Voice and Whistleblowing in Organizations

Voice and Whistleblowing in Organizations

Overcoming Fear, Fostering Courage and Unleashing Candour

New Horizons in Management series

Edited by Ronald J. Burke and Cary L. Cooper

This book examines the decision to speak out in organizations or to keep silent, the roles of fear and courage, and why increasing valid information and truth is central to individual and organizational health. Employees in organizations face countless daily situations in which they make a choice to speak up, exercise voice, or remain silent. Too many choose to remain silent. Others only tell supervisors what they want to hear, becoming ‘yes’ men and women. Expressing one’s voice increases individual health and well-being and enhances learning, quality and timeliness of decision making, work engagement, and ultimately team and organizational success. This volume, containing chapters by international researchers, examines the causes and consequences of exercising voice and ways individuals and organizations can support voice in the workplace.

Chapter 10: The role of perceptions, appraisals and anticipated emotions in shaping reporting behavior in response to wrongdoing

Marissa S. Edwards, Sandra A. Lawrence and Neal M. Ashkanasy

Subjects: business and management, human resource management, organisational behaviour

Extract

In this chapter, we develop propositions concerning the role of perceptions, appraisals and anticipated emotions in driving employees’ responses to wrongdoing in work settings. Traditionally, and consistent with sustained interest into the various forms of voice in organizational settings (Brinsfield et al., 2009; Morrison et al., 2011), researchers have focused principally on overt responses to deviance. In this respect, Near and Miceli (1985) define whistleblowing as an employee’s reporting of wrongdoing(i.e., illegal/illegitimate behavior) under the control of her or his employer to individuals who are likely to be able to effect action. More recently, however, researchers have begun to consider alternatives to speaking up; in particular, employee silence has attracted considerable attention, where employees choose not to speak up about problems and concerns in the workplace (Milliken et al., 2003; Morrison and Milliken, 2003; Pinder and Harlos, 2001).

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