Whistle-blowers get protection in KPK, Pakistan led by Pakistan Tehreek e Insaf (PTI): Implications for Talent Management/HRM
Recently, the government of KPK, led by PTI has approved the right to information bill through which the “whistle-blowers” have been provided legal protection. The Act is called “The Khyber PakhtunKhwaWhistle-blower Protection and Vigilance Commission Act, 2015”. The purpose of this act as stated in the draft is: “to enable the citizens of the Khyber Pakhtunkhwa to make public interest disclosure that relates to the irregular, illegal or corrupt practices and to protect them from disadvantageous measures, give them rewards for such public interest disclosure and for matters connected therewith and ancillary thereto.”
What does it means?
It means that the law will provide legal protection to the whistle-blowers from any legal, administrative or employee related reprisals, for prompting the authorities on
Is whistle blowing ethical or unethical?
Experts from academia and professionals both have divided opinion on the whistle blower policy such as the one recently approved by KPK.
Among them, some academics and professionals are against such practices as they believe that employees have signed a contract with their employers to remain loyal with them under all circumstances. Peter Drucker, the famous management guru for example, is known for his stance against the whistle blower policy as he sees such behaviors of employees as betrayal with their employers as these acts brings embarrassment to their organizations which in turn affect its reputation.
However, given the large scale corporate scandals around the world, where after investigations, the corrupt behaviors of the executives (individuals) have been proved; different stakeholders and pressure groups call for strict rules and regulations such as the whistle blower policy.
Therefore, in support of this policy, scholars and professional argue that by highlighting the wrongdoers and their corrupt behaviors is the actual demonstration of loyalty with their organizations. They believe that for organizations to sustain and grow over the longer period, corruption and wrongdoings must be curbed to emanate the image of being an ethical organization. This is very essence of being a socially responsible organization i.e. Corporate Social Responsibility (CSR).
This assertion has also been supported by numerous studies available in various leading journals around the world. For example, studies suggest that employees’ corporate attractions, their commitment and ultimately their performance will be enhanced if they perceive that their organizations are ethical and moral and fulfilling their CSR obligations. More recent studies suggest that demonstration of ethical and moral behaviors (CSR) by firms may also reduce the negative work behaviors such as stealing, cheating, corruption and wastage of organizational resources. Similarly, other studies suggest the customers’ satisfaction can be enhanced by being ethical and moral.
Implications of Whistle-blower Act for Talent Management practices:
Our experts suggest that for organizations to compete in this new paradigm of increased consumer awareness, strict government rules and regulations and the call for reforms from different stakeholders’ groups, the law certainly have some implications for organizations, particularly, from the Talent Management/HRM perspective, given the focus of this article.
1. Organizational culture:
It is widely believed that the law will tremendously empower employees to highlight the wrongdoings in their concerned organizations without the fear of any negative consequences. Essentially, such a corporate culture will be required which can curb the corrupt practices performed by any employee on his own or organization’s behalf. Consequently, the authorities are hoping that the act will improve efficiency in the business operations particularly, in the public sector organizations including different Government departments and ministries. They must therefore, need such an organizational culture which espouse to more ethical and moral conduct of employees.
2. Talent Attraction & Acquisition
Such a talent attraction and acquisition policies may be needed which is fair and solely on merit. However, given the requirements of the new organizational culture, the talent attraction and acquisition process must also test individuals on their moral and ethical beliefs and make this as an important behavioral competency for performing the job well. Different behavioral, psychological and personality tests may be used as part of the acquisition process. These types of tests are readily available and adoption of the same is not a difficult task.
3. Talent Development
The third important implication is the talent’s training & development policies of the organization. The focus must not stop at the acquiring talent only rather, the organization must clearly explain acceptable behaviors at the time of orientation of new hires. The employee handbook must also clearly explain the dos and don’ts as far as the ethical and moral behaviors are concerned. Furthermore, various developmental programs and refresher courses may also be needed to reinforce such behaviors in the organization. Training on other soft skills would also enhance the ability of employees to tackle different wrong practices such as communication, conflict resolution, anger management and emotional intelligence etc.
4. Performance Appraisal and Reward System
To further reinforce the ethical and moral behaviors among employees, organization must also rate employees on their behavioral aspects along with other requirements. For example, how many times has an individual highlighted and reported any wrongdoings of any individual?
Such behaviors must be rewarded too. However, it must be noted that individuals who blow the whistle are usually moral people who believe that it is their moral obligation to highlight unethical behaviors. Therefore, they may not be motivated on mere monetary rewards. These people may also need support, recognition, career progression opportunity and most of all respect from other colleagues particularly, from seniors.
5. Organizational Communication
Internal organizational communication is a key for spotting individuals who adhere to wrongdoings. If organizations have internal strong communication channels through which they can quickly and easily report suspicious or unlawful activities of individuals to their superiors without the fear of reprisal, then they won’t go anywhere else. For this purpose, the leadership must itself be fair,
honest and demonstrate high standards of morality. A strong support system may be needed to encourage, reward and reinforce such behaviors of spotting and reporting wrongdoings in order to avoid embarrassments because reporting to external bodies i.e. governmental commissions usually attracts widespread media attention which may affect organizational reputation.
