Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.]
The aims of this study are two folds, to identify whether intention to whistle blow exists; and to ascertain the relationship between perceived organizational support, channels of communication, attitudes and intention to blow the whistle. The study is perceived to be vital to foresee whether the pu...
| Main Authors: | , , , |
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| Format: | Research Reports |
| Language: | English |
| Published: |
Research Management Institute
2013
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| Subjects: | |
| Online Access: | https://ir.uitm.edu.my/id/eprint/22488/ |
| _version_ | 1848805508051369984 |
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| author | Kamarunzaman, Nur Zafifa Zawawi, Azlyn Ahmad Hussin, Zaliha Campbell, James |
| author_facet | Kamarunzaman, Nur Zafifa Zawawi, Azlyn Ahmad Hussin, Zaliha Campbell, James |
| author_sort | Kamarunzaman, Nur Zafifa |
| building | UiTM Institutional Repository |
| collection | Online Access |
| description | The aims of this study are two folds, to identify whether intention to whistle blow exists; and to ascertain the relationship between perceived organizational support, channels of communication, attitudes and intention to blow the whistle. The study is perceived to be vital to foresee whether the public are aware on the whistle blowing especially on the preferred mechanism to whistle blow. The study was conducted in seven public offices in West Malaysia, involving 516 employees. The findings indicate that all the predicted elements are moderately associated with the act of whistle blowing. On the other hand, channels of communication are proven to be the most dominant variable in whistle blowing. Moreover, internal programs held by the organizations also supported the findings, as they are a powerful tool to create awareness of the importance of blowing the whistle within the organization setting. Meanwhile fair and just treatments by the organization have generated trust and confidence amongst the employees where they feel empowered and a sense of belongingness. Whistle blowing is also perceived as a new commitment by the respondents as reflecting their loyalties to the organization. |
| first_indexed | 2025-11-14T22:12:09Z |
| format | Research Reports |
| id | uitm-22488 |
| institution | Universiti Teknologi MARA |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T22:12:09Z |
| publishDate | 2013 |
| publisher | Research Management Institute |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | uitm-224882019-02-13T07:03:07Z https://ir.uitm.edu.my/id/eprint/22488/ Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] Kamarunzaman, Nur Zafifa Zawawi, Azlyn Ahmad Hussin, Zaliha Campbell, James Management. Industrial Management Leadership. Transformational leadership Organizational change. Organizational development. Corporate turnarounds The aims of this study are two folds, to identify whether intention to whistle blow exists; and to ascertain the relationship between perceived organizational support, channels of communication, attitudes and intention to blow the whistle. The study is perceived to be vital to foresee whether the public are aware on the whistle blowing especially on the preferred mechanism to whistle blow. The study was conducted in seven public offices in West Malaysia, involving 516 employees. The findings indicate that all the predicted elements are moderately associated with the act of whistle blowing. On the other hand, channels of communication are proven to be the most dominant variable in whistle blowing. Moreover, internal programs held by the organizations also supported the findings, as they are a powerful tool to create awareness of the importance of blowing the whistle within the organization setting. Meanwhile fair and just treatments by the organization have generated trust and confidence amongst the employees where they feel empowered and a sense of belongingness. Whistle blowing is also perceived as a new commitment by the respondents as reflecting their loyalties to the organization. Research Management Institute 2013-10 Research Reports NonPeerReviewed text en https://ir.uitm.edu.my/id/eprint/22488/1/LP_NUR%20ZAFIFA%20KAMARUNZAMAN%20IRMI%20K%2013_5.pdf Kamarunzaman, Nur Zafifa and Zawawi, Azlyn Ahmad and Hussin, Zaliha and Campbell, James (2013) Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.]. (2013) [Research Reports] (Unpublished) |
| spellingShingle | Management. Industrial Management Leadership. Transformational leadership Organizational change. Organizational development. Corporate turnarounds Kamarunzaman, Nur Zafifa Zawawi, Azlyn Ahmad Hussin, Zaliha Campbell, James Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] |
| title | Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] |
| title_full | Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] |
| title_fullStr | Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] |
| title_full_unstemmed | Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] |
| title_short | Whistle blowing intention in relation to perceived organization support, attitude and channels of communication / Nur Zafifa Kamarunzaman …[et al.] |
| title_sort | whistle blowing intention in relation to perceived organization support, attitude and channels of communication / nur zafifa kamarunzaman …[et al.] |
| topic | Management. Industrial Management Leadership. Transformational leadership Organizational change. Organizational development. Corporate turnarounds |
| url | https://ir.uitm.edu.my/id/eprint/22488/ |