Deciding to Speak Up or to Remain Silent Following ...171968/UQ171968_fulltext.pdf · predict...
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Later Published as Edwards, M., Ashkanasy, N. M. and Gardner, J. (2009). Deciding to speak up or to remain silent following observed wrongdoing: The role of discrete emotions and climate of silence. In Greenberg, J. and Edwards, M. (Ed.), Voice and Silence in Organizations Bingley, UK: Emerald Group Publishing(pp. 83-109)
DECIDING TO SPEAK UP OR TO REMAIN SILENT FOLLOWING OBSERVED WRONGDOING: THE ROLE OF DISCRETE EMOTIONS AND CLIMATE OF
SILENCE
Marissa S. Edwards, Neal M. Ashkanasy and John Gardner
Abstract
Employees who observe wrongdoing in the workplace must decide whether to speak up or
remain silent. Despite the prevalence of wrongdoing in organizations, little is known about
the decision-making of employees in this context and, in particular, the role of emotions in
this process. We fill this void by proposing a model that specifies how discrete emotions
influence employees’ decisions to engage in silence and whistle-blowing. Drawing on
theoretical models of emotion and decision-making, we argue that employees’ emotional
reactions to perceived wrongdoing involve a complex decision-making process involving
experienced emotions, anticipatory emotions, and anticipated emotions. Specifically, we
analyze the potential role of five discrete emotions in this process, arguing that anger and guilt
predict whistle-blowing, whereas anticipatory fear and shame predict decisions to remain
silent. We also discuss the role of anticipated regret in driving silence and whistle-blowing.
Further, we suggest that an organizational climate of silence moderates the way employees
respond emotionally and behaviorally following an episode of perceived wrongdoing. Finally,
we conclude by discussing limitations, future directions, and implications for research.
A wealth of research indicates that employee wrongdoing is prevalent in the
contemporary workplace (for a review, see Kidwell & Martin, 2005). Examples include
interpersonal mistreatment such as bullying, incivility, sexual harassment, and physical
violence, as well as episodes of employee fraud, theft, and sabotage. Although these types of
behaviors and their consequences for individuals and organizations have been well-
documented (e.g., Fox & Spector, 2005; Giacalone & Greenberg, 1997), we know relatively
less about the experiences of employees who observe these acts of deviance, and how they
decide how to respond to these events. Specifically, why do some observers of wrongdoing
speak up to their employers about wrongdoing, whereas others choose to remain silent?
Although empirical studies on whistle-blowing have provided rich information about the
organizational and individual variables that influence reporting behavior (for a review, see
Miceli & Near, 2005), little is known about how employees’ emotions influence their choices.
We address this shortcoming in this chapter.
Recent theoretical work suggests that how people evaluate and respond emotionally to
episodes of wrongdoing play an important role in determining whether they choose to engage
in whistle-blowing. In their model of observers’ responses to sexual harassment, for example,
Bowes-Sperry and O’Leary-Kelly (2005) suggested that observers’ decisions about whether
or not to take action immediately or after some delay is influenced by their emotional
reactions to the event. Specifically, they proposed that the more negatively observers react to
an episode of harassment, the less likely they will be to wait before taking action. As we
discuss later, both Henik (2007) and Gundlach, Douglas, and Martinko (2003) have proposed
that appraisals and attributions, respectively, influence employees’ affective responses to
wrongdoing, and that their discrete emotions, in turn, determine whether they engage in
whistle-blowing. In a related area, Sekerka and Bagozzi (2007) have suggested that emotions
influence employees’ desires to act with moral courage following an ethical challenge in the
workplace, and also affect the decision itself. Overall, there is a strong conceptual basis for
examining the role of emotion in the context of wrongdoing in organizational settings.
The purpose of this chapter is to contribute to the growing literature on the
psychological processes underlying whistle-blowing (e.g., Gundlach et al., 2003; Henik,
2007) and employee silence (e.g., Milliken, Morrison, & Hewlin, 2003), and to discuss the
role of emotions in employee decision-making following wrongdoing. In line with Brief and
Weiss’s (2002) call to investigate the effects of discrete emotions on employee behavior
rather than simply positive and negative affect, we consider specifically the role of five
discrete emotions as predictors of silence and whistle-blowing. Additionally, based on
Morrison and Milliken’s (2000) conceptualization of a climate of silence, we consider how
organizational climate influences employees’ emotional reactions to events and their
subsequent behaviors. Our approach builds on previous work by specifying the antecedents of
emotion following an episode of wrongdoing, extending the range of discrete emotions
involved in decision-making, and considers how emotions and climate may interact in this
context. In keeping with the theme of this book, however, we limit our discussion to the
emotions associated with the decision to remain silent or to engage in whistleblowing, rather
than other potential responses to wrongdoing (e.g., confrontation).
We begin our analysis by defining our major constructs and reviewing selected studies
that have implicated emotion in people’s decisions to speak up or remain silent about
workplace issues. Following this, we summarize the theoretical frameworks underlying our
approach. Specifically, we consider the decision-making process in the context of Affective
Events Theory (AET; Weiss & Cropanzano, 1996) and Baumeister, Vohs, DeWall, and
Zhang’s (2007) feedback theory of emotion.
Here, we argue that emotions can arise from at least three sources following observed
wrongdoing: (1) observation of the event itself (and its effects on others), (2) retrospective
appraisal of one’s response to the situation and its outcome(s), and (3) anticipation of the
emotions associated with certain behaviors and their consequences (e.g., silence or whistle-
blowing).
In particular, we offer a comprehensive model of decision-making and develop a set of
five pairs of propositions regarding the effect of two basic emotions (anger and fear), two
self-conscious emotions (guilt and shame), and anticipated regret on employees’ propensities
to engage in silence or whistle-blowing. We argue further that organizational climate
moderates how employees respond behaviorally following wrongdoing. Finally, we conclude
with a discussion of the limitations and implications of our approach and offer some
potentially fruitful directions for future research.
DEFINITIONS OF KEY CONSTRUCTS
Prior to introducing our theoretical approach, we define each of our key constructs:
employee wrongdoing, employee silence, and whistle-blowing. Since employee silence and
whistle-blowing are defined in several other chapters in this volume, we describe them only
briefly here.
