Curbing Pilferage_2

Organizations should focus their efforts not to remove the occasional flight, but to prevent it from flourishing professional or chronic abuse. Learn what works and what does not the first step in the fight against pilfering.

There is a growing body of evidence and respected sociological than unenthusiastic corroboration[/b] is not very effective in preventing unwanted behaviour, because it has too many undesirable side effects such as fear, anger, and lower productivity . For training, other mammals, for example, behaviourists discovered that dolphins are easier to train when the punishment is completely avoided. When the animal responds correctly, he is rewarded. If not this behavior is ignored.

Anybody dislikes being accused of being dishonest. And if we think we are wrongly accused, two things happen: our productivity is falling and we are actually more likely to loot than we were before - or "return" to our employer or fill our impression the company standard.

A realistic policy[/b] of the organization can be one of the most effective strategies to combat theft - and vice versa. One of the most politically unrealistic as a threat to criminal prosecution. A surprising number of companies included in its language policy indicating that offenders "will be prosecuted to the full extent of the law." Such a policy defies the reality of the criminal justice system. Companies that have adopted strict policies may not be able to back up their threats. Therefore, the message is diluted.

It is 'clear that the line management employees receive signals from above as directives and ideals. Management steal as much as ordinary members. One study found that administrators have accounted for more than 60 percent of a company against theft. This attitude no doubt confuses the winking employee theft.

The code of ethics of a typical company does not distinguish either. A radical approach proposed is to write the code of ethics of these behaviors are acceptable. For example, terms such as "Employees should not be used for personal benefit any company in the well, unless the reasonable use of corporate supplies, stationery, and long-distance" might be a typical political ethics.

Rule of the thumb methods have also been effective in many cases. However they can’t be delegated as such.

 

[Dhruv Bindhani]

This article, building upon its previous analysis of pilferer types, pivots effectively to offer actionable strategies for preventing workplace pilferage, particularly focusing on deterring chronic and professional offenders rather than merely policing occasional, minor infractions. It critically examines traditional control mechanisms and advocates for a more nuanced, behavior-centric approach rooted in realistic policies and ethical clarity.

Shifting Focus: From Occasional to Chronic Pilferage​

The opening immediately establishes the core argument: organizational efforts should prioritize preventing "professional or chronic abuse" rather than expending disproportionate resources on "occasional flight." This strategic shift is well-justified by the understanding that severe pilferage poses a much greater threat. The assertion that "Learning what works and what does not [is] the first step in the fight against pilfering" emphasizes the need for an evidence-based approach rather than relying on unexamined assumptions.

The Ineffectiveness of Punitive Measures​

A significant contribution of this article is its strong critique of unenthusiastic corroboration (likely a misnomer for negative reinforcement or punishment) as a deterrent. The piece cites a "growing body of evidence and respected sociological" research suggesting that such methods lead to "undesirable side effects such as fear, anger, and lower productivity." The compelling analogy of training dolphins, where "punishment is completely avoided" and correct behavior is rewarded while incorrect behavior is ignored, powerfully illustrates the psychological principles at play. This argument is further strengthened by the observation that false accusations of dishonesty can lead to decreased productivity and even increased pilferage as employees "return" to their employer or internalize a perceived lower standard. This section effectively makes the case for a more positive and trust-based management philosophy.

Realistic Policy and Ethical Clarity​

The article strongly advocates for a "realistic policy" as "one of the most effective strategies to combat theft." It sharply criticizes policies that threaten "criminal prosecution to the full extent of the law," calling them "politically unrealistic" because companies often "may not be able to back up their threats," thereby diluting the message. This pragmatic view on policy formulation is crucial; unenforceable policies breed cynicism and undermine legitimate controls.

Furthermore, the piece makes a powerful point about leadership's role in setting ethical standards. The revelation that "Management steal as much as ordinary members" and that "administrators have accounted for more than 60 percent of a company against theft" is a shocking but vital insight. This suggests a significant cultural problem where "winking employee theft" is effectively sanctioned from above. The radical proposal to rewrite the code of ethics to explicitly define acceptable behaviors, using an example like "Employees should not be used for personal benefit any company in the well, unless the reasonable use of corporate supplies, stationery, and long-distance," aims to eliminate ambiguity and establish clear boundaries, preventing employees from "filling our impression the company standard" based on perceived laxity.

In conclusion, this article offers a sophisticated and actionable framework for combating workplace pilferage. By moving beyond punitive, control-centric approaches, it advocates for a strategy rooted in understanding human behavior, implementing realistic and enforceable policies, and, most importantly, fostering a culture of integrity driven by clear ethical guidelines from the top. It's a valuable read for any organization serious about building a more trustworthy and productive work environment.