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Vinten’s summation : Ethics and Corporate governance issues

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  1. Vinten summation has gained much attention among researchers with respect to earlier whistleblowing studies in the 1980s
  2. Typically, the aspect of whistleblowing is based on the perceived conflict between employees' rights to free speech and their organization's duty of loyalty
  3. In the attempt of alerting the authority regarding a wrongdoing, the result behaviour may be considered as immoral, especially when the information has not been made public
  4. Vinten's summation is very true to a great extent
  5. Given the bee-sting phenomenon, not all individuals would have the capacity to blow the whistle against their employers
  6. Whistleblowing is usually against organizations' values
  7. Voicing concerns may not constitute to dissent from an organizational practices
  8. Usually, the behaviour of whistleblowing assumes that something bad is happening within the organization
  9. The employee usually understands that the path to whistleblowing is not easy even when his or her intentions are not good, but malicious
  10. While the whistle-blower ends up losing the relationship completely
  11. Some of the individuals willing to blow the whistle based on malicious motives do so because they are protected by the law
  12. While whistleblowing behaviour threatens the career of those who initiate the practice, Crook (2000) points out that the practice makes organisations lose a turnover rate of between 2 and 5 percents
  13. Malpractices could typically occur in any organization and even at subgroups or section levels with the organization

The aim of this paper is to provide a critical discussion of Vinten's summation of the whistle-blowing that ?For one thing the whistle-blowing path is not easy, and the bee-sting phenomenon may often apply. One has only one sting to use, and by using it, may well kill off one's career.? In this assertion, Vinten is trying to associate the act/behaviour of whittle behaviour the bee-sting phenomenon. The bee-sting behaviour can only be used before the act jeopardises the whistle-blower's career. The case depicts an apparent dilemma that is often faced by genuine whistle-blowers in the course of attempting to rectify possible wrongdoings within the organizations in which they work.

[...] Similarly, an employee may be treated poorly by the management of a certain organization and decides to get back at his or her boss or the organization regarding such malpractice (Wortman, 2006). This employee may not complain about the poor treatment he or she is facing, but rather, any possible malpractice within the organization or by the boss (Ballantine 2000). The intentions of this employee are not good, but they ultimately contribute to the action of the law against such organization. The employee in this case may have a career with the organization get terminated or even face even worse treatment from the organization or the particular boss. [...]

[...] The whistle-blower from such a group usually has a great courage to speak out as compared to the rest. Other individuals within the same group even the superiors with the issue knowledge shy off for various reasons, which are all attributed to the difficult path of whistleblowing and the perceived bee-sting phenomenon. They thus decide to sacrifice their individual moral values against the societal moral values. The major reason is usually the protection of their careers, but the whistle-blower is ready to take the difficult path towards the bee-sting phenomenon (Dempster 1997). [...]

[...] Ethical decision-making: The effects of temporal immediacy, perspective-taking, moral courage and ethical work climate. (Doctor of Philosophy), University of Nebraska, Lincoln, Nebraska. Zipparo, L ?Encouraging Public Sector Employees to Report Workplace Corruption.' Australian Journal of Public Administration 58 83-93. [...]

[...] Employees in particular should understand summation of Vinten who seem to point out whistleblowing as a very risky strategy. The behaviour can lead to many forms of victimization in which the whistle-blower may destroy his or her career by having his or her job in the current organization terminated and even having his or her career reputation destroyed. This may cost the whistle-blower's life as far as his career is concerned. Therefore, the summation of Vinten are true although they don't fully apply where the whistleblowing individual are legally protected. [...]

[...] P. (1995). Effective whistle-blowing. Academy of Management. The Academy of Management Review, 679-708. Seligman, D ?Blowing whistles, Blowing smoke.' Forbes 164 Tsahuridu, E. E., & Vandekerckhove, W. (2008). Organisational whistleblowing policies: Making employees responsible or liable? Journal of Business Ethics, 107-118. Wortman, J. S. (2006). [...]

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