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<br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> Average Annual Admitted Theft <br /> $160 $156 <br /> $140 <br /> $120 <br /> $100 <br /> $80 $77 <br /> $60 <br /> $40 <br /> <br /> $20 <br /> o $0 <br /> Abusers Non-Abusers <br /> b0 <br /> LL <br /> <br /> Substance abusers were also less likely than non-abusers to engage in positive behaviors <br /> such as remaining pleasant to a rude customer very often (39% vs. 45%) and going out of <br /> the way to help a co-worker very often (58% vs. 65%). However, these differences are <br /> not as strong as with the counterproductive behaviors. <br /> This pattern of results is consistent with problem behavior theory (lessor & lessor, 1977; <br /> 1978) which is illustrated in Figure 7. From this perspective, substance abuse does not <br /> directly cause counterprodudivity and poor performance. Rather, substance abuse and <br /> other forms of counterprodudivity such as theft, irresponsibility and unsafe behaviors are <br /> all influenced by an overall propensity to commit deviant behavior. <br /> <br /> These results have significant implications for organizational interventions. To the extent <br /> that a syndrome of deviant behavior exists, employee selection systems may take on <br /> ncrea~ante. Organizations may find it less costly to screen out potentially <br /> deviant applicants than deal with a whole range of deviant behaviors after hire. These <br /> results also suggest that organizations may be able to use one or two measures of <br /> deviant behavior, such as predictors of substance abuse or honesty and avoid hiring <br /> individuals who may engage in many different forms of counterproductive behavior. <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> IS <br />