Employee Wrongdoing
A wide range of deviant behaviors can occur in organizational settings, including acts
of aggression, violence, employee theft, bullying, and organizational sabotage (for a review,
see Robinson & Greenberg, 1998). Consistent with this broad scope, a variety of constructs
and definitions have been advanced by researchers to classify such actions, making it difficult
to identify exactly what constitutes employee wrongdoing. Griffin and Lopez (2005) note this
lack of conceptual clarity in their review of ‘bad behavior’ in organizations, commenting that
many different terms have been used to describe inappropriate conduct in the workplace,
including workplace deviance, counterproductive work behavior (Fox & Spector, 2005),
antisocial behavior (Giacalone & Greenberg, 1997), incivility (Andersson & Pearson, 1999),
and organizational misbehavior (Vardi & Wiener, 1996). Griffin and Lopez (2005) posit
further that, “In many cases, however, the distinctions between these constructs are
ambiguous or unspecified… [this] may result in contradictory and/or incongruent theoretical
arguments and empirical conclusions” (p. 989).
For the purposes of this chapter, we define employee wrongdoing as employee
behavior that is perceived to be illegal, immoral, or illegitimate in an organization. This
definition is consistent with Near and Miceli’s (1985) definition of whistle-blowing. It is also
necessary to state here that we are interested in the decision-making of employees who are not
implicated in the employee wrongdoing — that is, individuals who have not participated in
the wrongdoing themselves. Further, we are concerned primarily with those behaviors that are
so sufficiently severe that, upon discovery, some type of punitive response from management
would be expected, ranging from a reprimand to dismissal.
Following an episode of wrongdoing, an observer must decide how to respond.
Specifically, employees are faced with behavioral options that include remaining in the
organization and staying silent, discussing the matter with colleagues, confronting the
perpetrator(s), engaging in internal and/or external whistle-blowing, or exiting the
organization (Edwards, Ashkanasy, & Gardner, 2006). Frequently, employees may engage in
more than one of these behaviors over a period of time. In the following section, we discuss
the role of emotion in employee decision-making following observed wrongdoing. In
particular, we focus on the decision-making process preceding two potential responses to
wrongdoing, namely employee silence and whistle-blowing.
Employee Silence
Milliken, Morrison, and Hewlin (2003) drew attention to the fact that employees
frequently choose not to speak up about problems and concerns in the workplace. They
describe this as employee silence (see also Morrison & Milliken, 2003; Pinder & Harlos,
2001). Despite its prevalence, little theoretical and empirical research has been conducted into
employee silence, largely because of the conceptual and methodological challenges inherent
in studying this behavior (Pinder & Harlos, 2001). More recently, however, employee silence
has gained recognition as an important area of study, especially in view of its (mostly
negative) implications for organizational learning, decision-making, error detection, and
misconduct (Milliken et al., 2003; Tangirala & Ramanujam, 2005).
Whistle-Blowing
As detailed in the opening chapter of this volume, whistle-blowing — defined as the
reporting of illegal, immoral, or illegitimate behavior by employers to individuals considered
able to engage in reparative action (Near & Miceli, 1985) — began to attract the attention of
researchers during the mid-1980s. In a recent review of the field, Miceli and Near (2005)
reported that the best predictors of whether an individual will engage in whistle-blowing are
the severity of the deviant behavior and the belief that speaking up will initiate effective
change. As we will discuss later, however, few researchers have examined the psychological
processes underlying whistle-blowing. We contend that this represents a gap in our
understanding of this behavior and argue that it also is important to understand why people
choose not to speak up. Next, we review the limited work that has been conducted to date on
the role of emotions in employees’ decision-making after having observed instances of
deviant or unethical behavior in the workplace.
EMOTIONS AND DECISION-MAKING FOLLOWING WRONGDOING
Because most of the research conducted on employees’ responses to wrongdoing has
focused on whistle-blowing, and these studies have concentrated on individual and
organizational predictors, we know relatively little about the perceptions, appraisals, and
emotions that shape employees’ decisions after observing wrongdoing. Early theoretical
models (e.g., Dozier & Miceli, 1985) seeking to explain why employees choose to blow the
whistle or not to do so drew on bystander intervention research.
In this respect, Dozier and Miceli conceptualized the decision-making process as a
series of rational steps, involving assessments of personal responsibility for speaking up,
alternative courses of action, and an evaluation of the costs and benefits of engaging in the
behavior. Although it constituted a reasonable first step, this approach does not tell the whole
story. More recently, and consistent with the so-called “affective revolution” in the
organizational sciences (Barsade, Brief, & Spataro, 2003, p. 3), researchers began considering
how emotions influence decisions about how to respond to wrongdoing.
For example, Gundlach et al.’s (2003) social information processing model of whistle-
blowing suggests that the emotions of fear, anger, and resentment will affect the decision-
making of potential whistle-blowers. In particular, Gundlach et al. contend that individuals’
attributions about the causes of perceived wrongdoing (e.g., perpetrators’ intentions to
commit the behavior) and the degree to which they believe perpetrators are responsible for the
behavior will drive their emotional reactions and influence their decisions to speak up.
Further, Henik (2007) has proposed that anger predicts whistle-blowing and fear of retaliation
predicts inactive observation. In line with cognitive appraisal theory (Lazarus, 1982, 1984)
she postulates that individuals’ cognitive appraisals of events influence their subsequent
emotional reactions. Henik also proposed that value conflict and the associated integrative
complexity of potential whistle-blowers’ thinking will influence the extent to which these
emotions predict each behavior. With respect to employee silence, Milliken et al. (2003)
concluded that fear plays a key role in employees’ decisions not to speak up about problems
and concerns in organizations. Additionally, Pinder and Harlos (2001) have argued that at
least two types of silence exist in organizations — quiescence silence and acquiescent silence
— and that each type of silence involves different emotions. Specifically, they suggest that
while quiescent silence is characterized by emotions such as anger, fear, cynicism, and
despair, acquiescent silence is characterized by feelings of resignation. To date, however,
none of their claims have been tested empirically.
The work of these authors has added theoretical depth to our understanding of the
emotions that may underlie employees’ decision-making following a wrongdoing, but we
suggest that there is much more to be considered. In particular, researchers to date have not
included the effect of discrete emotions other than anger, resentment, and fear in their
theoretical models. And nor have any researchers looked at how anticipated emotions may
influence employee behavior. Finally, current models have failed to incorporate the effect of
organizational climate on people’s emotional reactions to wrongdoing and their subsequent
behavior. However, there is good reason to believe that these considerations are important,
prompting us to examine them here.
Relevant Theoretical Frameworks
Before introducing the theoretical frameworks bearing on our model, we note that our
conceptualization of the role of emotions in decision-making following wrongdoing differs
from previous approaches to this topic. Specifically, rather than considering only how
emotions might affect employees’ decisions immediately after one distinct episode of
wrongdoing, we consider how emotions may arise and influence decision-making over an
extended period of time. In addition to affective responses that arise from observing an
episode of deviance, we claim that the majority of employees engage in processes of
reflection and appraisal of the situation and consider their own behavioral responses to it, and
that these evaluations, in turn, trigger emotions. With this approach in mind, we suggest that
the emotions that shape observers’ decision-making can arise from three sources: (1) their
observations of the event itself (and its effects on others); (2) the outcome of their initial
responses to the situation (i.e., silence or speaking up), and their retrospective evaluations of
their behavior; and (3) their anticipation of the emotions and consequences associated with
certain behaviors (e.g., in this case, silence or whistle-blowing).
