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"Employee theft"
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The Impact of Work Connectivity Behavior on Employee Time Theft: The Role of Revenge Motive and Leader–Member Exchange
Organizations have long been actively seeking ways to reduce unethical behavior among employees. However, employee time theft is widespread and costly across various industries, and related research remains relatively limited. Therefore, this study employed social exchange theory to empirically investigate how and when work connectivity behavior promotes employee time theft. Drawing on a sample of 330 employees, our findings indicate that work connectivity behavior positively impacts employee time theft by triggering revenge motives among employees. Furthermore, it was discovered that leader–member exchange weakens both the direct effect of work connectivity behavior on revenge motive and the indirect effect of work connectivity behavior on employee time theft via revenge motive. This research developed and elucidated a moderated mediation model, providing valuable insights for both theory and practice.
Journal Article
Cleaning House: The Impact of Information Technology Monitoring on Employee Theft and Productivity
This paper examines how firm investments in technology-based employee monitoring impact both misconduct and productivity. We use unique and detailed theft and sales data from 392 restaurant locations from five firms that adopt a theft monitoring information technology (IT) product. We use difference-in-differences models with staggered adoption dates to estimate the treatment effect of IT monitoring on theft and productivity. We find significant treatment effects in reduced theft and improved productivity that appear to be primarily driven by changed worker behavior rather than worker turnover. We examine four mechanisms that may drive this productivity result: economic and cognitive multitasking, fairness-based motivation, and perceived increases of general oversight. The observed productivity results represent substantial financial benefits to both firms and the legitimate tip-based earnings of workers. Our results suggest that employee misconduct is not solely a function of individual differences in ethics or morality, but can also be influenced by managerial policies that can benefit both firms and employees.
This paper was accepted by Serguei Netessine, operations management
.
Journal Article
Relationships among workplace incivility, work engagement and job performance
PurposeThis empirical study explored how coworker incivility and customer incivility affect the work engagement and job performance of frontline employees.Design/methodology/approachTo investigate the incivility and characteristics of hospitality industry workplaces, this study recruited frontline employees from tourist hotels as study participants. Because complete contact information could not be obtained for this population, convenience sampling was employed. A structured questionnaire was used for data collection.FindingsCoworker incivility and customer incivility reduced work engagement and job performance. The effects of coworker incivility on the work engagement and job performance are greater than those of customer incivility. Furthermore, work engagement has a positive effect on the job performance.Originality/valueAlthough studies have investigated the effects of customer incivility, these effects have not been compared with those of coworker incivility. Moreover, studies on the influence of coworker and customer incivility on job performance and work engagement in the hospitality industry and on those of work engagement on job performance have been scant. The current empirical study investigated the effects of coworker and customer incivility on the job performance and work engagement and of frontline hospitality employees.
Journal Article
Determinants of social desirability bias in sensitive surveys: a literature review
Survey questions asking about taboo topics such as sexual activities, illegal behaviour such as social fraud, or unsocial attitudes such as racism, often generate inaccurate survey estimates which are distorted by social desirability bias. Due to self-presentation concerns, survey respondents underreport socially undesirable activities and overreport socially desirable ones. This article reviews theoretical explanations of socially motivated misreporting in sensitive surveys and provides an overview of the empirical evidence on the effectiveness of specific survey methods designed to encourage the respondents to answer more honestly. Besides psychological aspects, like a stable need for social approval and the preference for not getting involved into embarrassing social interactions, aspects of the survey design, the interviewer’s characteristics and the survey situation determine the occurrence and the degree of social desirability bias. The review shows that survey designers could generate more valid data by selecting appropriate data collection strategies that reduce respondents’ discomfort when answering to a sensitive question.
Journal Article
Three Principles to REVISE People's Unethical Behavior
Dishonesty and unethical behavior are widespread in the public and private sectors and cause immense annual losses. For instance, estimates of U.S. annual losses indicate $1 trillion paid in bribes, $270 billion lost due to unreported income, and $42 billion lost in retail due to shoplifting and employee theft. In this article, we draw on insights from the growing fields of moral psychology and behavioral ethics to present a three-principle framework we call REVISE. This framework classifies forces that affect dishonesty into three main categories and then redirects those forces to encourage moral behavior. The first principle, reminding, emphasizes the effectiveness of subtle cues that increase the salience of morality and decrease people's ability to justify dishonesty. The second principle, visibility, aims to restrict anonymity, prompt peer monitoring, and elicit responsible norms. The third principle, self-engagement, increases people's motivation to maintain a positive self-perception as a moral person and helps bridge the gap between moral values and actual behavior. The REVISE framework can guide the design of policy interventions to defeat dishonesty.
