Explain in pargraph:

1/ Why do some people behave dishonestly at work?

Annual Editions Business Ethics, 28/e Article Prepared by: Eric Teoro, Lincoln Christian Unive Designing Honesty into Your Organization CHRISTIAN MASTILAK ET AL. Learning Outcomes After reading this article, you will be able to: Understand how perceptions of fairness impact dishonest behavior in organizations. Understand how the framing of organizational processes can lead to dishonest behavior. Take concrete, actionable steps to facilitate honest behavior on the part of employees. Research suggests that integrity testing goes only so far in predicting honesty in the workplace. It turns out that most employees are neither consistent truthtellers who can be com- pletely trusted in the absence of controls nor consistent liars who can never be trusted. This means preventing dishonesty isn't just a matter of finding the right people. Some factors can motivate employees to be closer to the truthtelling end of the scale. Specifically, research shows that honest behavior is influenced by employees' beliefs about whether they are being treated fairly, whether expectations of honest behavior have been made explicit, and whether organizational control systems reward dishonest behavior. This suggests that honest behavior can be designed into or out of an organization. In this arti cle, we first discuss some of the research findings, then draw on them to develop practical suggestions for how managers can create an environment that both discourages dishonest behavior and enables honest behavior. Nhe past decade has provided ample evidence that some people don't behave honestly at work. While it's easy to blame individual factors, such as greed or lack of an ethical compass, recent academic research paints a different picture. As a leader in your organization, you may have more influence than you realize about whether your employees act honestly or not. You can design honest behavior into an orga- nization by using fair and properly aligned reward systems and simple communication strategies. We know dishonesty is costly, and it may be on the rise. The Ethics Resource Center reports that the following percentages of employees surveyed in 2009 had observed these behaviors in the previous year: company resource abuse (23 percent). lying to employees (19 percent), lying to outside stakeholders (12 percent), falsifying time or expenses (10 percent), and steal- ing (9 percent). The Association of Certified Fraud Examiners suggests United States organizations may have lost as much as $994 billion to occupational fraud in 2008, and a Pricewater- houseCoopers global survey in 2009 suggests that recent eco- nomic pressures have increased the likelihood of fraud taking place. But how can this common problem be reduced? Why Do Employees Behave Dishonestly? We broadly define dishonest behavior as making a report known to contain lies or taking an action known to be unauthorized for personal gain. This excludes accidental errors but includes a variety of behaviors common to accounting and finance fune- tions. Most research in accounting has focused primarily on budgeting behavior, such as padding requests in order to keep the extra funds. But research on more direct forms of theft, such as stealing company property, has led to similar conclu- sions about why employees steal. Admittedly, the reasons for dishonest behavior are many and varied. Much has been written about the fraud triangle and