Source
Recently, the government of KPK, led by PTI has approved the right to information bill through which the “whistle-blowers” have been provided legal protection. The Act is called “The Khyber PakhtunKhwaWhistle-blower Protection and Vigilance Commission Act, 2015”. The purpose of this act as stated in the draft is: “to enable the citizens of the Khyber Pakhtunkhwa to make public interest disclosure that relates to the irregular, illegal or corrupt practices and to protect them from disadvantageous measures, give them rewards for such public interest disclosure and for matters connected therewith and ancillary thereto.”
What does it means?
It means that the law will provide legal protection to the whistle-blowers from any legal, administrative or employee related reprisals, for prompting the authorities on
- Any misconducts which may risk harm to the health and safety of the public, the environment consumer interest, fair competition or
- An action of corruption or corrupt practices, or
- An intend to show a criminal or unlawful offense committed or is likely to be committed, or
- An action that may lead to miscarriage of justice.
Is whistle blowing ethical or unethical?
Experts from academia and professionals both have divided opinion on the whistle blower policy such as the one recently approved by KPK.
Among them, some academics and professionals are against such practices as they believe that employees have signed a contract with their employers to remain loyal with them under all circumstances. Peter Drucker, the famous management guru for example, is known for his stance against the whistle blower policy as he sees such behaviors of employees as betrayal with their employers as these acts brings embarrassment to their organizations which in turn affect its reputation.
However, given the large scale corporate scandals around the world, where after investigations, the corrupt behaviors of the executives (individuals) have been proved; different stakeholders and pressure groups call for strict rules and regulations such as the whistle blower policy.
Therefore, in support of this policy, scholars and professional argue that by highlighting the wrongdoers and their corrupt behaviors is the actual demonstration of loyalty with their organizations. They believe that for organizations to sustain and grow over the longer period, corruption and wrongdoings must be curbed to emanate the image of being an ethical organization. This is very essence of being a socially responsible organization i.e. Corporate Social Responsibility (CSR).
This assertion has also been supported by numerous studies available in various leading journals around the world. For example, studies suggest that employees’ corporate attractions, their commitment and ultimately their performance will be enhanced if they perceive that their organizations are ethical and moral and fulfilling their CSR obligations. More recent studies suggest that demonstration of ethical and moral behaviors (CSR) by firms may also reduce the negative work behaviors such as stealing, cheating, corruption and wastage of organizational resources. Similarly, other studies suggest the customers’ satisfaction can be enhanced by being ethical and moral.
Implications of Whistle-blower Act for Talent Management practices:
Our experts suggest that for organizations to compete in this new paradigm of increased consumer awareness, strict government rules and regulations and the call for reforms from different stakeholders’ groups, the law certainly have some implications for organizations, particularly, from the Talent Management/HRM perspective, given the focus of this article.
1. Organizational culture:
It is widely believed that the law will tremendously empower employees to highlight the wrongdoings in their concerned organizations without the fear of any negative consequences. Essentially, such a corporate culture will be required which can curb the corrupt practices performed by any employee on his own or organization’s behalf. Consequently, the authorities are hoping that the act will improve efficiency in the business operations particularly, in the public sector organizations including different Government departments and ministries. They must therefore, need such an organizational culture which espouse to more ethical and moral conduct of employees.
2. Talent Attraction & Acquisition
Such a talent attraction and acquisition policies may be needed which is fair and solely on merit. However, given the requirements of the new organizational culture, the talent attraction and acquisition process must also test individuals on their moral and ethical beliefs and make this as an important behavioral competency for performing the job well. Different behavioral, psychological and personality tests may be used as part of the acquisition process. These types of tests are readily available and adoption of the same is not a difficult task.
3. Talent Development
The third important implication is the talent’s training & development policies of the organization. The focus must not stop at the acquiring talent only rather, the organization must clearly explain acceptable behaviors at the time of orientation of new hires. The employee handbook must also clearly explain the dos and don’ts as far as the ethical and moral behaviors are concerned. Furthermore, various developmental programs and refresher courses may also be needed to reinforce such behaviors in the organization. Training on other soft skills would also enhance the ability of employees to tackle different wrong practices such as communication, conflict resolution, anger management and emotional intelligence etc.
4. Performance Appraisal and Reward System
To further reinforce the ethical and moral behaviors among employees, organization must also rate employees on their behavioral aspects along with other requirements. For example, how many times has an individual highlighted and reported any wrongdoings of any individual?
Such behaviors must be rewarded too. However, it must be noted that individuals who blow the whistle are usually moral people who believe that it is their moral obligation to highlight unethical behaviors. Therefore, they may not be motivated on mere monetary rewards. These people may also need support, recognition, career progression opportunity and most of all respect from other colleagues particularly, from seniors.
5. Organizational Communication
Internal organizational communication is a key for spotting individuals who adhere to wrongdoings. If organizations have internal strong communication channels through which they can quickly and easily report suspicious or unlawful activities of individuals to their superiors without the fear of reprisal, then they won’t go anywhere else. For this purpose, the leadership must itself be fair,
honest and demonstrate high standards of morality. A strong support system may be needed to encourage, reward and reinforce such behaviors of spotting and reporting wrongdoings in order to avoid embarrassments because reporting to external bodies i.e. governmental commissions usually attracts widespread media attention which may affect organizational reputation.
Source
