On a fundamental level, every company and organisation in the world can be regarded as a constellation of human beings, working together towards a mutually accepted overarching goal. An organisation is truly only as great as the people who embody its mission, those who go above and beyond to see the company succeed and to make customers happy. Henceforth, the most important asset in an organisation is not its facilities or market cap, but the individuals that work in it. We could, therefore, expect companies to pay extreme attention and look after their workers so that they can ensure an encouraging and productive work environment.
In reality, however, this is rarely the case. In this day of age, revenue and profit have become the leading corporate targets and key performance indicators, leading to a severe neglect of basic psychological needs of employees. The consequences of this mindset are starting to become increasingly evident. More and more companies in the UK and worldwide experience an increase in dysfunctional and harmful actions from employees towards the organisation (Furnham and Taylor, 2011) – such actions are known as counterproductive work behaviours (CWBs). There are multiple forms of counterproductive work behaviours ranging from theft and property destruction to absenteeism and alcohol abuse, etc. and their causes lie either in the individual or in the company. Theft is considered to be one of the most common types of CWBs, with up to 75% of all employees reporting to have stolen from their employer at least once.
The purpose of this essay will be to briefly introduce the different types of counterproductive work behaviours and to explain their underlying causes. We will be focusing particularly on theft as it has been shown to be the reason for bankruptcy in one-third of the companies. Having the fundamental theoretical knowledge, we will then focus our attention on curating a researched-based intervention for reducing theft at work, giving action-based advice both on an individual and an organisational level.
Table of Contents
1. Introduction
2. What are counterproductive work behaviours and what causes them?
3. What is theft and what causes it?
4. How to reduce the occurrence of theft?
5. Conclusion
Research Objectives and Core Themes
The primary objective of this work is to analyze the underlying psychological and organizational drivers of counterproductive work behaviours (CWBs), with a specific focus on employee theft, and to propose research-based strategies for mitigation at both the individual and organizational levels.
- Psychological determinants of CWB and employee theft.
- The "bad apple, bad barrel" theoretical framework.
- Impact of organizational climate and culture on worker integrity.
- Strategic intervention methods, including selection, training, and internal control systems.
Excerpt from the Book
What is theft and what causes it?
Theft, otherwise known as inventory shrinkage, is a problem in many companies worldwide causing massive losses each year. It can be defined as “any unauthorized appropriation of company property by employees either for one’s own use or for sale to another” (Greenberg, 1997). Theft costs $123.4 billion to retailers globally, which constitutes to 1.23% of all retail sales. The main sources of inventory shrinkage are Employee Theft (39%), Shoplifting (38%), Administration losses (16%), and Supplier Fraud (7%) (Global Retail Theft Barometer, 2015). Theft is considered the main reason for bankruptcy in about one-third of all companies (Mishra and Prasad, 2006) and it has been shown that 75% of all employees have stolen at least once (McGurn, 1988). When talking about theft, we often think about money and goods. But theft encompasses an even bigger array of possibilities, including stealing of identity, sensitive information or intellectual property. In respect to the severity of the theft, there are three types: trivial (paperclips), semi-trivial (pens, paper) and non-trivial (laptops). In respect to the form of theft, there are two types: material theft (money, goods) and production theft (poor output, slow work, absenteeism) (Furnham and Taylor, 2011). When examining the causes of theft, we can once more utilize the bad apple (individuals), bad barrel (organisations) metaphor. Dishonest behaviour is caused by a combination of both.
Summary of Chapters
1. Introduction: This chapter highlights the rising prevalence of counterproductive work behaviours and establishes the critical importance of human capital in modern organizational success.
2. What are counterproductive work behaviours and what causes them?: This section classifies various forms of CWBs and introduces the "bad apple, bad barrel" framework as the analytical basis for understanding individual and environmental triggers.
3. What is theft and what causes it?: This chapter explores the severe financial impact of theft and examines specific individual demographics and situational organizational factors, such as perceived unfairness, that contribute to dishonest behaviour.
4. How to reduce the occurrence of theft?: This section outlines practical intervention strategies, ranging from rigorous recruitment and integrity testing to the implementation of employee support programs and internal security controls.
5. Conclusion: The concluding chapter synthesizes the main findings, reiterating that while a universal solution does not exist, holistic efforts at both the employee and organizational levels are essential for mitigating theft.
Keywords
Counterproductive work behaviours, CWB, employee theft, inventory shrinkage, bad apple, bad barrel, moral development, ethical climate, integrity tests, organizational justice, job satisfaction, internal control, psychological needs, workplace deviance, remediation strategies.
Frequently Asked Questions
What is the fundamental scope of this work?
The work examines counterproductive work behaviours (CWBs) within organizational settings, specifically focusing on the motivations and remediation of employee theft.
What are the primary themes discussed?
Central themes include the classification of CWBs, the influence of moral development on employee integrity, the role of organizational climate, and strategies for theft prevention.
What is the central research question?
The research seeks to identify why employees engage in counterproductive behaviours and how organizations can effectively intervene to reduce these harmful actions.
Which scientific methodology is applied?
The paper utilizes a meta-analytical approach, synthesizing existing literature on organizational psychology, criminology, and management ethics.
What is covered in the main body of the text?
The main body details the "bad apple, bad barrel" framework, provides a breakdown of different types of theft, and evaluates the effectiveness of various HR and managerial interventions.
Which keywords define this work?
Key terms include counterproductive work behaviours, theft, ethical climate, moral development, and organizational intervention.
How does the "bad apple, bad barrel" metaphor function here?
It categorizes the causes of theft into individual characteristics (bad apples) and organizational influences (bad barrels) to provide a structured approach to problem-solving.
Why is perceived unfairness a significant factor in theft?
The text explains that when employees feel that the input (salary/treatment) is unbalanced compared to the output (work), they often justify theft as a form of retaliation or a defense mechanism.
What role do integrity tests play in the proposed solutions?
Integrity tests are suggested as a recruitment tool to screen for "prone to steal" profiles, helping organizations minimize the presence of high-risk individuals from the outset.
What are the limitations of the proposed intervention strategy?
The author acknowledges that there is no "one-size fits all" solution and that companies may be constrained by limited time, funds, or resources when implementing extensive prevention programs.
- Citation du texte
- Vladislav Tsekov (Auteur), 2018, Understanding and Reducing Counterproductive Work Behaviours in Organisations, Munich, GRIN Verlag, https://www.grin.com/document/446923
