Mechanisms for identifying and regulating opportunistic behavior of personnel in a company

Aim. To summarize the main mechanisms of regulating and limiting opportunistic behavior in the company.

Objectives. To study the tools to prevent opportunistic behavior presented in the studies of consulting companies; to establish which methods of identifying opportunism are more effective; to describe the main mechanisms aimed at reducing the risk of opportunistic behavior in the company.

Methods. The author applied methods of generalization of theoretical and practical base of mechanisms aimed at regulating opportunistic behavior, as well as processing and generalization of analytical materials of consulting companies and professional associations.

Results. In order to reduce the risk of opportunistic behavior in the company, it is necessary to build an effective recruitment process. Companies need a third-party or internal security service that will reduce the percentage of risk of hiring employees who are detrimental to the company. Companies should also develop preventive measures to combat opportunistic behavior of employees (rules of business conduct enshrined in an official company document, with which the employee should be familiarized). In order to detect opportunism expressed in the so-called shirking, you can install special software on the work computer and use pass systems to track the time of arrival and departure of the employee. In addition, it is necessary to competently build the process of introducing mechanisms to regulate the manifestation of opportunistic behavior in order to avoid organizational conflicts and resistance on the part of the workforce. Creation of an effective system of personnel motivation will draw the attention of personnel to the achievement of the company's goals, because, having achieved them, they will achieve the reward for the work done. This will reduce the risk of opportunistic behavior, and the formation of the personnel reserve of the organization will allow the management to reduce the level of opportunism expressed in the form of misinforming the employer, hiding the true objectives of staying in a new workplace.

Conclusions. In practice, there are many mechanisms for regulating and limiting opportunistic behavior of personnel. According to surveys of consulting companies, the first place is occupied by the policy of counteraction to corporate fraud, the second place is shared by the hotline and monitoring of suspicious activity, in which employees are involved by anonymous reporting of information. Then comes training for employees and company management, and data analytics. Tip-offs are used to detect 42 % of corporate fraud, with employees reporting illegal activities in 55 % of cases. Some companies conduct internal investigations, but almost 50 % of them do not respond to opportunism, including fraud.

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