The role of employee empowerment in promoting perceived behavioural control over whistleblowing: implications for public organizations
基于计划行为理论，利用美国联邦政府数据，研究发现员工赋权及其四种实践与举报行为的感知控制显著正相关，为公共组织鼓励举报提供了管理启示。
Despite the critical role of power in the whistleblowing process, there has been limited exploration of how employee empowerment, as a managerial approach, can facilitate whistleblowing in public organizations. Drawing on the theory of planned behaviour, we propose that empowering employees contributes to the development of a strong sense of behavioural control over whistleblowing. Using data from the U.S. federal government, we found that employee empowerment and its four distinct practices are positively and significantly associated with perceived behavioural control over whistleblowing. These findings highlight the importance of sharing information, rewards, knowledge, and power with employees to encourage bureaucratic whistleblowing.