40(4), 676–700. doi:10.1080/15309576.2017.1318761
   Web of Science ®Google Scholar
• Chiu, R. K. (2003). Ethical judgment and whistleblowing intention: Examining the moderating role of locus of control. Journal of Business Ethics, 43(1), 65–74. doi:10.1023/A:1022911215204
   Web of Science ®Google Scholar
• Cho, Y. J., & Lewis, G. B. (2012). Turnover intention and turnover behavior: Implications for retaining federal employees. Review of Public Personnel Administration, 32(1), 4–23.
   Web of Science ®Google Scholar
• Cho, Y. J., & Sai, N. (2013). Does organizational justice matter in the federal workplace? Review of Public Personnel Administration, 33(3), 227–251. doi:10.1177/0734371X12458126
   Web of Science ®Google Scholar
• Choi, S., & Rainey, H. G. (2010). Managing diversity in US federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70(1), 109–121. doi:10.1111/j.1540-6210.2009.02115.x
   Web of Science ®Google Scholar
• Christensen, R. K., & Wright, B. E. (2011). The effects of public service motivation on job choice decisions: Disentangling the contributions of person-organization fit and person-job fit. Journal of Public Administration Research and Theory, 21(4), 723–743. doi:10.1093/jopart/muq085
   Web of Science ®Google Scholar
• Chuang, A., Shen, C., & Judge, T. A. (2016). Development of a multidimensional instrument of person–environment fit: The perceived Person–Environment fit scale (PPEFS). Applied Psychology, 65(1), 66–98. doi:10.1111/apps.12036
   Web of Science ®Google Scholar
• Coggburn, J. D., Battaglio, R. P., Bowman, J. S., Condrey, S. E., Goodman, D., & West, J. P. (2009). State government human resource professionals' commitment to employment at will. The American Review of Public Administration, 40(2), 189–208. doi:10.1177/0275074009333596
   Web of Science ®Google Scholar
• Cooper, T. L. (2004). Big questions in administrative ethics: A need for focused, collaborative effort. Public Administration Review, 64(4), 395–407. doi:10.1111/j.1540-6210.2004.00386.x
   Web of Science ®Google Scholar
• Cortina, L. M., & Magley, V. J. (2003). Raising voice, risking retaliation: Events following interpersonal mistreatment in the workplace. Journal of Occupational Health Psychology, 8(4), 247–265. doi:10.1037/1076-8998.8.4.247
   PubMedGoogle Scholar
• De Graaf, G. (2010). A report on reporting: Why peers report integrity and law violations in public organizations. Public Administration Review, 70(5), 767–779. doi:10.1111/j.1540-6210.2010.02204.x
   Web of Science ®Google Scholar
• deHaven-Smith, L. (2011). Myth and reality of whistleblower protections: Official behavior at the top. Public Integrity, 13(3), 207–220. doi:10.2753/pin1099-9922130302
   Google Scholar
• Dozier, J. B., & Miceli, M. P. (1985). Potential predictors of whistle-blowing: A prosocial behavior perspective. Academy of Management Review, 10(4), 823–836. doi:10.5465/amr.1985.4279105
   Web of Science ®Google Scholar
• Fernandez, S., Resh, W. G., Moldogaziev, T., & Oberfield, Z. W. (2015). Assessing the past and promise of the Federal Employee Viewpoint Survey for public management research: A research synthesis. Public Administration Review, 75(3), 382–394.
   Web of Science ®Google Scholar
• Gertz, S. C. (2008). At-will employment: Origins, applications, exceptions and expansions in the public service. International Journal of Public Administration, 31(5), 489–514. doi:10.1080/01900690701624105
   Google Scholar
• Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In L. L. Cummings and B. Staw, edited by Research in Organizational Behavior Vol. 9, 175–208. Greenwich, CT: JAI Press.
