Shoplifting is one of the most prevalent kinds of theft, likely because it is frequently easy and there is little perceived risk. In fact, as of 2008, data suggests that "one in 11 people has shoplifted during his or her lifetime," and roughly "$13 billion worth of goods are stolen from retailers in the United States each year" (Blanco et
Thus, where security cameras and tags may suffice for a retail store, surveillance a digital space, such as a database or communication system, requires systems in place to register who accesses what, and when. This is particularly important for preventing data breaches or the theft of proprietary information, because frequently the breaches are the result of individuals with authorized access using that access to steal data (Chang & Lin 2007, p
63). The same is true of those losses that might occur as a result of property movement or damage; by maintaining robust surveillance and communication, the security manager can attempt to preempt lost productivity or the destruction of property, and barring that, effectively plan for these risks by taking appropriate measures, such as property insurance and employee counseling and communication (Cristy 1963, p
As will be seen, while the specific options available might vary wildly according to organization, the underlying theoretical justifications for those options apply nearly across the board, because they are based on the same shared concepts that define the role of a security manager regardless of context: surveillance, communication, symbiosis, and directed autonomy. To begin it is necessary to define organizational loss both generally and specifically, because it is both a highly specific issue in practice that nevertheless affects every organization, whether it be a small school, a government agency, or a multinational corporation (Fox & Harding 2005, Newmann 2002, Comfort 2002)
115). This is because organizations, like individuals, establish their identity through a combination of physical and non-physical attributes, and because organizations are made up of individuals, this identity-formation is a two-way street; the organization contributes to the individual's identity, and the individual's identification with the organization ultimately generates the organization's identity as a whole (Hatch & Schultz 2002, p
439). Because individuals need access to this data as part of their authorized duties, it is up to the security manager to develop methods for identifying suspicious patterns of access, something that governments have become especially interested in following certain high-profile leaks (Lacey 2010, p
Every one of these actions creates the potential for loss, whether it be the loss of employees themselves, the loss of the experience or specific knowledge they retain, or even a loss in productivity from those employees who may have seen their friends and co-workers let go. There is a reason much of the academic literature regarding layoffs and downsizing refers to those remaining employees as "survivors;" although the employees who have been let go are not actually dead, in terms of the organization as a whole, those employees that remain are forced to deal with their now-absent co-workers in much the same way that a family might deal with the loss of a loved one, while at the same time attempting to maintain the same level of efficiency and productivity (Milligan 2003, p
In this case the surveillance is not intended to catch malfeasance, but rather signs that downsizing has negatively affected morale or productivity. In turn, this will allow management to better respond to the needs of its employees or subordinates, making any potential conflict resolution far easier, and ultimately encouraging productive communication throughout the organization as a whole (Ohbuchi & Suzuki 2003, p
4). Furthermore, the security manager is uniquely positioned to hold the rest of the organization accountable for potential losses as a result of business or political decisions by pointing out how said decisions compromised the security of the organization (Pozner 2008, p
This is also true of employee awareness, because the same difficulties facing the security manager attempting to prevent shoplifting face the security manager attempting to secure a vast internal communications network. In research literature this is referred to as "information security awareness," and refers "to a state where users in an organization are aware of -- and ideally committed to -- their security mission" (Siponen 2000, p
31). Furthermore, research has shown that management tends to overestimate not only the security of the organization as a whole, but also the degree to which employees actually "adhere to established organization security policies" (Taylor & Brice 2012, p
Some of these losses are within the control of the security manager, while others are beyond the control of anyone within the organization. For example, while a security manager would undoubtedly be responsible for securing the sensitive internal communications of an information technology company, there is fairly little anyone could do to prevent the property losses associated with natural disasters such as earthquakes or hurricanes (Werlinger, Hawkey, & Beznosov 2009, Cristy 1963)
In order to stay profitable in the industry, every organization is in the quest of cost reduction initiatives. Manpower rationalization is one of the techniques used by the organizations to control their cost expenditures (Bragg, 2010)
Described below are the few elements that play important role in attracting people to stay at their jobs and these elements fall in the controllable domain of management. The most important one of them is to design effective job characteristic model (Hellriegel and Slocum, 2007)
It is because; they ensure the core survival of organization and its assets. However, the ironic fact is the security employees are considered blue collar workers and their compensation packages are low (Hodson & Sullivan, 2008)
As already mentioned, they are blue collar workers, and people tend to look down upon them, they feel de-motivated and tend to switch the field. If the same concept is applied on Maslow's hierarchy of need, it is noted that self-esteem is an important need of human beings (Koontz and Weihrich, 2006)
In case, a security guard does not join hands with the culprits, they have the easiest option to kill him and achieve their targets. Conclusion Having discussed the various factors that force the security employees to change their jobs, it is evident that their retention schemes can be designed in the light of that very reason (McCooey and McCooey, 2010)
The blue collar workers may also have self-esteem need in contradiction to the typical hierarchical model. The concept of self-respect is present in every setting (McKean, 2003) and people to sacrifice many things to save their honor and prestige
On the other hands, the security personnel are bound to take certain attacks before shooting the bullet. The protocols make the job of security personnel different and encourage the robbers to play with them (Purpura, 1997)
Risk managers usually put into consideration the many mechanisms of preventing or controlling risks and then choose the most appropriate method regarding to the resources and goals of the company. After selection and implementation, there must be monitoring of the method in order to produce the intended outcome (Burstein, 2010)