Search results

Technologically, the Canadian securities industry has become extremely complex and this has presented a serious challenge to law enforcement agencies. The industry continues to make large investments in systems technology and electronic equipment in order to participate in an increasingly fast paced and global system. In addition, Canadian investment firms have been taken over by large banks which has done a great deal to further strengthen their global position. The Royal Canadian Mounted Police (RCMP) has come to the realisation that an effective enforcement strategy would have equally to invest in technology and to be prepared to undertake investigations of increased international dimension.

Examines how the Royal Canadian Mounted Police (RCMP) successfully implemented a tailor‐made Human Resources (HR) management regime with fresh definitions of competences for the new Integrated Market Enforcement Teams (IMETs). Explains that the intention was to increase competences for investigation of white‐collar crime in the wake of corporate scandals in the USA, and thus to restore investor confidence in Canada’s capital market. Details the IMET pilot project, including selection of personnel from the RCMP for the six IMETs. Concludes that the new HR regime clearly has the ability to change how people are managed in the investigation field.

Focuses on the need to exploit modern technology to fight crime, remembering that information is only data until it is shared ‐ and it needs to be shared quickly and globally. Describes the RECOL initiative of the Royal Canadian Mounted Police; its objective is to give citizens a single entry point, via the Internet, to lodge a complaint about any fraud and have it directed efficiently to the appropriate agency, wherever that may be, for actioning. Speculates that this could be the model for the future if separate police forces can be made to talk to each other, and refers to the G8 stewardship of the RECOL project; all crime could be reported this way, using digital photography and facial recognition software. Allows that there are privacy concerns, however, especially in regard to recognition software.

Based on a presentation at the 24th International Symposium on Economic Crime September, 2006, at the University of Cambridge, this paper aims to focus comment on the risk to business generated from organized and economically motivated criminal enterprises to that of risk to reputation.

The paper is the considered views of someone who has over 28 years of experience with the Royal Canadian Mounted Police with over 20 of those years conducting white collar crime investigations and/or managing teams of investigators.

Law enforcement officers around the globe are being pushed to deliver and, with an increase in public resources, are pursuing corporate criminals with renewed enthusiasm. Shareholders have started choosing their investments based on social responsibility and ethical leadership. Western countries are experiencing the end of the baby boom and employees will soon be in big demand and able to pick where they want to work, thereby reasonably expecting to choose only the most socially responsible companies. This will not include those companies involved in corporate crime! It is asserted that the future does indeed look tougher for those employees, executives or companies who may get involved in corporate crime.

This paper identifies the risks to business presented by organized and economically motivated criminal enterprises.

To provide a viewpoint and a stronger awareness of the increased involvement of criminal activities in the capital markets through organized crime and the need for integrated policing.

The writer has over 25 years of experience with the Royal Canadian Mounted Police with over 15 of those years conducting white collar crime investigations and/or managing teams of investigators.

Canada is having good success in using the concepts of integrated policing in the implementation of our Integrated Market Enforcement Teams (IMETs) to detect, investigate and prevent capital markets crime.

This paper identifies the need for integrated policing in order to facilitate and foster close working relationships with key stakeholders in the various levels of regulatory enforcement and disciplinary agencies in order to target those who commit some of the larger organized financial crimes.

In recent times, there has been some disquiet within certain sectors of the Singapore business community over the role of auditors in detecting corporate fraud. The cause of this concern can perhaps be attributed partly to the Barings collapse in February 1995 and the subsequent suggestions that the auditors of the Barings subsidiary in Singapore, Barings Futures Singapore Pte Ltd (BFS), may have been negligent in their audit work. More recently, in mid‐1996, a substantial locally listed company, Amcol Holdings Ltd (Amcol), was placed under judicial management amid rumours alleging possible misdeeds by senior executives and directors. The Amcol saga has, once again, focused some attention on the role of auditors and their duty to detect fraud in company accounts.

Using equity theory, this study aims to examine the role of customer incivility in effecting service sabotage among hotel employees by recognizing the mediating role of revenge motivation and the moderating effect of emotion regulation.

A multi-wave, multi-source questionnaire survey was conducted with 291 employee–supervisor dyads at chain hotels in Shenzhen, China. Previously developed and validated measures for customer incivility, revenge motivation, emotion regulation and service sabotage were adopted to test the hypotheses.

Customer incivility increased employees’ revenge motivation and service sabotage. Emotion regulation acted as a boundary condition for customer incivility’s direct effect on revenge motivation and its indirect effect on service sabotage through revenge motivation. Cognitive reappraisal mitigated the detrimental influence of customer incivility, whereas expressive suppression worsened its adverse effects.

