Theft in Organizations

Theftin Organizations


Theftin Organizations

Theftas an issue facing an organization is a big problem that may limitits financial development. It comes in many forms, including thestealing of identity, trademarks to make counterfeit products,corruption or direct theft of financial resources. Corruption is oneof the issues that affect many institutions, especially in terms ofthe delivery of services and remission of payment. Corruption, whichis a form of theft, allows an organization to deliver serviceswithout actually receiving payments. At the Customs, commodities arecleared, but the actual payment is not made to the department. Thepayment, which is usually lower than the real compensation requiredfor clearing the specific good in question, goes into the pockets ofsome customs officials. This reduces the turnover of the respectivedepartment.

Anothercase is compromising an organization’s system to allow for flawsthat will fail to detect theft. When accounts fail to balance in anorganization, the employees may decide to alter the system in orderto show a balance of account therefore, showing the wrong turnoverof the organization.

Asmentioned earlier, theft reduces the profitability of theorganization in that the right amount of input is injected withreduced output. Business research should be dedicated to coming upwith systems that curb theft, especially in the financial department.It can also urge customers not to accept bribery requests fromofficials. Hiring of employees in an organization should includecareful scrutiny of their past employment history to ensure thatintegrity is maintained. A business research can help in looking forhighly trained officials who are well motivated in terms of salariesand bonuses, which helps to reduce on theft since some cases occurdue to the low financial motivation of the employees. Research canhelp organizations understand the factors that encourage theft in anorganization, so that the recommendations are followed to reduce onthe vice. These may be in terms of remuneration, security, obsoletesystems or poor employee-management relation.


Greenberg,J. (1997). The STEAL motive: Managing the social determinants ofemployee theft.