   Google Scholar
• Graen, G. B., & Uhl-Bien, M. (1995). Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247. doi:10.1016/1048-9843(95)90036-5
   Web of Science ®Google Scholar
• Gundlach, M. J., Douglas, S. C., & Martinko, M. J. (2003). The decision to blow the whistle: A social information processing framework. Academy of Management Review, 28(1), 107–123. doi:10.2307/30040692
   Web of Science ®Google Scholar
• Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent research on performance and effectiveness. Annual Review of Psychology, 47(1), 307–338. doi:10.1146/annurev.psych.47.1.307
   PubMed Web of Science ®Google Scholar
• Higgins, C. A., & Judge, T. A. (2004). The effect of applicant influence tactics on recruiter perceptions of fit and hiring recommendations: A field study. Journal of Applied Psychology, 89(4), 622–632. doi:10.1037/0021-9010.89.4.622
   PubMed Web of Science ®Google Scholar
• Hobman, E. V., Bordia, P., & Gallois, C. (2003). Consequences of feeling dissimilar from others in a work team. Journal of Business and Psychology, 17(3), 301–325. doi:10.1023/A:1022837207241
   Web of Science ®Google Scholar
• Johnson, R. A. (2003). Whistleblowing: When it works and Why. Boulder, CO: Lynne Rienner Publishers.
   Google Scholar
• Jos, P. H. (1991). The nature and limits of the whistleblower's contribution to administrative responsibility. The American Review of Public Administration, 21(2), 105–118. doi:10.1177/027507409102100202
   Google Scholar
• Jos, P. H., Tompkins, M. E., & Hays, S. W. (1989). In praise of difficult people: A portrait of the committed. Public Administration Review, 49(6), 552–561. doi:10.2307/976577
   Web of Science ®Google Scholar
• Judge, T. A., & Ferris, G. R. (1992). The elusive criterion of fit in human resources staffing decisions. Human Resource Planning, 15(4), 47–68. doi:10.1016/s0742-7301(05)24007-0
   Google Scholar
• Kennedy, S. S., & Malatesta, D. (2010). A very tangled web public and private redux. Administration & Society, 42(1), 101–118. doi:10.1177/0095399710362719
   Web of Science ®Google Scholar
• King, G. (1997). The effects of interpersonal closeness and issue seriousness on blowing the whistle. Journal of Business Communication, 34(4), 419–436. doi:10.1177/002194369703400406
   Google Scholar
• King, G. (1999). The implications of an organization's structure on whistleblowing. Journal of Business Ethics, 20(4), 315–326. doi:10.1023/A:1006028417000
   Web of Science ®Google Scholar
• Kristof, A. L. (1996). Person‐organization fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1–49. doi:10.1111/j.1744-6570.1996.tb01790.x
   Web of Science ®Google Scholar
• Kristof‐Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of individuals'fit at work: A meta‐analysis of person–job, person–organization, person–group, and person–supervisor fit. Personnel Psychology, 58(2), 281–342. doi:10.1111/j.1744-6570.1996.tb01790.x
   Web of Science ®Google Scholar
• Lee, S., & Whitford, A. B. (2008). Exit, voice, loyalty, and pay: Evidence from the public workforce. Journal of Public Administration Research and Theory, 18(4), 647–671. doi:10.2139/ssrn.782766
   Web of Science ®Google Scholar
• Levi, D. (2007). Group Dynamics for Teams (2nd ed.). Thousand Oaks, CA: Sage Publications.
   Google Scholar
• Lewin, K. (1951). Field theory in Social Science: Selected Theoretical Papers. New York: Harper & Row.
   Google Scholar
• Lewis, C. W., & Gilman, S. C. (2005). The ethics challenge in public service: A problem-solving guide. San Francisco, CA: John Wiley & Sons.
   Google Scholar
• Lewis, D. (1995). Whistleblowers and job security. The Modern Law Review, 58(2), 208–221. doi:10.1111/j.1468-2230.1995.tb02004.x
   Google Scholar
• Liao, H., Joshi, A., & Chuang, A. (2004). Sticking out like a sore thumb: Employee dissimilarity and deviance at work. Personnel Psychology, 57(4), 969–1000. doi:10.1111/j.1744-6570.2004.00012.x
   Web of Science ®Google Scholar
• Long, J. S., & Freese, J. (2006). Regression models for categorical dependent variables using Stata. (2nd ed.). College Station, TX: Stata Press.