In the sections that follow, we use AET (Weiss & Cropanzano, 1996) and Baumeister
et al.’s (2007) theory of emotion as a feedback system to explain how emotions arise and
shape decision-making following observed wrongdoing in the workplace. First, AET provides
a rationale for how employees’ emotions arising from observing the event itself will affect
decision-making. Second, feedback theory explains how employees’ retrospective appraisals
of their own behavior, as well as anticipated emotions about the outcomes of silence or
whistle-blowing, will affect how employees decide how to respond to wrongdoings.
Affective Events Theory (AET)
AET is arguably the most influential theory to date regarding the effects of affect,
emotion, and mood on employees’ attitudes and behavior (Ashton-James & Ashkanasy, 2005;
Weiss & Beal, 2005), and has received support in empirical studies (e.g., Judge, Scott, &
Ilies, 2006; Wegge, van Dick, Fisher, West, & Dawson, 2006). According to Weiss and
Cropanzano (1996), stable characteristics of the work environment (e.g., job stress, role
expectations) determine the occurrence of discrete affective events that lead to affective states
such as emotions and moods (see also Ashkanasy, Ashton-James, & Jordan, 2004). Over time,
the cumulative effects of workplace events and their corresponding affective states can
influence work-related attitudes (e.g., job satisfaction) and behaviors related to them, such as
turnover. In line with cognitive appraisal theorists (e.g., Frijda, 1986), Weiss and Cropanzano
(1996) suggest that individuals evaluate situations using a two-stage appraisal process
involving primary appraisal and secondary appraisal. Primary appraisal involves assessing an
event with respect to its relevance to personal wellbeing (harm vs. benefits), whereas
secondary appraisal is more complex and involves making attributions about the event and the
individual’s capacity to cope with it. It is these secondary appraisals that elicit discrete
emotions, which lead ultimately to affect-driven behavior or judgment-driven behavior.
At the next stage of AET, affect-driven behaviors are influenced primarily by
instantaneous emotional reactions to an event. Judgment-driven behaviors, however, occur
following a cognitive evaluation of the situation, and are driven by enduring attitudes about
the job or organization. These involve both cognition and emotion (see also Weiss & Beal,
2005). In the current context, we propose that observing an episode of wrongdoing constitutes
an affective event that, following appraisal, elicits a negative emotional reaction in an
employee (e.g., sadness, anger, fear, surprise, disgust). In turn, these negative emotions
arising from the event influence decision-making about how to respond behaviorally to the
wrongdoing.
Currently, however, and despite some interesting preliminary studies that have
implicated emotion in the decision-making process (e.g., Milliken et al., 2003), it is unclear to
what extent silence and whistle-blowing are driven by affect or judgments. Although we are
unaware of any research to date that has examined the nature of employees’ decision-making
in the context of wrongdoing, it seems likely (as we noted earlier) that most people evaluate
such situations for at least some time before deciding how to respond. For example, Edwards
and Gardner (2007) found in an interview study that virtually all employees who had
observed or experienced serious wrongdoings had deliberated for days or weeks about how to
respond. Furthermore, respondents’ deliberations included emotional content and took into
account issues such as their job security, job responsibilities, and job satisfaction. Based on
this, it seems reasonable to consider silence and whistle-blowing as examples of judgment-
driven behavior. We note, however, that our discussion in this chapter concerns prosocial
whistle-blowing (i.e., genuine cases of whistle-blowing designed to bring about positive
change). In this respect, we acknowledge that instances of antisocial whistle-blowing (e.g.,
false accusations of wrongdoing, or whistle-blowing as a means of revenge; Miceli & Near,
1997), for example, might be almost entirely affect-driven.
Feedback Theory
In addition to AET, we posit that Baumeister et al.’s (2007) theory of emotion as a
feedback system provides a relevant framework for understanding the role of emotions in
employees’ decision-making following observed wrongdoing (see also Blenkinsopp &
Edwards, 2008). In their initial discussion, Baumeister et al. distinguish between automatic
affect and conscious emotion. In contrast to traditional theories of emotion as an immediate
antecedent of behavior, they propose that conscious emotions motivate cognitive processing
and encourage careful contemplation of one’s behavior following an event. Specifically,
Baumeister and his associates argue that emotions facilitate learning, adaptation, and
retrospective assessments of one’s behavioral response(s) to a situation and identify lessons to
guide future decision-making. The authors note that automatic affective reactions also
influence behavior by maintaining these lessons from past events.
Additionally, Baumeister et al. (2007) suggest that anticipation of the emotional
outcomes of behavior can influence people’s choices about whether to engage in certain
behaviors. Indeed, a great deal of evidence suggests that people anticipate how they are likely
to feel about future events and use these emotional reactions to guide their decisions (see also
Bagozzi, Baumgartner, Pieters, & Zeelenberg, 2000; Mellers & McGraw, 2001). As Bagozzi,
Dholakia, and Basuroy (2003) observe, “Anticipated emotions represent an important way in
which emotions determine what decision makers choose, and how they choose it” (p. 278).
Anderson (2003) has proposed in addition that anticipated regret influences people’s
tendencies to avoid making decisions, and March and Shapira (1987) found that expectations
of both positive and negative emotions affected managers’ willingness to take risks. Research
by Milliken et al. (2003) and by Edwards and Gardner (2007) revealed that, when faced with
the decision to speak up or to remain silent about organizational problems, people
contemplated how they could respond, anticipating the events (e.g., retaliation vs. support
from management) and the emotional outcomes associated with each response.
As well as anticipated emotions (emotions that people expect to experience at some
point in the future), we suggest that anticipatory emotions are likely to influence employees’
decisions about whether to engage in silence or whistle-blowing. Lowenstein, Weber, Hsee,
and Welch (2001) define anticipatory emotions as “immediate visceral reactions (e.g., fear,
anxiety, dread) to risks and uncertainties” (p. 267), and note that they are emotions about
future events that are experienced in real-time (see also Lowenstein & Lerner, 2003). In the
current context, we suggest that anticipatory fear will influence employees’ decisions about
whether to engage in reporting behavior.
Putting this into the context of observed wrongdoing, imagine that an employee
observes a co-worker being bullied by a senior manager for the first time. The observer may
recognize the behavior as bullying and feel upset that it has happened, but she or he may
decide, for a variety of reasons, that it is inappropriate to report the wrongdoing at this time.
