Curbing Pilferage_1

When enquired why workers pilfer, the most frequent rationale given by examiners is "poor control." while to some extent correct, that response is incomplete. It presumes in the first place that controls are what keep folks from pilfering. But we know intuitively that if no controls at all exist, not everyone will pilfer. It is recklessness for today's examiner to rely on unwarranted control to deter workplace deviance. It is also much steeper to find pilferage than it is to prevent it.



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Types of Pilferers[/b]

Occasional[/b]

[/b]Who among us has not occasionally used a company courier to send a personal letter or bill? Or called our mothers along the line of business remotely? And if not, it certainly makes us thieves. The truth is that theft is an occasional cost of doing business - not a criminal activity.

If we ask our bosses for envelopes, telephone calls, stamps or other small objects, it is likely that our requests would be approved. Similarly, if we asked our boss if we could have unlimited access to sources of business, equipment and other materials, it would probably be going too far. However, the raider chronicles exactly that - without permission.

Raiding[/b]

[/b]It is a thin line between the previous one and this one, as evidenced by the fact that half the labor force that to some extent. Like many bad habits, chronic theft is learned. And just because someone is a chronic thief does not mean - as in the case of Vice-President of the Bank - he / she can not be trusted with the assets of the company. Many chronics- because they are seen as thieves - not necessarily a risk to steal valuable data. But some do indeed.

Pro[/b]

[/b]As might be expected, access to supplies and inventory is an important factor in determining whether you have enough experience to upgrade to the Professional pilferage. For this reason, perhaps a disproportionate number looters are committed to supply and stocks.

Pro pilferers are frequently the most stretched workers. They adapt from the ranks of the occasional and unceasing pilferers, perhaps because the road between stealing small items now and larger items later may be an easy one to cross. Most experts think professionals are responsible for the lion's share of losses.

 

[Dhruv Bindhani]

This article delves into the often-misunderstood phenomenon of workplace pilferage, challenging the simplistic notion that "poor control" is the sole or primary cause. Authored by an unnamed expert, the piece offers a nuanced psychological and behavioral classification of pilferers, providing a valuable framework for understanding and, more importantly, preventing this pervasive issue.

Challenging the Conventional Wisdom of Control​

The opening effectively dismisses the simplistic explanation of pilferage as merely a consequence of "poor control." The author rightly posits that assuming controls are the only deterrent is incomplete, highlighting the intuitive truth that not everyone will pilfer even in the absence of controls. The statement that "It is recklessness for today's examiner to rely on unwarranted control to deter workplace deviance" is a strong indictment of a reactive approach, emphasizing that "it is much steeper to find pilferage than it is to prevent it." This immediately shifts the focus from detection to a more proactive, understanding-based prevention strategy.

A Behavioral Taxonomy of Pilferers​

The article's primary contribution lies in its insightful classification of pilferers into three distinct types:

1. Occasional Pilferers: This category is defined by common, minor transgressions, such as using company couriers or phones for personal use. The author provocatively labels these actions as "theft," yet immediately softens the blow by calling it "an occasional cost of doing business - not a criminal activity." This nuanced perspective acknowledges the prevalence of such minor infractions and subtly suggests that a zero-tolerance approach to these trivialities might be counterproductive, hinting at the idea that they are often implicitly sanctioned or overlooked. The concept of "raiding" is introduced as a slightly more audacious form of this, where "unlimited access to sources of business, equipment and other materials" is taken "without permission."
2. Raiding (Chronic) Pilferers: The article notes the "thin line" between occasional and chronic theft, indicating that it is a learned habit affecting a significant portion of the workforce. While acknowledging their classification as "thieves," the author offers a surprising insight: "Many chronics- because they are seen as thieves - not necessarily a risk to steal valuable data." This challenges assumptions, suggesting that past behavior in one area (e.g., physical assets) does not automatically predict deviance in another (e.g., data). This differentiation is crucial for targeted prevention strategies.
3. Pro Pilferers: As expected, this category represents the most sophisticated and damaging form of pilferage. The article identifies "access to supplies and inventory" as a key factor in their operations, often drawing them from roles in supply and stock management. Critically, these are described as "frequently the most stretched workers" who "adapt from the ranks of the occasional and unceasing pilferers," implying a progression facilitated by opportunity and perhaps a lack of early intervention. The final assertion that "Most experts think professionals are responsible for the lion's share of losses" underscores the significant financial impact of this group and the imperative for robust preventative measures against them.

In conclusion, this article offers a valuable and thought-provoking analysis of workplace pilferage. By moving beyond simple "poor control" narratives and providing a behavioral taxonomy of pilferers, it encourages a more sophisticated understanding of the problem. This nuanced perspective is essential for developing effective, tailored strategies that focus on prevention rather than merely detection, ultimately leading to a more secure and trustworthy workplace environment.