NCJ Number
79382
Journal
Assets Protection Volume: 6 Issue: 4 Dated: (July/August 1981) Pages: 30-37
Date Published
1981
Length
8 pages
Annotation
This discussion of psychological deterrents to employee dishonesty suggests warnings when an employee is first hired, ways to maintain a highly visible security presence, and potential surveillance devices, as well as supplemental programs involving informants and company rewards.
Abstract
Psychological deterrents are effective and less costly alternatives to traditional secruity measures. Deterrence begins in the initial employment interview when a prospective employee is warned about the consequences of any dishonest activities and asked to authorize a background investigation. Company resolve can be demonstrated further by fingerprinting and photographing the employee and issuing an identification card. New employees should attend group security orientation sessions and then be contacted individually by a security supervisor. Security personnel should be seen frequently in all operating and office areas and should offer a series of loss prevention presentations for all employees. A telephone hotline can permit employees to communicate directly with security officers at all times and be assured that their information is treated confidentially. Closed circuit television and metal detectors create additional psychological deterrents to dishonesty. Dummy cameras can increase the impact of a surveillance system, as can varying levels of sensitivity in metal detectors. Exit interviews can be used to detect weaknesses in the security system. Some corporate security offices consciously develop and maintain certain employees as sources of information about theft and dishonesty, and an awareness that informers exist produces another deterrent. Programs which offer substantial cash awards for information leading to the arrest and conviction of anyone stealing from the company should be marketed aggressively by the security department. Because psychological deterrents must be backed up by deliverable sanctions, a company should state its determination to prosecute all cases with a substantial likelihood of conviction as well as discharge the employee. Samples of employee identification cards, company security pledges, and reward program publicity are included.