how a lot of employees cheat at work

HOW  A  LOT  OF  EMPLOYEES  CHEAT  A  LITTLE  AT  WORK  

JESSICA  MCCARTHY,  JADE  REST,  CHRISTOPHER  LARSON,  PETER  PATRICK,  AND  MICHAEL  HSIEH  

 SO  WHY  DO  EMPLOYEES  DO  THIS?  

WHAT  ARE  THE  TOP  RANKED  CATEGORIES?  

1.   MISUSING  COMPANY  TIME  

2.   ABUSIVE  BEHAVIOR  

3.   EMPLOYEE  THEFT  

4.   LYING  

 THESE  TOP  FOUR  CATEGORIES  ARE  AMONGST  

THE  HIGHEST  RANKED  WORK  RELATED  ISSUES  IN  THE  UNITED  STATES!  

1.  MISUSING  COMPANY  TIME  AND  RESOURCES  

CELL  PHONE  AND  INTERNET  USE  FOR  PERSONAL  AND  NON-­‐WORK  RELATED  ACTIVITIES  

 SOCIAL  MEDIA  

 MOVIES/TV  SHOWS  

 GAMES  

 PERSONAL  E-­‐MAIL  

 PERSONAL  CALLS/TEXTS  

SURVEY  UNDERTAKEN  BY  THE  NATIONAL  LABOR  RELATIONS  BOARD  

THE  28%  OF  EMPLOYERS  WHO  HAVE  FIRED  WORKERS  FOR  E-­‐MAIL  MISUSE  CITE  THE  FOLLOWING  REASONS:    

—VIOLATION  OF  ANY  COMPANY  POLICY  (64%)    —INAPPROPRIATE  OR  OFFENSIVE  LANGUAGE  

(62%)    —EXCESSIVE  PERSONAL  USE  (26%)    —BREACH  OF  CONFIDENTIALITY  RULES  (22%)    —OTHER  (12%).    

THE  30%  OF  BOS

SES  WHO  HAVE  FIRED  W

ORKERS  FOR  IN

TERNET  MISUSE  CI

TE  THE  FOLLOW

ING  

REASONS:    

—VIEWING,  DOWNLOAD

ING,  OR  UPLOAD

ING  INAPPROP

RIATE/OFFENSI

VE  CONTENT  (84

%)    

—VIOLATION  OF  A

NY  COMPANY  PO

LICY  (48%)  

 —EXCESSIVE  PERS

ONAL  USE  (34%)

—OTHER  (9%)  

SOCIALIZING  DURING  WORKING  HOURS  

   COFFEE  ROOM  

 WATER  COOLER  

   BREAK  ROOM  

             SMOKE  BREAKS  

WE  ARE  PHYSICALLY  BURNING  TIME  

OUR  COMPANY’S  CANNOT  AFFORD  

 PHONE  USAGE,  SOCIAL  MEDIA  AND  TAKING  EXTENDED  BREAKS  COST  COMPANIES  IN  THE  UNITED  STATES  AN  ESTIMATED  

$650  BILLION  A  YEAR!  –  THE  BUSINESS  INSIDER  

2.  ABUSIVE  BEHAVIOR  

HARASSMENT  

 VERBAL  ABUSE  

 THREATENING  

 INTIMIDATING  CONDUCT  

 WORK  INTERFERENCE  

WORKPLACE  BULLYING  

 Workplace  bullies  can  cost  companies  over  $16  million  in  turnover  and  $8  

billion  in  lost  produc]vity!  

             3.  EMPLOYEE  THEFT  

WHAT  ARE  THEY  STEALING?  

 PRIVATE  

INFORMATIO

N  

 MERCHANDI

SE/  

PRODUCTS

 MONEY  

 TIME  

 SUPPLIES  

 EMPLOYEE  THEFT  ACCOUNTED  FOR  34%  OF  $44  BILLION  INVENTORY  SHRINK  (LOST  ASSETS  AND  SALES)  ACCORDING  TO  

THE  NATIONAL  RETAIL  FOUNDATION  

   4.  LYING  

40%  OF  UNITED  STATES  WORKERS  FEEL  THEIR  JOBS  ARE  “VERY  STRESSFUL”  OR  “EXTREMELY  STRESSFUL”  

