THE YEARLY CONSEQUENCES OF EMPLOYEE THEFT REPORTEDLY EXCEEDS BY SEVERAL BILLION DOLLARS LOSSES SUSTAINED THROUGHOUT THE NATION AS A CONSEQUENCE OF BURGLARY AND ROBBERY. A LARGE INSURANCE COMPANY RECENTLY REPORTED THAT AT LEAST 30 PERCENT OF ALL BUSINESS FAILURES EACH YEAR ARE THE RESULT OF EMPLOYEE DISHONESTY. THE COST OF CRIMES AGAINST BUSINESS AND INDUSTRY MUST EITHER BE PASSED ON TO THE CONSUMERS IN THE FORM OF HIGHER PRICES OR BE ABSORBED AS COSTS BY THE BUSINESS WITH RESULTANT LOWER PROFITS. REASONS FOR THE LACK OF APPROPRIATE EMPLOYEE THEFT CONTROLS INCLUDE THE RELUCTANCE OF EMPLOYERS TO PROSECUTE FOR PETTY THEFT, LACK OF ACCURATE ACCOUNTING METHODS TO PINPOINT THEFT, UNWILLINGNESS TO PAY THE COST OF PROTECTION, AND LACK OF SPOT CHECKS OF INVENTORIES. WHAT IS REQUIRED IS A CHANGE IN ATTITUDE BY EVERYONE IN MANAGEMENT. SUGGESTED PROCEDURES AND INTERNAL CONTROLS INCLUDE PROSECUTION OF OFFENDERS, SOUND HIRING PRACTICES, EFFECTIVE LEADERSHIP, ESTABLISHED PERFORMANCE STANDARDS, DELEGATION OF RESPONSIBILITY AND ACCOUNTABILITY, ETHICAL CODES, AND PROMOTION OF EMPLOYEE MORALE AND HEALTHY MOTIVATION. IT SHOULD BE REMEMBERED THAT MOST INDIVIDUALS WHO STEAL FROM BUREAUCRATIC ORGANIZATIONS DIFFER FROM STEROTYPED CRIMINALS IN THAT THEY USUALLY LACK CRIMINAL RECORDS AND CRIMINAL SELF-CONCEPTIONS. THEY MAY EVEN REGARD THEIR CONDUCT AS APPROPRIATE, GIVEN THEIR CONCEPTIONS OF THE NATURE OF THE VICTIM. MOTIVES FOR THEFT INCLUDE PERSONAL USE, RESALE, STEALING FOR FRIENDS, STEALING FOR GRIEVANCE PURPOSES, AND STEALING BY ACCIDENT. FOOTNOTES, APPENDIXES, AND A BIBLIOGRAPHY ARE INCLUDED IN THE PAPER. (LWM)