The role of discrete emotions and organizational climate in employee silence and whistle-blowing

Edwards, M. S. and Ashkanasy, N. M. (2008). The role of discrete emotions and organizational climate in employee silence and whistle-blowing. In: 2008 Annual Meeting Program. 68th Annual Meeting of the Academy of Management, Anaheim, California, (). 8-13 August, 2008.

Author Edwards, M. S.
Ashkanasy, N. M.
Title of paper The role of discrete emotions and organizational climate in employee silence and whistle-blowing
Conference name 68th Annual Meeting of the Academy of Management
Conference location Anaheim, California
Conference dates 8-13 August, 2008
Proceedings title 2008 Annual Meeting Program
Place of Publication Anaheim, California
Publisher Academy of Management
Publication Year 2008
Sub-type Fully published paper
Collection year 2009
Language eng
Abstract/Summary Following an episode of perceived wrongdoing in the workplace, employees who observe the event or are the target of the perpetrator must decide how to respond. Despite the prevalence of wrongdoing in organizations, little is known about employee decision-making in this context and, in particular, the role of emotion in the decision-making process. Thus, our intention in this paper is to propose a model that specifies how discrete emotions may influence employees' decisions to engage in two behavioral options, namely silence and whistle-blowing. Drawing on theoretical models of emotion and decision-making, we argue that employees' emotional reactions to perceived wrongdoing trigger a complex decision-making process involving appraisal, immediate emotions and anticipated emotions. We provide a comprehensive analysis of the potential role of emotion in this process, and argue that, while anger and guilt predict whistle-blowing, anticipated fear, shame, and embarrassment about speaking up will drive employees’ decisions to remain silent. Further, we suggest that an organizational climate of silence will moderate the way employees respond emotionally and behaviorally following an episode of perceived wrongdoing. Our work is the first to highlight the likely role of anticipated emotions in the context of silence and whistle-blowing, and suggests that both basic and self-conscious emotions affect decision-making. We conclude with a discussion of limitations, future directions, and implications for research and practice.
Subjects EX
150311 Organisational Behaviour
910402 Management
Q-Index Code EX
Q-Index Status Provisional Code

Document type: Conference Paper
Collection: UQ Business School Publications
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Created: Thu, 25 Jun 2009, 12:09:43 EST by Karen Morgan on behalf of UQ Business School