Investigating Theft In Retail Organizations
In an industry where a 1% change in gross margin can mean millions of dollars, retailers have begun focusing greater energy on mitigating losses caused by employee theft. Employee theft has become a problem of increasing significance for retail organizations over the past few decades. In 2004, the European Theft Barometer report showed an increasing prevalence of employee theft in retail organizations, up 1% from 2003 (Technology Tackles Employee Theft, 2005). It's been estimated that "the outcome of employee deviance and delinquency accounted for between $6 and $200 billion of organizational loss annually" (Lau, Au, & Ho, 2003). Employee theft can be loosely defined as any behavior by an employee of an entity that is intended to produce detrimental financial outcomes for the employer. This includes pocketing cash, stealing inventory, using company resources for personal gain, and other deceptive tactics. Most modern day retailers are at some level of risk as motivation and opportunity make theft an attractive choice for many employees. While large organizations have focused on this problem for several years, many small businesses have not devoted the time and resources to addressing this problem. Small businesses may be at particular risk due to a lack of high-tech internal controls that larger organizations may have. Additionally, small businesses often "frequently deal in cash the easiest temptation of all to a dishonest worker" (Biddick, 2004). Consequently, small businesses must pay special attention to this problem in hopes of diminishing the risk (Biddick, 2004).
Understanding the motivations of an employee that engages in theft can be an essential means to changing the circumstances and situations that might encourage these harmful activities. Employee motivations can be classified into three main categories: personal, organizational, and economic factors. Personal factors include such items a person's individual viewpoint on and...
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