For example, the individual may decide to wait for confirmation in the future (e.g., “If this
happens again, then I will tell someone about it.”). If she or he witnesses further incidents, the
individual may experience negative emotional reactions that increase in intensity and
frequency, may begin to evaluate the utility of their current behavior (i.e., silence), and feel
guilty and ashamed, signaling that some type of action is required to alleviate the negative
emotions.
These conscious emotions and the affective residue from previous episodes indicate to
the observer that remaining silent (their current course of action) will not only fail to solve the
problem, but may indeed make the situation worse. We contend that these negative emotions
will lead employees to begin cognitively to evaluate their potential responses to the situation
(e.g., silence, confronting the perpetrator, whistle-blowing, quitting), which then should lead
to a behavioral response.
This approach is consistent with Baumeister et al.’s (2007) contention that people are
often motivated to engage in behavior designed to alleviate their own distressing affective
states. We note that this decision-making process will be shaped by individual and contextual
factors as well (see Harvey, Martinko, & Douglas, Chapter 3, this volume). This example is
consistent with the pathway to judgment-driven behavior specified in AET, which involves
both cognition and emotion as precursors of behavior. It also is consistent with previous
research suggesting that individual and situational factors, such as personal power and
perceptions about the safety and utility of speaking up influence decisions about how to
respond to wrongdoing (Miceli & Near, 2005; Morrison & Milliken, 2000). Integrating the
perspectives of AET and feedback theory, we contend that observers’ experienced emotions
and anticipated emotions play important roles in their decisions to remain silent or to engage
in whistleblowing. Having established this background, we now introduce our model of
employee decision-making and discuss the discrete emotions that are likely to be relevant to
whistle-blowing and silence.
A CONCEPTUAL MODEL OF THE RELATIONSHIP BETWEEN DISCRETE
EMOTIONS, SILENCE, AND WHISTLE-BLOWING
In their recent discussion of the role of emotions in decision-making, Zeelenberg,
Nelissen, Breugelmans, and Pieters (2008) observe that researchers have proposed that
discrete emotions can influence behavior in at least two ways. First, emotions prioritize goals
and motivate people to behave in ways that will help achieve them, termed the “feeling-is-for-
doing” approach. Second, information-based perspectives suggest that emotions provide
feedback about goal progress and emphasize how emotions influence the way people appraise
and make inferences about situations. Although we already have argued strongly for the
importance of recognizing emotional feedback in the context of observed wrongdoing, we
recognize that the “feeling-is-for-doing” approach is also highly relevant in this context. Since
the nature of observers’ decision-making and indeed the role of emotions is yet to be
examined empirically, we draw on evidence from both perspectives to argue for why certain
discrete emotions are likely to be associated with silence and whistle-blowing.
Our comprehensive model linking discrete emotions, silence, and whistle-blowing is
presented in Figure 1. In line with our previous argument, we distinguish between three
sources of emotions: (1) emotions arising from observing the wrongdoing itself, as
experienced in real-time (labeled experienced emotions); (2) emotions generated from
retrospective appraisals of previous events and outcomes, also experienced in real-time; and
(3) emotions about future outcomes (divided into anticipated emotions and anticipatory
emotions).
Basic Emotions
Many researchers, most notably Ekman (1992, 1994), have argued for the existence of
what they describe as “basic emotions.” Ekman has proposed that at least five basic emotions
exist: anger, fear, surprise, sadness, and disgust. He argues that these can be distinguished on
the basis of several key characteristics, including presence in other primates, characteristic
physiology, rapid onset, and brief duration. Here, we discuss the relevancy of two basic
emotions — anger and fear — to employees’ decision-making following observed
wrongdoing.
Anger
According to Rozin, Lowery, Imada, and Haidt (1999), the emotion of anger has been
conceptualized in a variety of ways, ranging from a primordial reaction to frustration and goal
obstruction, to a physiologically powerful motivator of behavior, and a principally moral
emotion elicited in response to ethical transgressions and violations of appropriate conduct. In
a study of anger-eliciting events in the workplace, Fitness (2000), for example, found that
many different events gave rise to anger among employees, with the most commonly reported
cause being unjust treatment (44%), followed by morally reprehensible behavior (23%), job
incompetence (15%), disrespect (11%), and public humiliation (7%). In close interpersonal
relationships, individuals cite issues such as betrayal of trust, unwarranted criticism, and lack
of consideration as precursors of anger (Fehr, Baldwin, Collins, Patterson, & Benditt, 1999).
On the basis of this work and others linking anger with specific events involving injustice and
ethical violations (e.g., Mikula, Scherer, & Athenstaedt, 1998; Skarlicki & Kulik, 2005), we
propose that observing wrongdoing itself will elicit anger. We note, of course, that
retrospective appraisals of one’s own behavior also can give rise to feelings of anger (i.e.,
self-directed anger), which in turn can influence employees’ decisions about how to respond
to the anger-inducing episode.
But how and why might the experience of anger be associated with whistleblowing?
As noted previously, anger has not been examined specifically as a predictor of whistle-
blowing in any empirical studies to date. Furthermore, we note that researchers have found
that anger can shape behavior in different ways depending on the situational context (e.g.,
Kuppens, Van Mechelen, & Meulders, 2004). At the same time, however, we note that
FIGURE 1. A model of the relationship between emotions, silence and whistle-blowing.
Observed wrongdoing and its effects on others
Retrospective appraisals of the decision to remain silent
Anticipated emotions about future outcomes
Anticipatory emotions about future outcomes
Anger
Guilt
Fear
Shame
Whistle - blowing
Silence
P1a P1b
P2a
P2b
P3a P3b
P6
Climate of Silence
Episode of Observed
Wrongdoing
P4a
Regret remaining silent
P5a P4b
P5c
P5b
Regret whistle - blowing
Discrete Emotions Sources of emotion
research by Haidt (2003) has found that anger can motivate behavior and often
encourages individuals to retaliate against an offender or to redress injustice, as suggested by
equity theory (Adams, 1963). The social information processing model of whistle-blowing
proposed by Gundlach et al. (2003) also identifies anger as an emotion that will influence the
decision to speak up or not. Likewise, Henik (2007) has also implicated anger as an
antecedent of speaking-up behavior, suggesting that this emotion will predict whistle-blowing
rather than inactive observation.
We also draw on Lerner and Tiedens’ (2006) argument that anger can be a positive
and potentially rewarding experience when people are contemplating how they might respond
to a situation. They point to studies showing that anger is associated with optimistic
judgments about future events as well as increased feelings of control over situations and to
the ability to influence outcomes. We suggest that these appraisals are particularly relevant to
potential whistle-blowers and that anger will influence individuals’ perceptions to the extent
that they are more likely to engage in whistleblowing than silence. On the basis of this work,
we propose as follows:
Proposition 1a. Observed employee wrongdoing followed by a process of appraisal
is likely to result in the experience of anger.
