Employee theft is similar to other crimes against business regardless of the organizational size. Employer's trust of employees may encourage workers to engage in theft of business property, such as financial resources ( Kennedy, 2016 ).
Absenteeism refers to circumstance-induced and deliberate lateness or failure of employees to attend to daily professional responsibilities at the workplace ( Pierce, Snow, & McAfee, 2015 ). Acceleration of task difficulty, a decline of work enthusiasm, and job anxiety may promote absenteeism instances among organizational workers.
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Absenteeism
Employees' absenteeism may result from a high level of job anxiety. Cumbersome task causes occupational stress in workers which causes their deliberate failure to attend the daily workplace roles. A decline of work enthusiasm or motivation may promote absenteeism instances among organizational workers. However, the application of transactional leadership entails punishment and rewards may result in employees' counterproductive behavior. Intensive workload and extended working hours may encourage absenteeism among workers in a firm.
As a new LP manager, I will employ transformational leadership to create a conducive working environment. The leadership style entails motivating, inspiring, and encouraging workers to invent and create a conducive working environment ( Lorinkova & Perry, 2017) . The leader ensures effective monitoring of employees' performance. Transformational leadership motivates workers to avoid absenteeism instances among workers ( Marcus et al., 2016) . The leadership style encourages and motivates employees through gifts to invent new projects and create a conducive working environment that may limit employee theft.
Shrinkage entails considering employees and customer theft of organizational property. According to Kennedy (2016), e ffective prevention of employee theft requires the organization’s management to engage workers in theft inhibition mechanisms. As the new LP manager, I will ensure that employees engage in primary duty for executing effective theft prevention mechanisms in the firm. I will promote sufficient loss or theft prevention training for employees to curb the unethical behavior in the organization.
References
Kennedy, J. P. (2016). Sharing The Keys To The Kingdom: Responding To Employee Theft By Empowering Employees To Be Guardians, Place Managers, And Handlers. Journal of Crime and Justice, 39 (4), 512-527.
Lorinkova, N. M., & Perry, S. J. (2017). When Is Empowerment Effective? The Role Of Leader-Leader Exchange In Empowering Leadership, Cynicism, And Time Theft. Journal of Management, 43 (5), 1631-1654.
Marcus, B., Taylor, O. A., Hastings, S. E., Sturm, A., & Weigelt, O. (2016). The Structure Of Counterproductive Work Behavior: A Review, A Structural Meta-Analysis, And A Primary Study . Journal of Management, 42 (1), 203-233.
Pierce, L., Snow, D. C., & McAfee, A. (2015). Cleaning House: The Impact Of Information Technology Monitoring On Employee Theft And Productivity. Management Science, 61 (10), 2299-2319.
