INDIVIDUAL DIFFERENCES AND WHISTLE-BLOWING.

Abstract

Previous research has identified many situational factors that predict reactions to organizational wrongdoing (such as whistle-blowing to correct it), but relatively little research has focused on the role of individual difference factors. A recent model of whistle-blowing refined previous models and further developed theory about how individual differences affect reactions to organizational wrongdoing. However, to date, no published studies have tested this model. This study presents data from an employee survey and organizational records in a large governmental unit employing both military and civilian employees. Results provided strong support for the refined model. Observers of perceived wrongdoing had higher negative affectivity scores, while whistle-blowers had more proactive personalities and higher positive affectivity, than did some other employee groups. Non-observers and observers who believed wrongdoing was being corrected scored highest on self-efficacy for whistle-blowing and perceived organizational support. Implications for managerial practice and research are discussed.