Journal Article
Predicting retail shrink from performance pressure, ethical leader behavior, and store-level incivility
Retail shrink, a form of inventory loss due primarily to employee theft and shoplifting, is a growing concern for retailers. Prior work on shrink has taken primarily an individual-level focus to understanding this problem but has yet to really explore how the business context impacts shrink. The current study addresses this need by delineating and testing a unit-level (i.e., between-stores) conceptual model, wherein we examine the influence of performance pressure, ethical leader behavior, and store-level incivility on shrink in a field study of 111 U.S. retail stores. Results demonstrate that performance pressure and ethical leadership interact to influence storelevel incivility. Further, stores with higher incivility also had higher levels of shrink. A focus on the contextual predictors of shrink provides timely insights into the role of performance pressure and leadership on store-level incivility and consequently on retail shrink. In light of increasingly thin margins in the retail industry, the evidence on how pressure to perform and ethical leadership influences retail shrink may offer a solution to retailers looking to stem financial losses by promoting civility in the workplace.
Journal Article
Investigations in the Workplace
Gleaned from the author's decades of experience, this volume provides both novice and experienced investigators with essential information on the processes for the proper and safe investigation of workplace crime and misconduct. Revised and updated with more techniques and case studies, the book includes new diagrams, checklists, and visuals. Each chapter begins with Key Learning Points and is supplemented with boxed Tips, Traps, and Common Mistakes. An exhaustive appendix includes a glossary of common investigative terms, sample surveillance and investigative reports, advice on digital evidence, and more.
eBook
RELATIONSHIP OF PERSONALITY TRAITS AND COUNTERPRODUCTIVE WORK BEHAVIORS: THE MEDIATING EFFECTS OF JOB SATISFACTION
This study used path analysis to test a model that posits that relevant personality traits will have both direct relationships with counterproductive work behaviors (CPBs) and indirect relationships to CPBs through the mediating effects of job satisfaction. Based on a sample (n= 141) of customer service employees, results generally supported the hypothesized model for both boss‐ and self‐rated CPBs. Agreeableness had a direct relationship with interpersonal counterproductive work behaviors (CPB‐I); Conscientiousness had a direct relationship with organizational counterproductive work behaviors (CPB‐O); and, job satisfaction had a direct relationship to both CPB‐I and CPB‐O. In addition, job satisfaction partially mediated the relationship between Agreeableness and both CPB‐O and CPB‐I. Overall, results show that personality traits differentially predict CPBs and that employees' attitudes about their jobs explain, in part, these personality–behavior associations.
Journal Article
Employee revenge against uncivil customers
Purpose
This study aims to examine the relations between service employee blame attributions in response to customer incivility and revenge desires and revenge behavior toward customers, and whether employee empathy moderated these relations.
Design/methodology/approach
The authors used survey data based on the critical incident method provided by a sample of 431 customer service employees.
Findings
The results suggested that blaming a customer was positively associated with desire for revenge and revenge behaviors against the uncivil customer. In addition, the authors found that blame was less strongly associated with desire for revenge when employees empathized with customers. Finally, the results show that an employee who desired revenge against the uncivil customer and who empathized with the customer was more – not less – likely to engage in revenge.
Practical implications
The authors found that when employees experience mistreatment from customers, it increases the likelihood that they will blame the offending customer and behave in ways that are contrary to their organization’s interests. The results suggest several points of intervention for organizations to more effectively respond to customer mistreatment.
Originality/value
In this study, the authors make one of the first attempts to investigate the relationships between service employee attributions of blame when they experience customer incivility, desire for revenge and customer-directed revenge behaviors. The authors also examined whether empathy moderates the relations between blame attribution, desires for revenge and revenge behavior.
Journal Article