| > | | | | job is less likely to steal from the employer. |
| | | | - Theft volume is inversely proportional to the |
| The proverbial "disgruntled employee", typically | | | | perceived possibility of detection. The greater the |
| considered the source of most employee theft, | | | | fear of detection, the Less the theft. |
| may also be very good at disguising his or her | | | | - Concerted efforts to reduce theft by the |
| complaints about the company. In fact, that same | | | | employer will achieve theft loss reductions. |
| person is very likely to be your best worker. | | | | - Following a security audit and the establishment |
| The proverbial "disgruntled employee", typically | | | | of an expressed management policy prohibiting |
| considered the source of most employee theft, | | | | theft was sufficient in Some cases to reduce |
| may also be very good at disguising his or her | | | | incidence. |
| complaints about the company. In fact, that same | | | | - About one‑third of all employees |
| person is very likely to be your best worker. | | | | reported stealing. (This has correlated with findings |
| Executive Security Group, LLC. Of New York / | | | | from field tests in the use of |
| New Jersey and Florida, a security-consulting firm | | | | paper‑and‑pencil |
| has compiled information over the past | | | | honesty‑type tests.) |
| twenty-five years of operation through personnel | | | | - Lack of prosecutorial policies and lack of |
| experience and with data from the Uniform Crime | | | | vigorous prosecution efforts tend to encourage |
| Report of the FBI. Along with various personal | | | | theft. Actual dismissal from |
| and other studies on theft in the work place, | | | | Employment of the threat of dismissal, alone, is |
| produced many findings about the pervasiveness | | | | not effective deterrents, particularly for the |
| of theft on the job. Some of the studies involved | | | | young employee. |
| anonymous questionnaires to employees in a | | | | "Internal theft occurs on all employment levels". |
| sample of industries, and follow‑up | | | | Many of the cases Executive Security Group has |
| interviews with employee representatives to | | | | investigated were |
| determine their perceptions of theft and their | | | | Initially uncovered by a security survey, where |
| reactions to the employee assessments. We have | | | | employers could not pinpoint the cause. "In every |
| found that the typical dishonest employee falls | | | | case, the employer |
| into particular areas. Some of the findings and | | | | Was surprised to learn who the culprit was". His |
| conclusions are: | | | | advice: "Take no employee for granted, refine |
| - Most employees claim that they do not steal, | | | | Inventory control, |
| but thefts been reported in every one of the | | | | Restrict Key access, background investigations, |
| employer locations sampled. | | | | don't be too demanding, and conduct regular |
| - The greater the opportunity for theft the | | | | security Investigations or Surveys". |
| greater the likelihood of theft. | | | | In summary, theft is a widespread work place |
| - Young employees steal more and more | | | | problem. It is not reduced or controlled without |
| frequently. (This finding correlated findings in the | | | | specific policies and programs. It is greatest where |
| shoplifting and retail store theft studies.) | | | | opportunities are great and perceived that the |
| - Those Concerned with advancement and | | | | likelihood of detection is least. Industrial discipline |
| achievement in their careers are apt to steal | | | | ‑ "firing" ‑ is not, by itself, an |
| more then others. | | | | effective control. |
| - The employee who is satisfied on and with the | | | | |