1. The document discusses whistleblowing, which is when an employee discovers and reports corporate misconduct. There are two types: internal, where the employee reports to their supervisor, and external, where they report to law enforcement or the media. 2. For whistleblowing to be ethical, it must meet 5 conditions, including the misconduct seriously harming the public, exhausting internal reporting procedures, and having convincing evidence. Whistleblowing is unethical if motivated by financial gain or vendetta. 3. The document outlines laws protecting whistleblowers like the Whistleblower Protection Act of 1989 and mechanisms employers should have to handle whistleblower complaints. However, whistleblowing should be a last

1. Chapter 7 Blowing the Whistle McGraw-Hill

2. 7-2 “The word whistleblower suggests that you’re a tattletale or that you’re somehow disloyal… But I wasn’t disloyal in the least bit. People were dying. I was loyal to a higher order of ethical responsibility.” Dr. Jeffrey Wigand, ‘The Insider’

3. What is Whistle-Blowing? Whistleblower An employee who discovers corporate misconduct and chooses to bring it to the attention of others. Internal Whistle-blowing When an employee discovers corporate misconduct and brings it to the attention of his supervisor, who then follows established procedures to address the misconduct within the organization. External Whistle-blowing When an employee discovers corporate misconduct and chooses to bring it to the attention of law enforcement agencies and/or the media. 7-3

4. When is Whistle-Blowing Ethical? Ethical whistle-blowing must meet 5 conditions: 1. When the company, through a product or decision, will cause serious and considerable harm to the public (as consumers or bystanders), or break existing laws, the employee should report the organization. 2. When the employee identifies a serious threat of harm, he or she should report it and state his or her moral concern. 3. When the employee’s immediate supervisor does not act, the employee should exhaust the internal procedures and chain of command to the board of directors. 4. The employee must have documented evidence that is convincing to a reasonable, impartial observer that his or her view of the situation is accurate, and evidence that the firm’s practice, product or policy seriously threatens and puts in danger the public or product user. 5. The employee must have valid reasons to believe that revealing the wrongdoing to the public will result in the changes necessary to remedy the situation. 7-4

5. When is Whistle-Blowing Unethical? Whistle-blowing must be questioned if: Motivation is the opportunity for financial gain or media attention Employee is carrying out a vendetta against the company Key point – better be very sure of your facts and your evidence better be irrefutable before blowing the whistle 7-5

6. Qui Tam Lawsuits A lawsuit brought on behalf of the federal government by a whistle-blower under the False Claims Act of 1863 7-6

8. Coleen Rowley – FBI Staff Attorney

9. Cynthia Cooper – Internal Auditor at WorldCom7-7

10. The Duty to Respond Prior to 2002 – legal protection for whistle-blowers existed only through legislation that encouraged the moral behavior of employees who felt themselves compelled to speak out, without offering any safe-guards against retaliation The Whistleblower Protection Act of 1989: Addressed the issue of retaliation against federal employees 7-8

11. The Whistleblower Protection Act Imposed specific processing deadlines of complaints Guaranteed anonymity of the whistle-blower Required prompt payment of any portion of the settlement entitled to the whistle-blower 7-9

12. The Duty to Respond Employees who prevail in whistle-blowing cases are entitled to damages, which may include: Reinstatement to the same seniority status Back pay Interest All compensatory damages to make the employee whole “Special damages” 7-10

13. The Duty to Respond Mechanisms that employers need to put in place: A well-defined process to document how such complaints are handled An employee hotline to file such complaints A prompt and thorough investigation of all complaints A detailed report of all investigations 7-11

14. Whistle Blowing As a Last Resort Becoming a whistle-blower and taking a story public should be last resort After blowing the whistle on fraud: 90 percent were fired or demoted 27 percent faced lawsuits 26 percent had to seek psychiatric or physical care 25 percent suffered alcohol abuse 7-12

15. Whistle Blowing As a Last Resort 17 percent lost their homes 15 percent got divorced 10 percent attempted suicide 8 percent were bankrupted 7-13