Proposition 1b. Anger is more likely to lead to whistle-blowing than to silence.
Fear
Fear is one of the most primal human emotions (Ortony & Turner, 1990). It is an
aversive emotional state characterized by a high level of arousal, and is induced by a stimulus
that is perceived to be significant in magnitude and personally threatening. Although extreme
fear can be debilitating (e.g., in the case of panic attacks), and in certain situations can lead to
temporary paralysis or freezing known as “tonic immobility” (see Marx, Forsyth, Gallup,
Fuse´ , & Lexington, 2008), researchers have proposed that less intense fear can serve a
motivational purpose by helping people make choices quickly under time pressure (Pfister &
Bohm, 2008). Fear also influences how people interpret events and evaluate future outcomes.
In three separate studies investigating how discrete emotions affect perceptions of risk, Lerner
and Keltner (2001) found that angry people and fearful people made very different judgments
about risks and positive and negative events. Specifically, they observed that whereas angry
people were optimistic in their judgments of risky situations, fearful people made pessimistic
judgments, and these evaluations were consistent across a range of situations.
Two empirical studies indicate that fear plays an important role in many employees’
decisions to withhold information or concerns from their employers. In their interview study,
Milliken et al. (2003) found that four anticipated fears increased the likelihood that employees
will remain silent about important work issues: (1) fear of being labeled or viewed negatively,
(2) fear of damaging a relationship, (3) fear of retaliation or punishment, and (4) fear that
speaking up will have a negative impact on others. Similarly, in their qualitative study of
upward communication in organizations, Detert and Edmondson (2006) reported that fear was
clearly the most prevalent emotion employees expressed when discussing episodes in which
they felt unable to express information, opinions, or concerns. Specifically, informants feared
that if they spoke up they would lose the acceptance or support of superiors and colleagues
along with opportunities to progress in their careers or their jobs.
We contend that following an episode(s) of wrongdoing, employees will engage in a
decision-making process in which they consider various ways of responding to the event (e.g.,
confronting the perpetrator, whistle-blowing, remaining silent, etc.), and the costs and benefits
of engaging in each option (see Gundlach et al., 2003). As we have noted already, negative
emotions arising from observing the wrongdoing and retrospective appraisals help elicit this
decision-making. We suggest that this decision-making process is likely to result in
anticipatory fear, and that this fear is more likely to lead to silence than to whistle-blowing.
Note, in particular, that unlike anger, it is fear of the consequences of speaking up
experienced in real-time that is the operative emotion here. Although anger also is
experienced in real-time, it arises as a consequence of observed wrongdoing. In contrast, we
suggest that observers do not necessarily feel fearful following the episode of wrongdoing,
but rather, that they are likely to experience this emotion as they are contemplating their
responses to the situation. This leads to our next pair of propositions:
Proposition 2a. Observed employee wrongdoing and the subsequent decisionmaking process
is likely to result in anticipatory fear of retaliation or of being labeled or
viewed negatively by others.
Proposition 2b. Anticipatory fear of retaliation or of being labeled or viewed negatively by
others is more likely to lead to silence than to whistle-blowing.
Self-Conscious Emotions
Tracy and Robins (2004) note that self-conscious emotions differ from basic emotions
in that the former require self-awareness and self-representations whereas the latter do not
(see also Fischer & Tangney, 1995). To experience a self-conscious emotion, therefore, an
individual must be able to form stable self-representations, to engage in self-reflection based
on that representation, and to collate the information required to engage in self-evaluation.
Tracy and Robins (2004) note further that self-conscious emotions also differ from basic
emotions in that they appear to fulfill different goals. Specifically, whereas basic emotions are
associated with “survival goals” (i.e., fear is associated with goals pertaining to survival and
reproduction), self-conscious emotions generally are associated with “social goals” (i.e.,
behaving in accordance with social norms and expectations and maintaining interpersonal
relationships). Thus, self-conscious emotions motivate individuals to behave in socially
valued ways (i.e., in an ethical manner, helping others in need), which are internalized as
actual and ideal self-representations.
Based on the literature we have reviewed here, it would seem that self-conscious
emotions are particularly germane to the study of decision-making following wrongdoing.
Although rarely identified in the organizational behavior literature, these emotions should also
play a role in silence and speaking-up behavior. For instance, outside of organizations,
researchers have found that victims of violent interpersonal behavior, such as sexual assault or
domestic violence, frequently remain silent because of shame and embarrassment (e.g., Sable,
Danis, Mauzy, & Gallagher, 2006). Simultaneously, victims may feel guilty about not
speaking up, particularly if others are exposed to harm as well. As such, the emotions become
self-reinforcing. With this in mind, we propose that although guilt is likely to be associated
with whistle-blowing, shame is likely to be associated with silence. We introduce these
propositions in more detail later.
Guilt
According to Tangney, Stuewig, and Mashek (2007), shame and guilt, although
conceptualized similarly, differ in terms of the focus of their negative evaluative cognitions.
Specifically, whereas the cognitions underlying shame tend to be self-directed (“I am
responsible for this terrible event”), the primary concern when experiencing guilt is the
behavior itself (“I have done a terrible thing”). Tangney and her associates report that shame
and guilt have different motivational properties, and therefore they also have different
consequences for interpersonal relationships. Rather than focusing on the self, guilt elicits an
other-oriented perspective, thereby leading to feelings of empathy that motivate individuals to
behave in caring and socially responsible ways. Indeed, Barrett (1995) argues that guilt “often
moves the individual to tell others about the wrongdoing” (p. 41), whereas shame encourages
withdrawal and silence. Furthermore, in a study of interpersonal relationships, Baumeister,
Stillwell, and Heatherton (1995) reported that feelings of guilt were associated with high rates
of learning lessons, changing subsequent behavior, apologizing, and confessing
transgressions.
More recent work by Amodio, Devine, and Harmon-Jones (2007) has revealed that the
behavioral effects of guilt following an individual transgression appear to unfold across two
stages. First, people generally try to avoid the distressing situation and display increased
attention to transgression-related cues. Second, following the opportunity for reparation,
people tend to engage in behavior aimed at repairing the damage caused by their actions. The
authors argue that the initial experience of guilt may disrupt current behavior “in order to halt
a transgression, survey the damage, and learn from mistakes. The function of guilt then
transforms to promote approach responses toward reparatory behaviors, aimed at making up
for past transgressions and behaving more appropriately in future situations” (p. 525). In
other words, guilty people tend to withdraw from a situation in the initial stage following a
mistake or indiscretion, but guilt also motivates people to resolve a situation if they feel that
they will be able to make amends for their behavior.
