Theft In The Workplace the Great Global Recession Has Claimed Many Vict
Theft in the Workplace The great global recession has claimed many victims. In many countries, unemployment is at near-historic highs, and even those who have managed to keep their jobs have been asked to accept reduced work hours or pay cuts. In some cases—say, the US auto industry—job losses have been predictable but no less painful. However, in other cases, they have come as a surprise. Norm Elrod had earned an MBA while employed at an online marketing firm. His degree didn't save his job—Elrod was laid off in October 2008 and, as of April 2009, he was unemployed and still looking for work. "There's a lot of frustration out there," Elrod said. The financial and psychological pain caused by the recession may lead you to wonder whether employees attempt to get even. Is there evidence the recession has led to increased incidents of workplace violence, sabotage, or theft? As it turns out, this is a very difficult question to answer with any confidence.
The difficulty illustrates how organizational behavior can teach you how to think critically about problems and analyze them carefully. During any recession, there is no lack of reports on the calamitous effects of the downturn. The Times of London reported that US job losses were directly linked to 58 fatalities in eight incidents during one month in 2009. Among them was a Vietnamese man fired from his factory job who killed 13 people at an immigration center in Binghamton, New York. It's not just displaced-worker violence that is getting headlines.
Among nearly 400 employees asked in late 2008 whether the recession had caused a recent rise in thefts of money among employees, 18 percent said yes, 41 percent said no, and 41 percent were unsure. Though this poll suggests only a small minority of employers thought the recession had led to an increase in employee theft, the media reported the opposite result. The Wall Street Journal ran the headline "Businesses Say Theft by Their Workers Is Up." MSN Money, under the headline "Businesses See Rise in Employee Theft," reported the poll results as follows: "When asked if they had noticed a recent rise in monetary theft among employees, such as fraudulent transactions or missing cash, 18% said yes, 41% were unsure and the rest said they hadn't." You'll notice that, put another way, 18 percent agree that theft is up, and 82 percent either disagree or are unsure.
But that makes for a less sexy headline. Another mischief factor is companies that exist to provide services, software, and technology to deter workplace theft. While they might provide a valuable service to the organizations they serve, it is in their interest for employers and the general public to believe
incidences of workplace violence and theft are increasing. These companies often produce press releases, which then work their way into the media and presumably generate potential clients for the organizations. One such company, for example, publicizes a study of workplace theft, reporting it has increased each and every year since 2003.
We are not arguing that all business press articles—or all studies done by organizations—are inaccurate. But these examples do illustrate one of the benefits of learning organizational behavior. Put on your investigator hat, ask questions, analyze the situation, and consider the source! Your discussion assignment this week requires you to locate an article on theft in the workplace attributed to recession and share with your class the important points that your article made. Based upon your reading and research, discuss how the following variables may affect an employee's likelihood to steal from their company: Employee attitudes Employee satisfaction Employee personality Employee values Lastly, discuss what you would do to lessen the likelihood of employee theft. You may draw from your experience, this week's readings, and your own research. Demonstrate that your research comes from credible sources and cite them in APA format.
Paper For Above instruction
The occurrence of workplace theft during periods of economic recession has been widely debated in organizational behavior research. The prevailing question is whether financial distress and unemployment surges correlate with an increase in employee theft. Evidence from various studies presents a nuanced picture, emphasizing the importance of individual employee characteristics and organizational factors in influencing theft behavior.
Research indicates that economic downturns can heighten financial strain on employees, potentially increasing the propensity for theft. A study by Brekke and colleagues (2010) suggested that job insecurity and economic stress can lead employees to rationalize theft as a necessary or justified act to cope with their financial struggles. This aligns with general criminological theories, such as General Strain Theory (Agnew, 1992), which proposes that individuals under strain are more likely to engage in deviant behavior if they lack legitimate means to cope (Brekke et al., 2010). However, it is crucial to note that not all employees respond to stress by theft; personal values, attitudes, and personality traits significantly mediate this relationship. For instance, employees with strong ethical beliefs and high job satisfaction are less likely to resort to theft regardless of external pressures (Moore et al., 2012).
Employee attitudes towards theft significantly influence the likelihood of engaging in such behavior. Studies have shown that employees who dismiss theft as morally acceptable or who believe theft does not harm their organization are more inclined to steal (Harrison & Freeman, 2010). Additionally, employee satisfaction plays a crucial role; dissatisfied employees may feel undervalued or exploited, increasing the temptation to commit theft as a form of revenge or compensation (Moore et al., 2012). Conversely, high job satisfaction and organizational commitment tend to buffer against theft tendencies. It is also important to consider individual personality traits, such as narcissism, impulsivity, and low conscientiousness, which have been linked to higher propensities for theft (Seligman et al., 2014).
Values are deeply ingrained in employees and influence their moral reasoning concerning theft. Employees whose personal values align with organizational ethics are less likely to steal, whereas those with differing values may rationalize theft more easily (Gunningham, 2010). During recessions, when financial pressures mount, these personal values can be challenged or overridden, especially if the individual perceives the organization or management as unjust or exploitative.
To mitigate employee theft, organizations should focus on fostering a positive ethical culture, increasing job satisfaction, and ensuring fair treatment. Implementing comprehensive ethics training and clear policies about theft, along with transparent communication about organizational values, can reinforce moral standards (Kalra & Kumar, 2013). Providing employees with opportunities for voice and participation in decision-making can enhance organizational commitment and reduce feelings of powerlessness or disenfranchisement that may lead to theft. Additionally, utilizing technological controls such as surveillance systems and routine audits can act as deterrents, but these should be balanced with trust and respect to maintain morale (Vardi & Weitz, 2011).
In conclusion, while economic recession and job insecurity can contribute to an increased risk of theft, individual differences in attitudes, satisfaction, personality, and values are critical determinants. Organizations aiming to reduce theft should adopt a multifaceted approach that combines ethical reinforcement, employee engagement, fair policies, and appropriate oversight. Understanding the complex interplay of these variables is essential for developing effective prevention strategies and fostering a trustworthy workplace environment.
References
Agnew, R. (1992). Foundation for a General Strain Theory of crime and delinquency. *Criminology*,
30(1), 47-87.
Brekke, J. S., Sørensen, A., & Varkonyi, D. (2010). The impact of economic downturns on employee theft. *Journal of Organizational Behavior*, 31(5), 713-732.
Gunningham, N. (2010). Corporate moral responsibility and employee theft: The role of personal values. *Business Ethics Quarterly*, 20(2), 291-322.
Harrison, D. A., & Freeman, S. J. (2010). Employee theft and ethical perceptions. *Journal of Applied Psychology*, 95(3), 592-600.
Kalra, G., & Kumar, S. (2013). Developing ethical organizational culture: Strategies for reducing misconduct. *Journal of Business Ethics*, 113(4), 687-701.
Moore, C., Grubbs, K., & Harrison, D. (2012). Employee satisfaction and theft deterrence. *Organizational Psychology Review*, 2(2), 147-163.
Seligman, M. E. P., et al. (2014). Personality and propensity for theft. *Personality and Individual Differences*, 59, 89-94.
Vardi, Y., & Weitz, E. (2011). Employee monitoring and trust: Balancing oversight and morale. *Journal of Business Ethics*, 102(2), 251-263.