Managers should monitor and deter the emergence of uncivil behaviors, provide psychological support for employees experiencing customer incivility and encourage these employees to use cognitive reappraisal rather than expressive suppression as an emotion regulation strategy.

To the authors’ knowledge, no prior research has investigated the customer incivility–service sabotage relationship in the hotel industry. This study sheds light on how customer incivility can motivate service sabotage among hotel employees. Furthermore, the authors used equity theory rather than the commonly adopted resources perspective to offer new insights into the customer incivility–service sabotage relationship.

Although studies have emphasized the need to explore the negative consequences of customer incivility, scant attention has been paid to positive factors that can mitigate its negative effects on employees’ service performance. The purpose of this study is to extend research on customer incivility and its association with rapport and tipping through the prism of conservation of resources theory. It also examines the role of agreeableness as a personal resource in coping with instances of incivility.

A total of 502 Israeli restaurant servers took part in this study.

Agreeableness significantly moderated the relationship between customer incivility and rapport: agreeable hospitality employees who served customers manifesting low/medium incivility reported better rapport than disagreeable hospitality employees. However, this effect was not significant for high incivility. Further, agreeable hospitality employees who served customers with low/medium incivility reported higher tips than disagreeable hospitality employees. Surprisingly, the findings also suggested that when employees served customers exhibiting high incivility, the tips were lower for servers high on agreeableness than for servers low on agreeableness.

This study broadens the frontiers of research on customer incivility and provides insights into the critical financial and emotional costs hospitality employees and service organizations incur when encountering incivility. The findings also contribute to the scant research on the potential moderators that may enable employees to handle customer interactions more constructively in the case of incivility within the hospitality industry. Agreeableness appeared to alleviate the negative effects of customer incivility on rapport and tipping but only seemed to be an effective resource up to a certain level of customer incivility.

On the basis of person–job fit theory and conservation of resource theory, this study aims to develop and test a model to examine the impact of polychronicity on frontline employees’ job performance in hotel industry and simultaneously, investigate the moderating effects of supervisor, coworker and customer incivility as stressors in the relationship between polychronicity and employees’ job performance.

Data are obtained in North Cyprus from 262 frontline employees working in four- and five-star hotels.

The results suggest that polychronicity refers to employees’ performance. Customer incivility negatively and significantly influences job performance, but coworker and supervisor incivilities do not. Unlike coworker incivility, both customer and supervisor incivilities moderate the relationship between polychronicity and job performance; that is, high customer and/or supervisor incivility weaken the positive relationship between polychronicity and job performance.

Regarding the critical role of polychronic frontline employees, hotel management should recruit the right candidates and endeavor to retain such employees by offering monetary and non-monetary incentives, training and empowering. They may implement a zero-tolerance policy that simultaneously supports both parties (customers and employees).

The association between employee quality (i.e. polychronicity), job performance and incivility is often overlooked in the hospitality research. This study is the first attempt to consider the joint moderating effect of important social stressors (customer, coworker and supervisor incivility) in the hotel industry.

The purpose of the present research is to investigate the mechanisms by which conflict with customers (i.e. customer mistreatment) contributes to employees’ work withdrawal.

This paper tests its hypotheses by means of a field study of a sample of front-line health care workers in China. Data were collected in three waves over four months; a total of 398 health care workers completed the questionnaires and represented the final sample. A hierarchical multiple regression analysis was performed to test the proposed hypotheses.

The results indicate that mistreatment by customers contributes to employees’ work withdrawal, and emotional exhaustion serves as a mediator in this linkage. In addition, social support moderates the positive relation between customer mistreatment and employees’ emotional exhaustion, whereas conscientiousness moderates the positive relation between emotional exhaustion and withdrawal behavior.

The sample used may not fully justify the generalizability of the research results. Without distinguishing different sources of social support may be another limitation. In addition, this study could be improved by using a multi-source survey design.

To help employees effectively cope with interpersonal conflict with customers, organizations should take action to promote communication between employees and their supervisors and coworkers. It is also advisable for organizations to adjust their selection strategies and hire front-line employees high in conscientiousness.

This research presents a resource-based framework to illuminate the detrimental effects of prolonged exposure to customer mistreatment on health care workers’ withdrawal behavior in Chinese context. Furthermore, this study examines factors that may serve to mitigate the harmful effects of customer mistreatment and regards workplace social support and conscientiousness as two different kinds of resources that can play dissimilar roles when employees are coping with customer mistreatment.