   Google Scholar
• Meglino, B. M., Ravlin, E. C., & Adkins, C. L. (1989). A work values approach to corporate culture: A field test of the value congruence process and its relationship to individual outcomes. Journal of Applied Psychology, 74(3), 424–432. doi:10.1037/0021-9010.74.3.424
   Web of Science ®Google Scholar
• Mesmer-Magnus, J. R., & Viswesvaran, C. (2005). Whistleblowing in organizations: An examination of correlates of whistleblowing intentions, actions, and retaliation. Journal of Business Ethics, 62(3), 277–297. doi:10.1007/s10551-005-0849-1
   Web of Science ®Google Scholar
• Miceli, M. P., & Near, J. P. (1984). The relationships among beliefs, organizational position, and whistle-blowing status: A discriminant analysis. Academy of Management Journal, 27(4), 687–705. doi:10.2307/255873
   Web of Science ®Google Scholar
• Miceli, M. P., & Near, J. P. (1985). Characteristics of organizational climate and perceived wrongdoing associated with whistle-blowing decisions. Personnel Psychology, 38(3), 525–544. doi:10.1111/j.1744-6570.1985.tb00558.x
   Web of Science ®Google Scholar
• Miceli, M. P., & Near, J. P. (1992). Blowing the whistle: The organizational and legal implications for companies and employees. New York, NY: Lexington Books.
   Google Scholar
• Miceli, M. P., & Near, J. P. (2005). Standing up or standing by: What predicts blowing the whistle on organizational wrongdoing? In J. J. Martocchio (Ed.), Research in personnel and human resources management (Vol. 24, pp. 95–136). Greenwich, CT: JAI Press.
   Google Scholar
• Miceli, M. P., Rehg, M., Near, J. P., & Ryan, K. C. (1999). Can laws protect whistle-blowers? results of a naturally occurring field experiment. Work and Occupations, 26(1), 129–151. doi:10.1177/0730888499026001007
   Web of Science ®Google Scholar
• Miethe, T. D. (1999). Whistleblowing at work: Tough choices in exposing fraud, waste, and abuse on the job. Boulder, CO: Westview Press.
   Google Scholar
• Miller, D. L., & Thomas, S. (2005). The impact of relative position and relational closeness on the reporting of unethical acts. Journal of Business Ethics, 61(4), 315–328. doi:10.1007/s10551-005-8771-0
   Web of Science ®Google Scholar
• Near, J. P., & Miceli, M. P. (1985). Organizational dissidence: The case of whistle-blowing. Journal of Business Ethics, 4(1), 1–16. doi:10.1007/bf00382668
   Web of Science ®Google Scholar
• Near, J. P., & Miceli, M. P. (1995). Effective-whistle blowing. Academy of Management Review, 20(3), 679–708. doi:10.5465/AMR.1995.9508080334
   Web of Science ®Google Scholar
• Near, J. P., & Miceli, M. P. (1996). Whistle-blowing: Myth and reality. Journal of Management, 22(3), 507–526. doi:10.1177/014920639602200306
   Web of Science ®Google Scholar
• Near, J. P., & Miceli, M. P. (2008). Wrongdoing, whistle-blowing, and retaliation in the US government what have researchers learned from the merit systems protection board (MSPB) survey results? Review of Public Personnel Administration, 28(3), 263–281. doi:10.1177/0734371x08319153
   Web of Science ®Google Scholar
• Oberfield, Z. W. (2012). Public management in time: A longitudinal examination of the full range of leadership theory. Journal of Public Administration Research and Theory 24(2), 407–429. doi:10.1093/jopart/mus060
   Web of Science ®Google Scholar
• O’Leary, R. (2010). Guerrilla employees: Should managers nurture, tolerate, or terminate them? Public Administration Review, 70(1), 8–19. doi:10.1111/j.1540-6210.2009.02104.x
   Web of Science ®Google Scholar
• O’Leary, R. (2014). The ethics of dissent: Managing guerrilla government (2nd ed.). Thousand Oaks, CA: CQ Press.
   Google Scholar
• Park, H., & Blenkinsopp, J. (2009). Whistleblowing as planned behavior–A survey of south korean police officers. Journal of Business Ethics, 85(4), 545–556. doi:10.1007/s10551-008-9788-y
   Web of Science ®Google Scholar
• Pitts, D., Marvel, J., & Fernandez, S. (2011). So hard to say goodbye? Turnover intention among US federal employees. Public Administration Review, 71(5), 751–760. doi:10.1111/j.1540-6210.2011.02414.x
   Web of Science ®Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Lee, J., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903. doi:10.1037/0021-9010.88.5.879
   PubMed Web of Science ®Google Scholar
• Rainey, H. G. (2009). Understanding and Managing Public Organizations. San Francisco, CA: John Wiley & Sons.
