Observers’ Impressions of Unethical Persons and Whistleblowers

Decker, Wayne H.; Calo, Thomas J.

doi:10.1007/s10551-006-9283-2

Cited by 17 publications

(14 citation statements)

References 35 publications

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“…The use of a scenario methodology has somewhat limited the generalizability of the findings. However, the scenario methodology is commonly used in research on voicing discontent and whistle-blowing (e.g., Decker & Calo, 2007;Olson-Buchanan & Bowell, 2002), and when the purpose of the experiment is to test a theory rather than the generalizability of findings across situations (Mook, 1983). It has also allowed us to control the nature of voicing of discontent, something that cannot be easily accomplished in a field study.…”

Section: Discussionmentioning

confidence: 99%

South Korean managerial reactions to voicing discontent: The effects of employee attitude and employee communication styles

2009

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SummaryUsing a scenario-based experiment, this study examined how employee attitude and employee communication styles affected managers' reactions to employees' objections to a company policy. In the experiment, employee attitude (cynical versus trusting) and employee communication styles (aggressive versus diplomatic) were manipulated, and managers' reactions to voicing discontent were assessed through a questionnaire. Based on a sample of 185 middle managers working in various organizations in South Korea, the results showed that managers were more likely to engage in social undermining and were less likely to provide social support when cynical (rather than trusting) employees objected to a company policy. Also, attributed motives (i.e., personal attack and health concern) fully mediated the relationship between employee attitude and social support and social undermining. In addition, managers more likely attributed the objection to moral concerns when trusting (rather than cynical) employees communicated in an aggressive manner.

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Section: Discussionmentioning

confidence: 99%

South Korean managerial reactions to voicing discontent: The effects of employee attitude and employee communication styles

2009

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“…Past research indicates that inferences of responsibility for misbehaviour provoke anger and resentment (Near et al, 2004;Robinson, Robertson, & Curtis, 2012;Tripp & Bies, 2010). Attribution of intent is an inherent component of emotional reactions, such that employees are more emotionally sensitive to transgressions when they attribute them to intentional rather than unintentional causes (Belschak, Den Hartog, & Fay, 2010;Decker & Calo, 2007;Gundlach, Douglas, & Martinko, 2003;Robinson et al, 2012). Furthermore, attributing misbehaviour to a stable cause (e.g., a stable trait of an individual) rather than an unstable cause (e.g., a once-off mistake by the individual) may influence both the emotions experienced and the intention to act.…”

Section: Studymentioning

confidence: 99%

Investigating the role of discrete emotions in silence versus speaking up

Kirrane

O’Shea

Buckley

et al. 2017

J Occupat & Organ Psyc

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Silence in the workplace is a highly prevalent behaviour, but more is needed to understand the causes and consequences of such behaviour. In this article, we draw on theory and research to examine the role of discrete emotions in decisions to remain silent or to speak up. Three studies with full‐time employees were carried out utilizing both qualitative and experimental methodologies. Study 1 (n = 110) demonstrated that there are many reasons for being silent and established fear as the main emotion associated with silence behaviour. Building on the results of Study 1 and using a quasi‐experimental vignette design, Study 2 (n = 142) confirmed that different silence motives provoke different emotional experiences. Exploring the behavioural effects of emotions using a further experimental design, Study 3 (n = 80) showed that anger is an antecedent to speaking up about an observed transgression, whereas less intense anger was associated with staying silent. This pattern was not evident for fear. Taken together, these three studies provide empirical data regarding the relationship between silence, emotions, and actions. We contribute to theory and research at the intersection of silence, emotions, and behaviour and offer valuable insights into the dynamics of these concepts in the workplace. Practitioner points Our study demonstrates that employees are silent for many reasons and that managers need to be sensitive to the multiple motives driving silence behaviour Managers need to be aware that silence provokes specific emotions, with fear and anger being particularly common emotional consequences of silence. Employees are more likely to take action when emotions are intense and so managers need to incorporate a sensitivity to employee emotions in understanding worker silence and voice

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“…Chan and Leung (2006) .08 156 2 1 Chan and Leung (2006) À.11 156 1 1 Chonko and Hunt (1985) .22 462 2 1 Chung and Trivedi (2003) .19 112 4 1 Coate and Frey (2000) .06 137 3 1 Cohen and Pant (1998) .11 .15 .07 645 3 1, 3 Cohen and Pant (1998) .07 645 2 1 Cole and Smith (1996) .10 537 2 1 Comer and Vega (2008) .06 504 3 1 Dabholkar and Kellaris (1992) .13 198 2 1 Dalton and Ortegren (2011) . (1992) .30 89 3 1 Dawson (1992) .11 89 2 1 Dawson (1995) .28 88 3 1 Dawson (1997) .07 203 2 1 Decker and Calo (2007) .17 175 2 1 Deshpande, Joseph, and Prasad (2006) . Treviño, and Sweitzer (2008) .17 307 3 1…”

Section: Appendixmentioning

confidence: 99%

Are Sex Effects on Ethical Decision-Making Fake or Real? A Meta-Analysis on the Contaminating Role of Social Desirability Response Bias

2016

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A meta-analysis of 143 studies was conducted to explore how the social desirability response bias may influence sex effects on ratings on measures of ethical decision-making. Women rated themselves as more ethical than did men; however, this sex effect on ethical decision-making was no longer significant when social desirability response bias was controlled. The indirect questioning approach was compared with the direct measurement approach for effectiveness in controlling social desirability response bias. The indirect questioning approach was found to be more effective.

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Observers’ Impressions of Unethical Persons and Whistleblowers

Abstract: attributions, decision-making bias, ethical judgments, moral intensity, whistle-blowing,

Cited by 17 publications

References 35 publications

South Korean managerial reactions to voicing discontent: The effects of employee attitude and employee communication styles

South Korean managerial reactions to voicing discontent: The effects of employee attitude and employee communication styles

Investigating the role of discrete emotions in silence versus speaking up

Are Sex Effects on Ethical Decision-Making Fake or Real? A Meta-Analysis on the Contaminating Role of Social Desirability Response Bias

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