Whistleblowing at work

Abstract

The human phenomenon of speaking up about issues of critical concern, termed parrhesia, is often dated back to Socrates (Mansbach, 2009). Since the 1960s, this phenomenon has been labelled whistleblowing, when conducted by organizational members from within (Miceli et al., 2008). According to the narrative, the development of the term “whistleblowing” in organizational psychology grew out of the political situation in North America. The term developed in line with a growing political awareness of organizational wrongdoing (e.g., nuclear waste, medical malpractice and misconduct) and was linked to resistance and workers’ rights. Employee resistance depends on a variety of factors such as the individual characteristics and power of those involved, the organization and leadership as well as the national context. Reporting on one’s own unit or organization could result in various forms of retaliation and, in the worst-case scenario, could lead to threatened or actual death (e.g., Babita Deokaran, a South African whistleblower who blew the whistle on alleged fraud in the Gauteng Health Department during COVID-19). In the global attempt to provide and preserve democratic and sustainable workplaces, whistleblowing is a vital component.