In the case of employees who initially elected to remain silent after observing
wrongdoing on the job, we suggest that feelings of guilt will prompt them to evaluate their
silence and to consider whether it is the best course of action. We note that this response is
particularly likely when the perceived wrongdoing is believed to be detrimental for other
individuals or the organization in question. Again, we note that the event itself will not elicit
feelings of guilt directly. Rather, it is during the resulting process of reflection and appraisal
of one’s response to the situation and the associated outcome that employees will experience
guilt. Additionally, we note that if employees consider the possibility of not reporting the
behavior in the future and imagine the associated adverse consequences of doing so, this can
give rise to anticipated guilt. This idea is consistent with Baumeister et al.’s (2007) contention
that emotions help individuals evaluate the effectiveness of their previous behavioral
responses to events and assess the viability of future responses. We therefore propose as
follows:
Proposition 3a. Observed employee wrongdoing and the subsequent appraisal of
one’s decision to remain silent is likely to lead to guilt.
Proposition 3b. Guilt about remaining silent is more likely to lead to whistleblowing
than silence.
Shame
Although researchers have not explicitly examined shame in the context of speaking-
up, recent conceptualizations suggest that shame may predict employee silence. Shame is
negatively valenced, associated with feelings of worthlessness and powerlessness, and
characterized by negative scrutiny about oneself as a person (Tangney & Salovey, 1999).
Indeed, Tangney and Dearing (2002) argue that the self-focused cognitions associated with
shame are so strong that they can “short-circuit” any feelings of empathy and concern for
others, leading ashamed individuals to engage in behavior that conceals their past
transgressions and actively circumvent future situations that may induce further shame.
Nathanson (1992), furthermore, has proposed that people cope with the experience of shame
in different ways, which in turn, influences how this emotion affects their behavior. These
responses include withdrawal, self-directed anger and criticism, externalized anger, and
avoidance. Although empirical evidence for the effects of shame is limited, a recent study by
De Hooge, Zeelenberg, and Breugelmans (2007) revealed that guilt motivated cooperative
behavior in everyday social situations, whereas shame had no effect on cooperation. The
authors argued that these results support the idea that shame is associated with withdrawal and
avoidance behavior rather than reparation and prosocial behavior.
In the context of observed wrongdoing, we argue that an employee who decides to
remain silent about an issue initially may be comfortable with that choice, but may become
increasingly ashamed of this decision as time progresses. For employees who are strongly
committed to challenging unethical behavior but feel unable to do so because of the potential
costs of speaking up, their shame may be immediate and devastating. In one study of the
effects of silence in the context of prejudice, women who failed to confront the perpetrators
who treated them prejudicially reported experiencing such self-directed negative emotions
such as shame, guilt, and high levels of distress (Shelton, Richeson, Salvatore, & Hill, 2006).
We argue that the shame associated with people’s decisions to remain silent will be
particularly strong if negative consequences (e.g., harm to others or their organizations) arise
as a result of their failures to speak up.
Additionally, we contend that the longer one remains silent, the harder it is to speak up
because the consequences of doing so are greater and rationalizations to remain silent are
stronger. This represents a process of escalating commitment to the decision to remain silent
(see Brockner, 1992). We note that other emotions will be relevant here too, particularly guilt,
and we suggest that the potential effects of experiencing multiple emotions is an important
area for future study. In the case of shame, however, we suggest that people experiencing this
emotion after reflecting on their behavior will have their negative cognitions about themselves
reinforced along with their decision to remain silent. This, in turn, will reduce the likelihood
that they will speak up in the future. As such, we propose as follows:
Proposition 4a. Observed employee wrongdoing and the subsequent appraisal of one’s
decision to remain silent is likely to lead to experienced shame.
Proposition 4b. Shame is more likely to lead to silence than to whistle-blowing.
Anticipated Regret
The emotion of regret arises when “realizing or imagining that our present situation
would have been better, had we decided differently” (Zeelenberg, 1999, p. 94) and is often
experienced following losses, transgressions, mistakes, and failures. Based on research
demonstrating that this emotion is pivotal to decision-making, we contend that anticipated
regret is likely to play an important role in how observers respond to wrongdoing in their
workplace. As we have noted already, anticipated emotions involve imagining the future
emotional outcomes of decisions and these can have powerful effects on decision-making.
Indeed, studies have shown that anticipated emotions increase people’s intentions,
expectations, and desires to engage in action, even when taking into account other variables
that influence their behavior (e.g., attitudes, norms, and behavioral control) (Baumgartner,
Pieters, & Bagozzi, 2008). From a motivational perspective, Sheeran and Orbell (1999) argue
that since regret is such an unpleasant and pervasive emotion, anticipated regret should lead
people to engage in behavior designed to circumvent or minimize this emotional experience.
In keeping with this, Zeelenberg (1999) notes that people are generally regret-averse, and thus
tend to engage in what he describes as “regret-minimizing choices.”
Based on a review of the literature, Zeelenberg (1999) argued that several factors
influence the extent to which people will anticipate experiencing regret following a decision.
Specifically, he suggests that regret will be anticipated and will have a greater effect on
decisions in situations in which: (1) the most preferred alternative is not necessarily better
than another behavioral option, (2) the potential negative outcomes of a decision have an
immediate impact as opposed to a delayed impact, (3) significant members of the decision-
maker’s social networks view the decision as important and expect the decision-maker to
adhere to it, (4) new information concerning potential gains and losses can be obtained, and
(5) significant members of the decision-maker’s social networks encourage the decision-
maker to evaluate his or her options carefully and postpone making a decision until all options
have been considered. Zeelenberg argued further that the greater the importance and
irreversibility of a decision, the more people will take into account the potential for regret.
In the case of employees who have observed wrongdoing, we suggest that anticipated
regret will influence employees’ decision-making because they are considering the behavioral
options available to them once an episode of wrongdoing has occurred. In this sense, it will
emerge in the decision-making process at a similar stage as anticipatory fear rather than as a
consequence of observing the wrongdoing (resulting in anger) or reappraisal of their own
behavior (resulting in guilt and shame). With respect to this emotion, we recognize that
employees can anticipate experiencing regret when they contemplate engaging in whistle-
blowing and when they consider remaining silent. This paradox captures neatly the cognitive
dissonance and conflict faced by those who observe wrongdoing in the workplace as they ask
themselves if it is worth taking the risk of engaging in whistle-blowing even if doing so
threatens to damage their career and reputation, or if it is better to remain silent and live with
the consequences of not reporting the behavior. Ultimately, we contend that the relative
anticipated regret associated with each potential response will help determine how people
respond to the situation. Thus, we propose as follows:
Proposition 5a. Observed employee wrongdoing and the subsequent decision-making process
will lead employees to anticipate the regret associated with silence as
opposed to whistle-blowing.