TO COVER UP MISTAKES

TO PORTRAY THEMSELVES TO BE BETTER THAN THEY ACTUALLY ARE

•  MOST  PEOPLE  LIE  ONCE  A  DAY  •  WE  HEAR,  ON  AVERAGE,  AS  MANY  AS  

200  LIES  A  DAY  •  60%  OF  PEOPLE  LIE  AT  LEAST  ONCE  IN  

A  10MIN  CONVERSATION  WITH  A  STRANGER  

•   PEOPLE  LIE  MORE  FREQUENTLY  IN  PHONE  CALLS  THAN  FACE  TO  FACE  

•   81%  OF  APPLICANTS  LIE  DURING  INTERVIEWS  

 THEY  FEEL  THAT  THEIR  MINOR  ACTIONS  WON’T  AFFECT  THE  COMPANY  AS  A  

WHOLE  

“OTHERS  DO  IT,  SO  I  CAN  TOO”  

DO  NOT  REALIZE  THE  IMPLICATION  OR  WASTE  OF  COMPANY  RESOURCES  AND  MONEY  

FEEL  ENTITLED  TO  THINGS  DUE  TO  THEIR  HARD  WORK  AND  DEDICATION  

THE  FEELING  OF  UNDER  APPRECIATION  

WEIGHING  YOUR  OPTIONS  

 “CHEATING  IS  A  VERY  SIMPLE  COST-­‐BENEFIT  ANALYSIS.  YOU  SAY,  WHAT'S  THE  PROBABILITY  OF  BEING  CAUGHT?  HOW  MUCH  DO  I  STAND  TO  GAIN  FROM  CHEATING?  AND  HOW  MUCH  PUNISHMENT  WOULD  I  GET  IF  I  GET  CAUGHT?  AND  YOU  WEIGH  THESE  OPTIONS  OUT  -­‐-­‐  YOU  DO  THE  SIMPLE  COST-­‐BENEFIT  ANALYSIS,  AND  YOU  DECIDE  WHETHER  IT'S  WORTHWHILE  TO  COMMIT  THE  CRIME  OR  NOT.”  –DAN  ARIELY  

 “WE'VE  LEARNED  THAT  A  LOT  OF  PEOPLE  CAN  CHEAT.  THEY  CHEAT  JUST  BY  A  LITTLE  BIT.  WHEN  WE  REMIND  PEOPLE  ABOUT  THEIR  MORALITY,  THEY  CHEAT  LESS.  WHEN  WE  GET  BIGGER  DISTANCE  FROM  CHEATING,  FROM  THE  OBJECT  OF  MONEY,  FOR  EXAMPLE,  PEOPLE  CHEAT  MORE.  AND  WHEN  WE  SEE  CHEATING  AROUND  US,  PARTICULARLY  IF  IT'S  A  PART  OF  OUR  IN-­‐GROUP,  CHEATING  GOES  UP.”  –DAN  ARIELY  

SOURCES  •  h`ps://www.scu.edu/ethics/focus-­‐areas/business-­‐ethics/resources/blurred-­‐lines/  •  h`p://smallbusiness.chron.com/use-­‐company-­‐dme-­‐ethically-­‐38594.html  •  h`p://www.bizjournals.com/philadelphia/blog/guest-­‐comment/2015/01/most-­‐common-­‐unethical-­‐

behaviors-­‐in-­‐the.html  •  h`p://www.bls.gov/opub/mlr/2003/02/art3full.pdf  •  h`p://www.workplacebullying.org/wbiresearch/wbistudies/  •  h`p://smallbusiness.chron.com/workplace-­‐abuse-­‐harassment-­‐policy-­‐10958.html  •  h`p://www.workplacebullying.org/  •  h`p://wbi-­‐services.com/  •  h`p://fortune.com/2015/01/26/us-­‐retail-­‐worker-­‐thej/  •  h`ps://nrf.com/resources/retail-­‐library/nadonal-­‐retail-­‐security-­‐survey-­‐2015  •  h`ps://www.americanexpress.com/us/small-­‐business/openforum/ardcles/8-­‐strategies-­‐for-­‐

handling-­‐lies-­‐at-­‐work/  •  h`p://www.amanet.org/training/ardcles/the-­‐latest-­‐on-­‐workplace-­‐monitoring-­‐and-­‐

surveillance.aspx  •  h`ps://hbr.org/2014/05/managing-­‐the-­‐immoral-­‐employee/  •  Organizadonal  Behavior:  Essendals  for  Improving  Performance  and  Commitment  Textbook  •  Daniel  Ariely’s  Ted  Talk:  “Our  Buggy  Moral  Code”