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Essay / Research Paper Abstract
A problem for employers is the impact of dishonest staff. This 10 page paper considers how understanding the differing motivation behind the dishonest acts can help employers develop prevention strategies. The paper starts by looking at minor acts of dishonesty as a result of dissatisfaction and then considers wide motivation as presented by crime theories. The bibliography cites 10 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEdishonest.rtf
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Unformatted sample text from the term paper:
numerous ways, from minor pilfering which may be interpreted as perks and the collaboration of employees clocking on for each other to major theft, fraud, sabotage or other criminal damage.
Whilst this latter may be seen as the most major, both extremes may impact on only the company, the later being the most serious, but the former having a compound
effect on both the culture as well as the profits. For example, it is estimated that 33% of good that are taken by shoplifters are actually take by staff (Europe
Intelligence Wire, 2002). There is little disagreement that staff dishonestly is a negative force on the organisation both directly and indirectly. Therefore
a company need to develop strategies to reduce the occurrence and impact of staff dishonesty. Here we can argue that of knowledge and awareness of offenders motives can aid with
the development of strategies to prevent employee dishonestly. There are many different motivations for the dishonesty in staff. One of the first studies that demonstrated staff acting in a negative
manner was in the Work of Frederick Taylor, the founder of the scientific school of management. His study at Midvale Steelworks saw the implementation of scientific management techniques (Huczyniski et
al, 1996). When Taylor introduced his working methods significant disputes arose due to employee dissatisfaction. This was not only seen in legitimate working practices, such as slow rates of work
and disputes, but also though the presence of theft and sabotage. The motivation here was the only way that some of the staff felt they could demonstrate their objection to
the way they were being treated. The result created a negative cycle, showing itself in the requirement for close supervisory attention due to the attitude of the employees and the
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