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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).