Part 2

Table of Contents

7. Support for whistleblowing among managers: exploring job satisfaction and awareness of obligations

Introduction

Research focus and method

Managers, job satisfaction and support for whistleblowing

Does job satisfaction relate to whistleblowing support?

Comparing support for whistleblowing across levels of job satisfaction for managers and non-managers

Predictors of support for whistleblowing

Managers, job satisfaction and knowledge of whistleblowing procedures

Predictors of knowledge of whistleblowing reporting procedures

Managers and knowledge of whistleblowing legislation

Discussion and conclusions

8. Investigations: improving practice and building capacity

Introduction

Who conducts investigations?

Internal investigators

External investigators

Training and qualifications of investigators

Comparing investigation practices across agencies

Discussion and conclusions

9. Internal witness support: the unmet challenge

Introduction

Internal witness support programs

Agency procedures and systems

Scale and uptake of internal witness support programs

Sources and methods of internal witness support

Who does provide support?

Who do case-handlers and managers see as providing support?

What are the strategies for support?

Reprisals, risk assessment and responses

Reprisal risk assessment

Responses to reprisals

Discussion and conclusions

10. Evaluating agency responses: the comprehensiveness and impact of whistleblowing procedures

Introduction

Awareness of, and confidence in, legislation

Awareness of legislation

Confidence in legislation

Comprehensiveness of policies and procedures

Impact and effectiveness of procedures

Awareness of, and confidence in, procedures

Impact and effectiveness

Evaluating specific areas of the procedures

Discussion and conclusions

11. Best-practice whistleblowing legislation for the public sector: the key principles

Introduction

Organisational systems for encouraging and managing whistleblowing

Comprehensive definitions and application

Minimum standards for agency obligations and procedures

Central clearing house, monitoring and oversight role

Realistic compensation mechanisms

Recognising public whistleblowing

The case for reform

The nature of reform

Best-practice legislation: the key principles

Overview

Principles

Discussion and conclusions

12. Project findings: an agenda for action

A new picture of whistleblowing

Lessons and challenges

Case-handlers and integrity managers

Chief executives and senior management

Lessons for government

Key findings: an agenda for action

1. More comprehensive agency systems for recording and tracking employee reports of wrongdoing

2. Agency procedures for assessing and monitoring the risk of reprisals (or other conflict) for those who report

3. Clearer and better advice for employees on the range of avenues available for reporting wrongdoing

4. Basic training for public sector managers in how to recognise and respond to possible public interest disclosures

5. A program of training for internal investigators in basic techniques, with special attention to issues of internal witness management

6. Adoption and expansion of structured support programs for employees who report wrongdoing

7. Improved mechanisms for monitoring the welfare of employees who report wrongdoing, from the point of first report

8. More detailed and flexible agency procedures for the investigation and remediation of reprisals and breaches of duty of care

9. A dedicated oversight agency or unit for the coordination of responses to employee-reported wrongdoing

10. Legislative action to provide more effective organisational systems and realistic compensation mechanisms and to recognise public whistleblowing

Future research