Crime Prevention in the Workplace: Crime Is A Symptom, Bad Management the Disease (From Preventing Property Crime, P 95-100, 1987, Dennis Challinger, ed. -- See NCJ-114125)

• NCJ Number: 114132
• Author(s): R Brown
• Date Published: 1987
• Length: 6 pages
• Sale Source: Australian Institute of Criminology; National Institute of Justice/
• Language: English
• Country: Australia
• Note: For microfiche, see NCJ-114125.

Annotation

Positive, proactive, employee-involved programs provide the most effective means of reducing illegal, irresponsible, and unethical activities in the workplace.

Abstract

Such behaviors cause loss of profits, productivity, and employee morale. A 1981 survey of workplace deviance found that the majority of employees do not steal, and the level of deviance and theft in an organization had little to do with the size and sophistication of the security apparatus or internal security operations. Rather, workplaces with low levels of deviance had clear written policies and employees who were satisfied with the work environment and their general treatment and management. Companies experiencing the most theft and other forms of workplace deviance were those who signalled to their employees that they were not concerned about their property or the employees. Research also suggests that social, rather than physical, controls are the best deterrents of theft and deviance. A clear company policy on employee theft must be formulated and continually disseminated through the workforce. Company operating standards should reflect the antitheft policy. Sanctions should be consistent and made known to employees. In addition, employees should be encouraged to take responsibility for security and loss prevention. 2 references.