Proposition 5b. When employees anticipate experiencing greater regret if they remain silent
than if they speak up, anticipated regret is more likely to lead to whistle-
blowing than to silence.
Proposition 5c. When employees anticipate experiencing greater regret by blowing the
whistle than by remaining silent, anticipated regret is more likely to lead to
silence than to whistle-blowing.
To summarize, we have drawn on both conceptual and empirical work to suggest that
anger and guilt will predict whistle-blowing more strongly than silence, and that anticipatory
fear and shame will predict silence more strongly than whistleblowing. We have also argued
that anticipated regret — depending on the focus of the emotion — can lead employees to
engage in silence or whistle-blowing.
We now consider how one contextual variable — organizational climate — may
influence employees’ emotional reactions to observed wrongdoing and their subsequent
behavior. Organizational climate refers to collective and stable perceptions of psychologically
important elements of an organizational environment (Ashforth, 1985). So far as we can
ascertain, no empirical research to date has examined the relationship between emotion and
climate specifically. Nonetheless, we contend that climate is an important variable to consider
in future studies of silence and whistle-blowing. We now endeavor to explain its relevance in
this connection.
The Moderating Effect of Organizational Climate
Before explaining how climate is likely to affect how employees respond to
wrongdoing, we seek to avoid confusion by distinguishing between organizational climate
and culture. Denison (1996) defines organizational culture as “the deep structure of
organizations, which is rooted in the values, beliefs, and assumptions held by organizational
members” (p. 624). In contrast, he suggests that climate is “relatively temporary, subject to
direct control, and largely limited to those aspects of the social environment that are
consciously perceived by organizational members” (p. 624). Research suggests that multiple
sources contribute to the development of organizational climate, including organizational
events, processes, and communication (Schneider & Reichers, 1983). The shared perceptions
and meanings that arise from employees’ interactions with one another, in particular, are a
key element of climate. With respect to emotion, Ashkanasy and Nicholson (2003) proposed
that emotional displays in organizations can lead to shared perceptions of emotion among
employees, or an “emotional climate.” While we recognize that both culture and climate
shape how people respond to wrongdoing, previous research has demonstrated that
employees’ perceptions about the safety and utility of speaking up are important influences on
decision-making (Detert & Edmondson, 2006), and we focus on climate as a moderating
variable in this context.
Miceli and Near (1985) were the first to examine specifically the potential influence of
organizational climate on whistle-blowing. They suggested that if there is a high level of
dubious activity in an organization and evidence that dissent will attract punishment, then
employees are likely to develop perceptions that the organization is tolerant of wrongdoing,
making it risky to speak up about it. Miceli and Near argued that these perceptions could lead
to the development of a climate in which internal whistle-blowing is discouraged. In
accordance with their predictions, they found in a survey of over 8,000 employees that when
employees perceived that their organization was tolerant of the wrongdoing and that they
would experience retaliation for speaking up, they were unlikely to report wrongdoing to
management but likely to approach outside authorities with their concerns.
In a seminal paper, Morrison and Milliken (2000) proposed the concept of
organizational silence, a collective-level phenomenon characterized by the widespread
withholding of information by employees about organizational problems or concerns. They
argue that a climate of silence helps to facilitate the development of organizational silence,
and that it is characterized by two key perceptions: (1) that speaking up about problems in the
organization is not worth the effort and (2) that voicing opinions and concerns is dangerous.
Morrison and Milliken proposed that such a climate develops through a process of collective
sensemaking, through which employees gain shared understandings about their workplaces
(Weick, 1995). Interestingly, Morrison and Milliken’s concept of a climate of silence shares
similarities with Ashkanasy and Nicholson’s (2003) climate of fear, defined as a generalized
experience of apprehension in the workplace. Although Morrison and Milliken’s model seeks
to explain why employees will choose to remain silent en masse, we are interested here in the
effects of such a climate on individual-level behavior.
Effect of a Climate of Silence on Emotional Reactions and Behavioral Outcomes
We believe it is important to acknowledge that organizational climate can affect the
decision-making process at multiple points. For example, climate may shape employees’
initial appraisals of events in ways that influence their subsequent emotional reactions. For
example, in climates in which wrongdoing is normative and acceptable, employees may feel
less self-responsibility for speaking up and may even fail to recognize instances of deviant
behavior. Given our interest in the link between emotions and behavior, however, we ask:
How might climate affect the relationship between anger, guilt, and whistle-blowing?
We argue that, in a strong climate of silence, the decision-making process still will
involve feelings of guilt and anger, but the effects of these emotions will be reduced. We
believe that employees’ rationalizations and emotion-regulation processes may play a key role
here. After all, why should you get angry about the injustice of a situation if you are
powerless to change it? What is the point of feeling guilty about not reporting a wrongdoing
when you know that no action will be taken against the perpetrator? Indeed, rather than
feeling guilty, it is likely that employees will be more concerned about protecting themselves
and minimizing the possibility of becoming a target of retaliation, thereby reducing their
capacities for empathy. Thus, we propose that a climate of silence — specifically, the
perceptions that characterize such a climate — will suppress the effect of anger and guilt on
speaking-up behavior such that employees will be more likely to remain silent about
wrongdoing than risk retaliation by blowing the whistle.
Additionally, we argue that climate will exert an important effect on the extent to
which employees will anticipate experiencing regret if they speak up as opposed to if they
remain silent. In a climate in which employees are encouraged to report adverse incidents and
whistle-blowers are protected from retaliation, it is likely that observers will anticipate
experiencing greater regret and self-blame if they remain silent than if they speak up. In
contrast, in an organization in which employees perceive that it is dangerous to speak up and
that voicing their concerns is unlikely to lead to reparative action, we suggest that employees
will believe that the potential for regret is greater if they take the risk and blow the whistle
than if they withhold their concerns. Although the introduction of whistle-blower protection
laws in many countries (e.g., the United States, Australia, the United Kingdom) has led to
increased legal protection for workers who choose to report adverse events, it is clear that
whistle-blowing is still an extremely risky activity in many organizations (Earle & Madek,
2007). Overall, we argue that perceptions about the safety and utility of speaking up will
affect observers’ anticipated regret about the options available to them and this, in turn, will
influence their behavioral responses to wrongdoing. As such, we propose the following:
Proposition 6. A climate of silence will attenuate the effects of anger, guilt and anticipated
regret about remaining silent on employees’ propensities to engage in whistle-
blowing.
