Whistleblowing as a tool for HR compliance management system – survey report
Authors:   Uniwersytet Ekonomiczny, Katedra Zarządzania Organizacjam, Winnicka-Wejs Alicja 
Published: January 2024

Purpose: To present an excerpt from author’s own study conducted among HR professionals, managers and directors in December 2022 in Poland as part of the research project 'HR Compliance in HR Risk Management'. The aim of the article is to characterise whistleblowing as a tool of the HR Compliance Management System and to identify differences in the evaluation of the process of reporting wrongdoing and undesirable behaviour in organisations depending on the job position of the respondents, the size of employment in the company, the form of ownership and the industry. Design/methodology/approach: A proprietary survey questionnaire was developed. The study was carried out using a diagnostic survey method. A computer-assisted web interview (CAWI) and a computer-assisted telephone interview (CATI) were used. Statistical methods were used to analyse the survey results, including chi-square test with Yates’ correction, Kruskal-Wallis test. Findings: Whistleblowing is an instrument for detecting wrongdoing in organisations, being one of the three pillars of HR Compliance and an important tool of the Compliance Management System. Differences in the evaluation of the various elements of the whistleblowing system have been diagnosed. One-third of the respondents do not have a clear opinion on the evaluation of a well-established whistleblowing system. In medium-sized companies, respondents' rating is higher than in other organisations in terms of evaluating internal channels for whistleblowing, as well as protecting whistleblowers from retaliation. The HR department is the entity empowered to receive and coordinate the handling of whistleblowing reports in the workplace in public organisations, which stand out with the highest average rating of providing anonymity to the whistleblower and granting protection to the whistleblower against potential retaliation. Differences in rating by job position relate to issues of organisational culture, employee confidence in the proper functioning of the company's whistleblowing system, the scope of reportable wrongdoing within the company, the preparation and provision of internal channels for whistleblowing. On average, professionals rate the whistleblowing system in organisations lower. Research limitations/implications: The research sample was 205 units. The survey was not randomised and therefore the results developed are not representative and do not allow generalisation and drawing conclusions about the phenomenon on a national scale. Practical implications: The results obtained from the research may be useful for business owners, managers, human resources and compliance professionals who are responsible in organisations for implementing systemic whistleblowing solutions in the workplace. Social implications: Building awareness of whistleblowing and its key role in the HR Compliance management system in companies. Originality/value: The article is of cognitive value for the development of management and quality science in the area of human resource management and organisational risk management. It contributes to the development of knowledge on whistleblowing in companies from a management perspective. Keywords: whistleblowing, whistleblower, compliance risk, HR Compliance, personnel risk, compliance management system. Category of the paper: Research paper.