   Google Scholar
• Rehg, M. T., Miceli, M. P., Near, J. P., & Van Scotter, J. R. (2008). Antecedents and outcomes of retaliation against whistleblowers: Gender differences and power relationships. Organization Science, 19(2), 221–240. doi:10.1287/orsc.1070.0310
   Web of Science ®Google Scholar
• Riordan, C. M., & Shore, L. M. (1997). Demographic diversity and employee attitudes: An empirical examination of relational demography within work units. Journal of Applied Psychology, 82(3), 342–358. doi:10.1037/0021-9010.82.3.342
   Web of Science ®Google Scholar
• Rosenbloom, D. H., & Gong, T. (2013). Coproducing “clean” collaborative governance: Examples from the united states and china. Public Performance & Management Review, 36(4), 544–561. doi:10.2753/pmr1530-9576360403
   Web of Science ®Google Scholar
• Rosenbloom, D. H., & Piotrowski, S. J. (2005). Outsourcing the constitution and administrative law norms. The American Review of Public Administration, 35(2), 103–121. doi:10.1177/0275074004272619
   Web of Science ®Google Scholar
• Schriesheim, C. A., Castro, S. L., & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices. The Leadership Quarterly, 10(1), 63–113. doi:10.1016/s1048-9843(99)80009-5
   Web of Science ®Google Scholar
• Sims, R. L., & Keenan, J. P. (1998). Predictors of external whistleblowing: Organizational and intrapersonal variables. Journal of Business Ethics, 17(4), 411–421. doi:10.1023/A:1005763807868
   Web of Science ®Google Scholar
• Smith, R. (2010). The role of whistle-blowing in governing well: Evidence from the Australian public sector. The American Review of Public Administration, 40(6), 704–721. doi:10.1177/0275074010370201
   Web of Science ®Google Scholar
• Starks, G. L. (2007). The effect of person–job fit on the retention of top college graduates in federal agencies. Review of Public Personnel Administration, 27(1), 59–70. doi:10.1177/0734371x06291156
   Google Scholar
• Strauss, J. P., Barrick, M. R., & Connerley, M. L. (2001). An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking. Journal of Occupational and Organizational Psychology, 74(5), 637–657. doi:10.1348/096317901167569
   Web of Science ®Google Scholar
• Sulzner, G. T. (2009). Creating a strong disclosure-of-wrongdoing regime: The role of the public service integrity officer of Canada. Public Integrity, 11(2), 171–188. doi:10.2753/PIN1099-9922110204
   Google Scholar
• U.S. Office of Personnel Management (OPM). (2015). Federal Employee Viewpoint Survey: Employees Influencing Change. Washington, DC: OPM.
   Google Scholar
• Van Vianen, A. E., Shen, C., & Chuang, A. (2011). Person–organization and person–supervisor fits: Employee commitments in a Chinese context. Journal of Organizational Behavior, 32(6), 906–926. doi:10.1002/job.726
   Web of Science ®Google Scholar
• Van Wart, M. (2012). Leadership in public organizations: An introduction (2nd ed.). New York, NY: Routledge.
   Google Scholar
• Vandenabeele, W., Hondeghem, A., & Steen, T. (2004). The civil service as an employer of choice in Belgium: How work orientations influence the attractiveness of public employment. Review of Public Personnel Administration, 24(4), 319–333. doi:10.1177/0734371X04269371
   Google Scholar
• Verquer, M. L., Beehr, T. A., & Wagner, S. H. (2003). A meta-analysis of relations between person–organization fit and work attitudes. Journal of Vocational Behavior, 63(3), 473–489. doi:10.1016/S0001-8791(02)00036-2
   Web of Science ®Google Scholar
• Vigoda-Gadot, E. R. A. N., & Meiri, S. (2008). New public management values and person-organization fit: A socio-psychological approach and empirical examination among public sector personnel. Public Administration, 86(1), 111–131. doi:10.1111/j.1467-9299.2007.00703.x
   Web of Science ®Google Scholar
• Werbel, J. D., & Johnson, D. J. (2001). The use of person–group fit for employment selection: A missing link in person–environment fit. Human Resource Management, 40(3), 227–240. doi:10.1002/hrm.1013
   Web of Science ®Google Scholar
• Wright, B. E., & Pandey, S. K. (2008). Public service motivation and the assumption of person—Organization fit: Testing the mediating effect of value congruence. Administration & Society, 40(5), 502–521. doi:10.1177/0095399708320187
   Web of Science ®Google Scholar
• Yang, K. (2009). Institutional congruence, ideas, and anticorruption policy: The case of china and the united states. Public Administration Review, 69(s1), S142–S150. doi:10.1111/j.1540-6210.2009.02102.x
   Google Scholar