In summary, we have used AET (Weiss & Cropanzano, 1996) and the feedback theory
(Baumeister et al., 2007) to describe how observers may make decisions about how to act
following an observed wrongdoing. Specifically, we have argued that at least five discrete
emotions — anger, anticipatory fear, guilt, shame, and anticipated regret — influence
people’s decisions to engage in silence or whistle-blowing. To date, little empirical research
has been conducted to determine the role of discrete emotions in decision-making in this
context. However, we hope that our conceptualization will help to facilitate future research in
this area.
LIMITATIONS, IMPLICATIONS, AND FUTURE DIRECTIONS
We acknowledge that our conceptual model of decision-making and emotion has
several limitations. First, we have not addressed all possible responses in which an employee
may engage following the observation of wrongdoing. For example, instead of remaining
silent or engaging in whistle-blowing, employees may confront the perpetrator(s) themselves,
they may exit the organization, or they may speak to friends, family, and colleagues about the
wrongdoing. Indeed these behaviors may occur independently of or in conjunction with the
ones on which we are focused.
Second, we focused primarily on the role of emotion in the decision-making process,
while paying little attention to other potential influences. This should not be taken as an
indication of their insignificance, however. Instead, considering researchers’ traditional focus
on the organizational and individual predictors of whistle-blowing, we contend that
examining the nature of the decision-making process and the associated emotions is an
important way of advancing the field. We acknowledge also that discrete emotions can arise
at several stages during the decision-making process, and that some of the stages and
emotions specified in our model are not mutually exclusive. For example, although we have
included anger as an emotion arising directly from observing wrongdoing, anger also can
arise following a reappraisal of one’s own behavior and as an anticipatory emotion (e.g., if
people imagine that they will be treated poorly if they speak up). In this respect, we hope that
our research will stimulate empirical investigation of both the discrete emotions involved in
silence and whistle-blowing, as well as their antecedents and consequences at various stages
of the decision process.
As we have noted already, our model is limited to the influence of only one contextual
variable — organizational climate. However, researchers have demonstrated that many other
contextual factors influence the decision to engage in whistleblowing (for a review, see Miceli
& Near, 2005). For example, national culture is likely to affect how people respond to
instances of wrongdoing in the workplace. In this connection, Tavakoli, Keenan, and Crnjak-
Karanovic (2003) suggested that Hofstede’s (2001) cultural dimensions of individualism,
power-distance, uncertainty avoidance, and masculinity may shape how people perceive
ethical events and the likelihood of whistle-blowing. In their survey of American and Croatian
managers’ propensities to report wrongdoing, results generally supported their hypotheses,
suggesting that national culture exerts an influence on individual behavior in this context.
Despite these limitations, we believe that our model has important implications for
researchers. Theoretically, our work integrates some of the most recent research in the area of
employee silence (e.g., Morrison & Milliken, 2003), whistle-blowing (Henik, 2007), and self-
conscious emotions (Tracy & Robins, 2004) to consider how emotions may influence
decision-making by employees following observed wrongdoing in the workplace. Further, we
have suggested that, in accordance with AET (Weiss & Cropanzano, 1996) and the feedback
theory (Baumeister et al., 2007), emotions represent a crucial component of employee
decision-making, and offered specific propositions considering the relationship between
discrete emotions and behavioral outcomes, as well as the moderating effect of climate. In
doing so, we have emphasized that decisions about how to respond to wrongdoing are shaped
by both affect and cognition, in addition to various individual and contextual factors. Overall,
we contend that understanding how emotions operate in this context can provide us with a
deeper comprehension of what it means to speak up or to remain silent, and why people
engage in these behaviors.
Our chapter shares some similarities with previous work (e.g., Gundlach et al., 2003;
Henik, 2007), but differs from it and extends previous research in three important ways. First,
in line with AET (Weiss & Cropanzano, 1996) and Baumeister et al.’s (2007) theory of
emotion as a feedback system, we suggest that the emotions arise from at least three sources
following wrongdoing: (1) observing the event itself; (2) retrospective evaluations of one’s
responses to previous episodes of wrongdoing, and the outcome of these behaviors; and (3)
emotions that employees expect to experience in the future if they engage in silence or engage
in whistle-blowing. Thus, compared to early models of whistle-blowing, we argue that
emotion plays a far more important role in the decision-making process than initially
theorized. Second, we have extended the list of discrete emotions that may be involved in
decision-making to include self-conscious emotions and anticipated regret. We believe that
this represents a crucial area for further study. Third, we have adopted Morrison and
Milliken’s (2000) proposed concept of a “climate of silence” to consider how climate may
moderate employees’ emotional reactions and their subsequent responses. Again, we feel that
this is an area deserving of further exploration. Currently, the most pressing need is to
conduct empirical tests of our comprehensive model in order to assess the validity of the
proposed relationships and processes. Doing so, we believe, will require using both
qualitative and quantitative techniques.
Also, and as we have mentioned already, the effect of emotion on decision-making
following wrongdoing has not been explored comprehensively by organizational researchers.
As such, the field is rich with opportunities for future research. For example, future studies
could build on the preliminary findings established about the potential discrete emotions
involved in the decision-making process. Here, we suggest that diary studies (e.g., Grandey,
Tam, & Brauburger, 2002) and even experimental approaches could be used to obtain real-
time measures of employees’ emotions. Field studies could allow researchers to examine
multiple episodes of wrongdoing that unfold over days or weeks, and the extent to which
individuals’ appraisals and emotions change over time. Another interesting question concerns
how individuals decide how to respond when they experience multiple negative emotions
with different appraisal tendencies, such as anger (characterized by increased certainty and
confidence) and fear (characterized by apprehension and uncertainty). Finally, we suggest that
it would be useful to investigate the role of positive emotions in this process, given that
researchers have found that positive emotions facilitate successful coping behavior (for a
review, see Folkman & Moskowitz, 2000). In this respect, the role of anticipated relief, pride,
and hope appear to be especially worthy of exploration.
CONCLUSION
Given the prevalence of wrongdoing in the contemporary workplace along with
increasing recognition of whistle-blowing as an important prosocial behavior (Miceli & Near,
2005), we contend that understanding the process through which employees go through in
deciding whether or not to speak up — and particularly the role of emotions as predictors of
their decisions — is an important departure from more traditional research in the field of
whistle-blowing. Overall, we submit that our work contributes to the growing literature
recognizing the emotional experiences of observers of deviant behavior (e.g., Gundlach et al.,
2003), and makes an important contribution to understanding the psychological processes
underlying employee decision-making in the workplace. We hope that the propositions
offered in this chapter will provide a starting point for empirical studies in this area,
particularly those focusing on the effects of discrete emotions and how emotions interact with
contextual factors to shape employees’ behavior.
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