A familiar theme of organizational science is that employees are not powerless, despite the subordinate status of labor relative to management. Revenge for perceived injustice can take a variety of forms that even the most powerful management cannot eliminate entirely. The British labor movement, for example, is famous for having turned “work to rule” into a tactic of subtle sabotage difficult to condemn: Workers decrease the organization's profits by scrupulously following every management policy and dictum to the letter, which inevitably makes the organization run less efficiently due to bureaucratically created bottlenecks. Employee theft is common enough to have earned an industry label of shrinkage; other terms include pilferage and, in England, the fiddle (Mars, 1973). Greenberg (1997) showed that ...
Two Theoretical Syntheses
Two theoretical syntheses