| Abstract: | Examined the power–dependency relationships between "whistle blowers" and their employers through the regression analyses of survey data from 636 employees of federal agencies who had reported evidence of official wrongdoing. Ss reported that they were more likely to suffer retaliation if they lacked the support of their supervisors and managers. Retaliation was also more severe if the wrongdoing was serious and if the S used channels outside the organization to report the incident. Following severe retaliation, Ss were likely to file official complaints about the retaliation and to leave their jobs involuntarily. Other predictors of reactions to retaliatory action are discussed. (36 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved) |
