Perceived Retaliation Against Internal Whistleblowers: Evidence From Public Institutions in Sub-Saharan Africa

Abstract

The study uses power relations theory to investigate existence of perceived retaliation against internal whistleblowers in Sub-Saharan Africa using evidence from employees in public institutions of Kenya. Focus was on the way perceived retaliation is related to seriousness of wrongdoing, whistleblower psychological power and management support to whistleblowers. The research design was quantitative, exploratory and analytical using cross-sectional data. Respondents were selected using simple random sampling and requested to complete a self-administered questionnaire. Findings were that perceived retaliation against whistleblowers exists and it was positively correlated to position of a wrongdoer and seriousness of wrongdoing. Whistleblower psychological power and changing jobs among whistleblowers were associated with management support, position of a wrongdoer and perceived seriousness of wrongdoing by whistle blowers. Position of a wrongdoer and seriousness of wrongdoing were associated with management support to whistleblowers. A hierarchical regression revealed that seriousness of wrongdoing, whistleblower psychological power and management support to whistleblower predicted perceived retaliation. These findings suggest participative compliance programmes, organisational ethical cultures and management support to reduce perceived retaliation against whistleblowers as discussed in the policy and managerial implications.