The Good, the Bad, and the Misguided: How Managers Inadvertently Encourage Deviant Behaviors
研究管理者如何因严格管理或过度施压销售指标，无意中触发员工越轨行为，并指出管理者可采取措施减少这些诱因。
Executive Overview Recent estimates of the costs associated with deviant behavior in the workplace are staggering. While part of the managerial function requires the establishment of rules and policies that promote good customer service and product consistency, managers who lead with a firm hand or place too much pressure on sales quotas, may be unknowingly contributing to their employees' deviant behaviors. Managers must learn to identify the role that they play in triggering employee deviance. Once recognized, there is much that managers can do to ameliorate the triggers that encourage otherwise honest employees to engage in deviant behavior.