Casal Jose C, Bogui Frederic B
School of Management, New Jersey Institute of Technology, University Heights, Newark, NJ 07102-1982, USA.
Psychol Rep. 2008 Aug;103(1):121-33. doi: 10.2466/pr0.103.1.121-133.
It has been proposed that employees aware of organizational wrongdoing face two decisions: whether or not to blow the whistle and whether or not to leave their organizations. Of these only the decision to blow the whistle has received attention, leaving a gap in knowledge; thus, a survey of 330 management accountants was analyzed to examine potential predictors of intended responses to organizational wrongdoing. Analysis of ratings indicated that intent to leave increased with seriousness of wrongdoing and expected retaliation for whistleblowing and decreased with expected effectiveness of whistleblowing. Intent to stay and blow the whistle increased with expected effectiveness of whistleblowing and role responsibility for reporting and decreased with expected retaliation for whistleblowing; intent to leave and blow the whistle increased with expected effectiveness of whistleblowing and role responsibility for reporting.
有人提出，意识到组织不当行为的员工面临两个决定：是否揭发以及是否离开所在组织。其中，只有揭发的决定受到了关注，这导致了知识上的空白；因此，对330名管理会计师进行了一项调查分析，以检验对组织不当行为预期反应的潜在预测因素。评级分析表明，离职意图随着不当行为的严重性以及举报预期报复的增加而增加，随着举报预期效果的增加而降低。留任并揭发的意图随着举报预期效果以及举报的角色责任的增加而增加，随着举报预期报复的增加而降低；离职并揭发的意图随着举报预期效果以及举报的角色责任的增加而增加。
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